Chapter-3

JOB DESIGN AND ANALYSIS

Human resource Management BBS, Second Year, TU

Copy Right at Bibek Khadgi

Introduction
Managers achieve organizational goals by getting jobs done Jobs are assigned to individual em loyees! Job: " set o# closely related tas$s or grou o# tas$! Task: Tas$s are distinct %or$ activities Positions: The job determines the osition Occupation: "rea o# job and or tas$s or ositions held! &or e'am le, " lecturer

)once t o# Job *esign

It s eci#ies the content o# the job and %ays to do that job! +r %hat should be done and ho% to do the job, It determines the tas$s to be included in jobs and methods o# er#orming those tas$s! "ccording to *e)enzo and -obbins . Job design is the %ay in %hich job tas$s are organized into a unit o# %or$/! Job design should balance the needs o# the organization and the em loyees!

Im ortance In +rganization
It a##ects roductivity, costs, 1uality and e##ectiveness It a##ects motivation and job satis#action o# em loyees 2oor job design leads to turnover, absenteeism, grievances, stress, con#licts and indisci line Job design must change %ith time, eo le and environment

Ste s in Job *esign

S eci#ication on Individual tas$s +rganizing or combining tas$s into jobs S eci#ication o# methods o# er#orming each tas$s

"

roaches or Methods o# Job *esign

Scientific Management It advocates one best method o# doing jobs 5or$ sim li#ication, s ecialization and standardization are used in job design Time and motion study are used to sim li#y the jobs 2eo le and Job #it is #ocused
For example: Work Simplification
Job is sim li#ied by brea$ing into various tas$s The tas$ o# one job may be assigned to t%o jobs It romotes e##iciency through s ecialization o# jobs 6ess trained and lo% aid em loyee can er#orm the jobs +vers ecialization results in boredom, and high turnover, increased costs, #i'ed routine o# doing job avoids the interactions!

 Herzbergs Method Two Factor theory Hygiene & Motivation attracts worker to their work. Hygiene is working condition and motivation can be enhanced by self recognition, achievement, desire for acceptance of greater responsibility. Important factors to satisfy the employees are- irect feedback, !ew learning, "ched#ling, $ontrol over reso#rces, irect comm#nication, %ersonal acco#ntability. Some Examples are:

 Job Rotation Method !ert"#erg$

9m loyees are allo%ed to move #rom one job to job Jobs are not changed only em loyees are rotated Monotony o# s ecialized job is bro$en Becomes com etent in several jobs, results in em loyee develo ment +rganization gets #le'ibility in scheduling jobs *oes not im rove job, costs are high es ! training costs, job disru tions, have to er#orm several boring jobs!

 Job %nlargement Method !ert"#erg$

Similar tas$s are added to revious tas$s to enlarge the jobs The sco e is just horizontal so it is called horizontal loading o# jobs -educes the monotony by increasing the tas$s, %ider range o# em loyee s$ills Increase in job satis#action, motivation -e1uires longer training eriod, high costs, loaded jobs, em loyee resistance may arise

 Job %nrichment Method !ert"berg$

Jobs are enriched means made challenging and meaning#ul Increased res onsibility, autonomy, gro%th and o ortunities 6ess su ervision o# em loyees Increased motivation and satis#action, im rove job outcomes, em o%ers em loyees and rovide ro er #eedbac$

 9m loyees and union resists enriched jobs )ost o# design and im lementation are high +nly #ocuses on job but not 1uality o# %or$ li#e Managers may be un%illing to delegate authority Job enrichment is situation s eci#ic

 Job Characteristics Method Motivation and other effects can be seen only if three psychological states e&ists-Meaningf#lness, 'esponsibility and knowledge of the res#lt. Five core (ob characteristics are "kill variety, task identity, task significance, a#tonomy and feedback "kill variety, task identity and task significance res#lts in employee motivation while a#tonomy res#lts in high )#ality performance and feedback indicates o#tcomes Skill variety *degree to which a (ob re)#ires a variety of different skills. Task identity*degree to which a (ob re)#ires completion+ Task signi icance*work has meaning, it is worthwhile !"tonomy*to which degree a (ob provides s#bstantial freedom+ #eedback*information on performance+

 Open Socio&Technical Method )onsiders both job>oriented accom anying social system technical system and the

It is system a roach to job design i!e! Technical system considers nature o# job er#ormed %hile social system considers the role o# em loyees and their needs 9ntire job situation, including its hysical environment is #ocused %hile designing jobs and social

This techni1ue uses guideline li$e job should be demanding, continuous learning, autonomy in decision ma$ing, social su ort and recognition, relation o# jobs %ith social li#e, re%ards etc!

