MGMT-410:HUMAN RESOURCES MANAGEMENT (CH 4)

Chapter 4: Analyzing Work and Designing Jobs

Workflow Design

Analyzing tasks needed to produce a product/service, assigning tasks to jobs.

Jobs

Set related duties

Positions

Set of duties performed by one person

Inputs

raw materials, equipment, human resources.

Work Processes:

activities done to create output.

Outputs

product or service delivered.

Work Flow Design and Organizational Structure

how jobs and people are grouped. Organization’s structure brings together people who must collaborate to efficiently produce desired outputs

Centralized

authority at top (decisions by head office) —> few people

Decentralized

authority is spread out (store managers decide more) —> more people

Functional groups

 jobs grouped by one function (receiving for receiving, fabricating for fabricating, finishing for finishing, and shipping for shipping).

Divisional groups

jobs grouped working on common product (receiving→fabricating→finishing→shipping).

Job Analysis

Process of getting detailed info about jobs.

Job Descriptions

Summary of tasks, duties, responsibilities (TDRs).

TDR

Job Specifications

what the worker needs

KSAO MODEL

Knowledge – info needed (e.g., optical terminology).

Skill – proficiency (e.g., using lensometer).

Ability – general capability (e.g., manual dexterity).

Other – licenses, traits (e.g., state optician license, customer service skills)

Knowledge

factual or procedural information necessary for successfully performing task

Skill

individual’s level of proficiency at performing particular task

Ability

general enduring capability an individual possesses

Other Characteristics

job-related licensing, certifications, or personality traits

Incumbents

current employees (who hold position)

Dictionary of Occupational Titles (DOT) 1930

(older system) published by US Department of Labor

Occupational Information Network (O*NET)

is an online job description database developed by the Labor Department

PAQ (Position Analysis Questionnaire)

A standardized job analysis questionnaire containing 195 questions about work behaviors, work conditions, and job characteristics that apply to a wide variety of jobs

Information Input

where and how a worker gets the information needed to perform the job.

 Mental Process

the reasoning, decision making, planning, and information-processing activities involved in performing the job.

Work Output

the physical activities, tools, and devices used by the worker to perform the job.

 Relationship with other people

the relationship with other people is required in the performing the job.

Job Context

the physical and social context where the work is performed.

Other Job Characteristics

the activities, conditions, and characteristics other than those previously described that are relevant to the job.

Fleishman Job Analysis System

measures required abilities (e.g., stamina, reasoning, originality).

Skill differentiation

how specialized each role is

Authority differentiation

who makes decisions

Temporal stability

how long the team stays together

Work redesign

Often, an organization seeks to redesign work to make it more efficient or to improve quality. The redesign requires detailed information about the existing job(s).

Human resource planning

As planners analyze human resource needs and how to meet those needs, they must have accurate information about the levels of skill required in various jobs, so that they can tell what kinds of human resources will be needed.

Selection

To identify the most qualified applicants for various positions, decision makers need to know what tasks the individuals must perform, as well as the necessary knowledge, skills, and abilities.

Training

Almost every employee hired by an organization will require training. Any training program requires knowledge of the tasks performed in a job so that the training is related to the necessary knowledge and skills.

Performance appraisal

requires information about how well each employee is performs in order to reward employees who perform well and to improve their performance if it is below standard.

Career planning

Matching an individual’s skills and aspirations with career opportunities requires that those in charge of career planning know the skill requirements of the various jobs.

Job evaluation

The process of job evaluation involves assessing the relative dollar value of each job to the organization in order to set up fair pay structures.

Competency

personal capability for success (e.g., communication, planning).

Competency Models

Helps HR identify what skills/behaviors employees need for the future.
1. Organizational and Planning

2. Communication

3. Financial and Quantitative Skills

Job Analysis

Jobs changing faster (AI, robotics, IT).

Analyses must be flexible.

Still important for legal compliance (must document essential job functions).

Job Design

defining how work is performed.

Job Redesign

changing an existing job

Industrial Engineering

Breaking jobs down into the simplest, most repetitive tasks so they can be done fast and with less training.

Skill variety

The extent to which a job requires a variety of skills to carry out the tasks involved.

Task identity

The degree to which a job requires completing a “whole” piece of work from beginning to end (for example, building an entire component or resolving a customer’s complaint).

Task significance

The extent to which the job has an important impact on the lives of other people.

Autonomy

The degree to which the job allows an individual to make decisions about the way the work will be carried out.

Job Characteristics Model

skill variety, task identity, task significance, autonomy, feedback.

Job enlargement

more task

Job Extension

combine jobs

Job Rotation

Switch roles

Job Enrichment

add more decision-making power.

Self-Managing Work teams

Teams with authority to schedule, assign tasks, and make decisions without a supervisor.

Flextime

Full-time employees choose start and end times within limits. As long as 8 hours are covered.

Job Sharing

Two part-timers split one full-time job.

Compressed Workweek

Work 40 hours in less than 5 days.

Telework

Work away from the office, often at home, using technology.

Ergonomics

fit the job to the body, reduce strain.