BBBP 2103 Human Resource Management Open University Malaysia (OUM) M Faisal Kamaruddin

TOPIC 3 JOB ANALYSIS (JA) & JOB DESIGN

DEFINITION
Job analysis - Systematic process of determining skills, duties, and knowledge required for performing jobs in organization. In short, it is the process of getting detailed information about jobs. Job - Consists of group of tasks that must be performed for organization to achieve its goals Position - Collection of tasks and responsibilities performed by one person; there is a position for every individual in organization

WHY JA IMPORTANT TO HR MANAGERS ?

Staffing - Haphazard if recruiter does not know qualifications needed for job Training and Development - If specification lists particular knowledge, skill, or ability, and person filling position does not possess all necessary qualifications, training and/or development is needed Performance Appraisal - Employees should be evaluated in terms of how well they accomplish the duties specified in their job descriptions and any other specific goals that may have been established Compensation Value of job must be known before dollar value can be placed on it

WHY JA IMPORTANT TO HR MANAGERS ? (CONTD) Safety and Health Helps identify safety and health considerations Employee and Labor Relations Lead to more objective human resource decisions Legal Considerations Having done job analysis important for supporting legality of employment practices Work Redesign JA will provide the detailed information needed about existing job before any work redesign can be conducted

WHY JA IMPORTANT TO HR MANAGERS ? (CONTD) Human Resource Planning Helps the planners to analyse human resource needs in a dynamic environment by providing accurate information about the levels of skills required in various jobs in ensuring enough individuals are available in the organization to meet human resource needs.

SYSTEMATIC APPROACH OF JA
Method Interview Survey Observation Records

What job to analyse

Duties Responsibilities Skill

Source of data

Evaluate & validate

JOB ANALYSIS REPORT

WHAT IS JD?
Document that states tasks, duties, and responsibilities of job Vitally important job descriptions are both relevant and accurate

CONTENT OF A JD?
Job Identification Job title, department, reporting relationship, and job number or code Job Analysis Date Aids in identifying job changes that would make description obsolete Job Summary Concise overview of job Duties Performed Major duties

CONNECTING JA TO JD & JS

INTEGRATING JA
Staffing

Tasks

Responsibilities

Duties

Training and Development Performance Appraisal

Job Descriptions Job Analysis

Compensation Safety and Health

Job Specifications

Employee and Labor Relations Legal Considerations

Knowledge

Skills

Abilities

JA PROCESS

JOB ANALYSIS APPROACH

Qualitative Methods
Interview Survey Observations Journals

and Records

JOB ANALYSIS APPROACH

Quantitative Methods
Functional

Job Analysis (FJA) - assumes that every job will involve execution of specific employees functions

JOB ANALYSIS APPROACH

Quantitative Methods (contd)

Position Analysis Questionnaire (PAQ) - quantitative survey method that covers 194 items on employee oriented duties. It covers:
Information

input (where and how the worker gets information needed to perform the job) Mental processes (the reasoning, decision making, planning, and information processing activities that are involved in performing the job) Work output (physical activities, tools, and devices used on the job), Relationships with other persons (the relationships with other people required in performing the job) Job context (the physical and social contexts of work) Other characteristics (the activities, conditions and characteristics other than those previously described)

JOB ANALYSIS APPROACH

Quantitative Methods (contd)

Critical

Incident Method - important work duties are identified to determine the success of a job Softwares designed specifically to analyse jobs and come up with job descriptions and specification based on the analysis

SAMPLE OF JD

JOB DESIGN
The process of defining the way the work will be performed and the task that will be required in a given job. Job redesign is the process of changing the tasks or the way work is performed in an existing job. Additional reading material Job Design: Approaches, Outcomes, and Trade-Offs by Michael A. Champion and Paul W. Thayer

BEHAVIOURAL MATTERS (MOTIVATIONAL APPROACH) Focus on the job characteristics that affect psychological meaning and motivational potential Normally involves job structuring, including job enlargement, reengineering and job enrichment Herzbergs Two-Factor theory argued that key to motivating employees was not through monetary incentives but through the redesign of jobs to make their work meaningful

BEHAVIOURAL MATTERS (MOTIVATIONAL APPROACH)

Job Enrichment - to stimulate a job by increasing meaningful tasks and obligations to give more satisfaction to employees
Increasing the difficulty level and the responsibilities of a job Giving employees opportunities to maintain authority and empowerment of their work Conducting a one on one work performance report with the employee Increasing new tasks that requires training and development Assigning particular tasks individually so that employees become experts

BEHAVIOURAL MATTERS (MOTIVATIONAL APPROACH) Job Characteristics - three psychological states where an employee shows an improvement in his or her work performance, internal motivation, decrease in employee absenteeism and turnover
Feeling

a sense of meaningfulness towards work performed Feeling responsible towards work results Knowing or understanding the work that has been done

BEHAVIOURAL MATTERS (MOTIVATIONAL APPROACH)

BEHAVIOURAL MATTERS (MOTIVATIONAL APPROACH)

Skill variety the extent to which the job requires a variety of skills to carry out the tasks Task identity the degree to which a job requires completing a whole piece of work from beginning to end 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 Feedback the extent to which a person receives clear information about performance effectiveness from the work itself

INDUSTRIAL ENGINEERING

Analysing work methods and determining the standard work duration. It involves a study on the work process cycle and determines the work elements that need to be changed, merged, rearranged or eliminated so that the work duration needed to complete the work process cycle can be lessened

ERGONOMIC MATTERS

Disciplinary approach in designing equipments with a system that can be used easily and effectively by employees

INCREASE EMPLOYEE CONTRIBUTIONS

Employee Involvement Groups - group of employees that often meet to solve problems or to give suggestions for the process of organisation improvement

INCREASE EMPLOYEE CONTRIBUTIONS

Cross-functional Project

Employee Teams - work functions are delegated to groups and not to individuals
Teams Teams Self-directed Teams Task Force Teams Process-improvement Teams Virtual Teams