5or$ Team Method

5or$ teams are sel# directed teams Team members are highly committed, decide collectively, interact continuously, %or$ closely, determine %or$ assignments, and %or$ing methods ractice sel# su ervision! 'd(antages: Higher roductivity, higher er#ormance job designs Su ervision costs are er#ormance, team s irit reduced, re%ard tied to

?reater involvement o# em loyees in decision ma$ing, greater em loyee commitment

 *isadvantages@
9m loyee, managers and unions resists %or$ teams )an have oor team com osition 9##iciency may not be ensured or de ends on situation

 Modified Work Schedules 'utonomous Work teams$

Modi#ication o# %or$ schedules
Shorter 5or$ 5ea$@ &our days or #orty hours a %ee$ &le' Time@ 9m loyees are allo%ed to select their o%n %or$day schedules, &le'ible timings Job Sharing@ Share one #ull time job by t%o or more em loyees Home %or$ or Telecommuting@ 9m loyees %or$ #rom o%n house

Im ortance or Bene#its o# Job *esign

+rganization *esign@ It rovides the organizational structure Aeed Balancing@ Aeeds o# +rganization and em loyee are balanced Human -esource "c1uisition@ Job design hel s in re aring job descri tion and s eci#ications Motivation@ Job design can enrich the jobs resulting in satis#action and motivation o# %or$ers 2erson Job &it@ Job design considers BS" %hich #acilitates the job C eo le #it Harmonious labor relations@ 2oorly designed jobs lead to grievances, indisci line, em loyee turnover, absenteeism and con#licts Better D56@ Im roves hysical and mental %ell being at %or$ lace, em loyee artici ation in %or$ im roves

JO# ')'*+S,S: -oncepts

It is #ormal study o# the jobs and job related in#ormation Systematic observation and recording o# activities involved in jobs and the 1uali#ication needed to accom lish such jobs in terms o# Bno%ledge, S$ills and "bilities EBS"F "cc! To *e)enzo and -obbins . Job analysis provides information about jobs currently being done and the knowledge, skills and abilities that individuals nee to perform the job adequately/!

-omponents of Job 'nal.sis

Job 'nal.sis Job Specificatio n Job %(aluation Job Performance Standards

Job /escription

-omponents: /efined
Job /escription It describes the job title, duties G res onsibilities, authority, accountabilities and job relationshi s 5ritten statement o# %hat the jobholder needs to do and has job content, environment, and conditions o# em loyment It is needed in recruitment, selection, a and develo ment o# Hraisal

It hel s to identi#y training and develo ment needs

-omponents: /efined
Job Specification It s eci#ies the re1uirements li$e ersonal characteristics, 1uali#ication, e' erience It also highlights the $no%ledge, s$ills and abilities re1uired to er#orm certain jobs! It guides selectors to candidates #or the jobs select the right

-omponents: /efined
Job Performance Standards It is the s eci#ication o# the standard results in terms o# 1uality and 1uantity Job 2er#ormance standards should be SM'RT S eci#ic, Measurable, "chievable, -ealistic, Time Bound It motivates em loyees and #acilitate er#ormance evaluation and control system Job %(aluation
It is outcome o# the job analysis &inal results are com ared %ith job standard Hel s rating jobs and #i' %age structure

Purposes or Ob0ecti(es of Job 'nal.sis

*evelo Job *escri tion, Job S eci#ication and Job 2er#ormance standards )onduct Job 9valuation
S eci#ies relative value o# each job, develo ac$age based o# job analysis com ensation

2re are Human -esource 2lan

Job analysis rovides vital in uts #or re aring and u dating H-I and H-IS

Identi#y Training and *evelo ment Aeeds

Identi#y training, develo ment and orientation o# em loyees

Purposes -ontd11
*evelo 2er#ormance " raisal System
Job analysis serves as the oint o# re#erence #or develo ing a raisal system, it revie%s em loyee er#ormance and otential

Job *esign and -edesign

Job design #ollo%s job analysis, it is im ortant in ut to determine job contents

Process or Steps in -ollecting Job 'nal.sis ,nformation

2nderstand Purpose of Job 'nal.sis
To gather the in#ormation #or job analysis, the clearly understood ur ose should be

2ur ose o# job analysis may be H- lanning, recruitment and selection, identi#ying training and develo ment, re are job descri tion and s eci#ications etc!

,dentif. the Position for Job 'nal.sis

The s eci#ic osition should be targeted #or conducting job analysis Misleading identi#ication o# %orthless ositions may rove job analysis as

&or e'am le job analysis o# #inance managers, mar$eting o##icers etc!

Ste s )ontdH
,dentif. ,nformation )eeded
5or$ "ctivities@ 5hat the %or$er does, S eci#ic tas$s involved in job, rocedures to er#orm, com le'ity and timings, ersonal res onsibilities, hazards and discom#orts o# jobs 5or$>oriented "ctivities@ Ho% job is er#ormed, Aature o# o erations, motions on %or$ such as handling, li#ting, %al$ing, driving etc! Human behaviors re1uired such as communicating, sensing, decision ma$ing s$ills etc!

 Machines and Materials Used@ 5hat the %or$er uses, Ty es o# machines, tools and e1ui ments! Materials used such as metal, lastics! Bno%ledge a lied such as accounting and legal! Job 2er#ormance Standards@ Duantity and 1uality standards #or the jobs, and time ta$en #or the job Job )onte't@ 2hysical %or$ing conditions, %or$ schedule, incentives both #inancial and non>#inancial, job relationshi s 2ersonal "ttributes@ 9ducation, e' erience, training, BS", a titude, social s$ills and hysical strength

 ,dentif. the Sources of ,nformation

9m loyees@ &irst hand $no%ledge about the elements and activities involved in jobs Su ervisor@ They su ervise the em loyees, they deal %ith the roblems, they are $no%ledgeable about jobs Inde endent 9' erts@ Job "nalysts, %atch em loyees er#orming jobs and record activities Job -evie% )ommittee@ -e resentatives #rom H-*, Industrial 9ngineering *e t!, 6abor Unions Aon>human Sources@ 9'isting job descri tion, s eci#ications, e1ui ment maintenance records, blue rints and architectural design o# %or$ areas, #ilms o# %or$ers on job, manuals, literatures

 -hoose methods for -ollecting Job ,nformation

+bservation method@ 9m loyees are observed during job Intervie% method@ 9m loyees are intervie%ed in %or$ site Duestionnaire method@ 9m loyees #ill u the 1uestionnaires *iary method@ 9m loyees are advised to record their daily activities Technical con#erence method@ 9' erts and s ecialists hold con#erence or meeting #or job analysis

-ollect ,nformation
In#ormation are collected, rocessed and chec$ed #or accuracy

Methods of -ollecting Job 'nal.sis ,nformation

Obser(ation Method
Job analysts observe the em loyees and %or$ers doing their jobs It collects #irst hand in#ormation Iisual im ression on activities, e1ui ments and %or$ing environment are obtained Time study Etime re1uiredFand motion study E%ay to do jobF are #re1uently used observation methods Some distortions may occur since it is im ossible to observe and record all activities! 5or$ers may not er#orm e##iciently due to hesitations %hen they are being %atched Aot suitable #or in#ormation on managerial activities

 ,nter(ie3 Method
&ace to #ace intervie% o# individual or grou is conducted at %or$ site Su ervisors are also intervie%ed " chec$list o# 1uestions are used #or intervie% Use#ul in e' laining unclear 1uestions and better accuracy can be ensured %hile assessing the job It is costly and time consuming

4uestionnaire Method
It is o ular and use#ul #or collecting in#ormation #rom large number o# em loyees 9m loyees are rovided %ith a set o# structured 1uestionnaires relating to job activities

 It is 1uic$er and economical, it allo%s to study many jobs at a time Duestions may be misunderstood, res onses incom lete and misinter reted, unreturned It is time consuming may be

/iar. Method
9m loyees are made to record their daily activities on diary )om rehensive in#ormation is obtained #rom entries made in diary #or the entire job cycle It is #easible and economical %ay to collect job in#ormation It is less o ular among others! 9m loyee may regard it as nuisance and the added %or$load

 Technical -onference Method

9' erts and s ecialists %ith e'tensive $no%ledge o# job analysis are intervie%ed It rovides com rehensive and e' ert in#ormation on job Su ervisors and e' erts may lac$ #amiliarity %ith the com le'ity o# jobs The in#ormation may be judgmental and subjective The in#ormation may lac$ accuracy

J+B "A"6YSIS T9)HAIDU9S@ Job Focused Techni5ues

Job #ocused techni1ues is concerned %ith various tas$s that ma$e the jobs! This techni1ues is #ocused in im roving the jobs Functional Job 'nal.sis FJ'$ *evelo ed by US de t! o# labor 9m hasize on tas$ and technological #actors &our as ects are %or$er #unction, %or$er #ields, %or$er roducts and %or$er traits

 Method 'nal.sis 2rovides descri tion o# ho% to do the jobs e##ectively and e##iciently It is use#ul in analyzing non>managerial jobs Body movements and rocedural ste s, balancing movement o# t%o hands, -eduction o# muscular e##ort, location o# tools and materials It aims at accuracy and e##iciency in doing %or$s

 The !a. Plan It is use#ul in analyzing managerial jobs that consists o# numerous and varieties o# tas$s The job analysts intervie%s the manager on the job In#ormation on objectives o# job, nature and accountability, su orting sta## needs are collected "lso, technical, managerial and human relationshi nature o# roblem solved are collected sco e, re1uired,

The collected in#ormation are used to re are job descri tion and job s eci#ications It is also use#ul in establish ay e1uity

2erson J Behavior &ocused Techni1ue

It is concerned %ith the doing the jobs erson doing the job or the behavior o# the erson This techni1ue is based on the behavioral as ects o# em loyee %hile doing certain jobs Position 'nal.sis 4uestionnaire P'4$ *evelo ed by 2ro#! Mc)ormic$ It em hasizes em loyees, tas$ and technology! Intervie%s %or$er and su ervisors It contains standardized <;3 items or 1uestions divided into si' categories In#ormation in ut, mental rocesses, %or$ out ut, relationshi s, job conte't and other job characteristics

 -ritical ,ncident Techni5ue &ocuses on %or$ being done It consists o# collecting %ritten descri tion o# e##ective or ine##ective %or$ behavior in critical %or$ situations )ritical incidents are analyzed to get the in#ormation o# actual job re1uirements It is time consuming and unusual %or$er behavior Ph.sical 'cti(ities Techni5ue Job analysis is carried out by observing the hysical activities o# the %or$ers in the jobs Job analysts also may intervie% the em loyees and su ervisors about the hysical strength and re1uirements to er#orm jobs

J+B *9SI?A "A* "A"6YSIS IA A92"6

Both job design and job analysis has remained neglected as ect in Ae al Job and organizational #actors are highly considered %hile the environmental and behavioral #actors are neglected Job designs are done by %or$ sim li#ication and job rotation %hile enrichment o# job is lac$ing, %or$ team method is emerging Job analysis lac$s to management su ort +nly Job descri tion is #ocused but most o# the organization rovides vague and im ro er job descri tion

 The ur ose o# Job analysis in Ae al is con#ined to recruitment and selection rocess Job analysis is rarely used #or em loyee training and develo ment, er#ormance a raisal, and com ensation management Job #ocused techni1ues are used and techni1ues are neglected #or job analysis erson #ocused

The role and ractice o# Job "nalysis %ill increase in Ae alKs H-M in coming days due to entry o# global organization!