HRM533

CHAPTER 3:
J O B A N A LY S I S
&
JOB DESIGN

HRM533: CHAPTER 3: JOB ANALYSIS & JOB DESIGN 1

CHAPTER OUTLINE

Job Analysis Process

Job Analysis Methods

Job Design in the Workplace

HRM533: CHAPTER 3: JOB ANALYSIS & JOB DESIGN 2

Understanding The Link Between SHRP, Job Analysis,
Recruitment And Selection

Recruitment and
Selection
Finding and choosing
Job Analysis the right person for a
Preparing guidelines job
and documents for
job holders to
perform job
Human Resource effectively
Planning
Right number and
kinds of employees
at the right time
and place
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HRM533: CHAPTER 3: JOB ANALYSIS & JOB DESIGN 4
 What is Job Analysis??

• A job analysis is the systematicprocess of collecting information about

all of the parameters of a job—its basic responsibilities, the behaviors,
skills, and the physical and mental requirements of the people who do it.

• A job analysis should also outline

the tools needed to do the job, the
environment and times at which it needs to done, with whom it needs to be done,
and the outcome or performance level it should produce.

• Generates information vital on human resource management

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 Job Requirements

Outcome of a Job Analysis:

1. Job Description
– Statement of the tasks, duties, and responsibilities (TDRs) of a job to be performed

– Consist of basic information (job location, to whom report to, wages & others)

2. Job Specification
– Statement of the needed knowledge, skills, and abilities (KSAs) of the person who is to perform
the job

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HRM Functions Affected By A Job Analysis

Job Requirements

Recruitment Determine recruitment qualifications

Provide job duties and job specifications for

Selection selection process

Performance Provide performance criteria for evaluating

Appraisal employees

Training and Determine training needs and develop instructional

Development programs

Compensation Provide basis for determining employee’s rate of

Management pay

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HRM533: CHAPTER 3: JOB ANALYSIS & JOB DESIGN 8
 Job Analysis Process

2. Determine
3. Identify sources of
information to collect:
1. Select jobs to study data: Employees,
Tasks, responsibilities,
supervisors/managers
skill requirements

4. Methods of data
5. Evaluate and verify
collection: Interviews,
6. Write job analysis data collection: Other
questionnaires,
report employees,
observation, diaries and
supervisors/managers
records

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JOB ANALYSIS
METHODS
HRM533: CHAPTER 3: JOB ANALYSIS & JOB DESIGN 10
 Methods Used To Collect Job
Analysis Data
Interviews Questionnaires Observation Diaries

• Conducted by • By job analyst • Job analyst or • Job holder

job analyst or or supervisor supervisor keep a diaries
supervisor • Filled by job learns about of their work
• Individual holders the job by activities for
employee and observation entire work
employer will and recording cycle
be interviewed the activities
about job
parameters

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 Key Elements Of A Job Description

Essential Functions (Job

Job Title Job Identification Job Specifications
Duties)

• Indicates job duties and • Distinguishes job from all • Indicate responsibilities • Two areas:
organizational level other jobs entailed and results to be • Skills required to
• Includes departmental accomplished perform the job
location of the job, (education, experience,
reporting, payroll & specialized training,
others personal traits or
abilities)
• physical demands of
the job (walking,
standing, reaching,
lifting, bending, talking)

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HRM533: CHAPTER 3: JOB ANALYSIS & JOB DESIGN 13
HRM533: CHAPTER 3: JOB ANALYSIS & JOB DESIGN 14
 Examples Of Job Title (Marketing)
 Account Manager - Sales  Director, Media Relations
 Advertising Account Manager  Director, Public Affairs
 Advertising Director  Director, Public Information

 Advertising Manager  Director, Public Relations

 Director, Regional Communications
 Agency Marketing Department Manager
 Director, Sales Agency Marketing Division
 Area Sales Manager
 Director, Sales And Marketing
 Business Manager - Sales And Advertising
 Distribution Manager - Sales
 Campaign Manager
 District Manager, Retail
 Commercial Accounts Manager  District Manager, Sales (Except Insurance And Real
 Commercial Network Development Manager Estate)
 Communications Director  Divisional Sales Manager

 Communications Director - Sales And  E-business (Electronic Business) Manager

Marketing
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 Examples Of Job Title (Finance)
• Director, Audit And Compliance • Financial Control Manager

• Director, Budget And Sectoral Profitability • Financial Director

• Financial Evaluations Director
• Director, Finance
• Financial Manager
• Director, Financial Evaluations
• Financial Planning And Advisory Service Manager
• Director, Financial Planning And Reporting
• Financial Planning And Analysis Manager
• Director - Financial Services
• Financial Planning And Reporting Director
• Director, Financing And Administration • Financial Planning And Reporting Manager
• Director Of Accounting • Financial Resources Service Co-ordinator
• Director-treasurer - Financial Services • Financing And Administration Director
• Finance And Control Manager • Group Accounting Manager
• Finance Chief • Financial Administrator

• Finance Director • Financial Audit Manager

• Finance Manager • Financial Controller

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JO B DESIG N IN
TH E WO RKPL A CE
HRM533: CHAPTER 3: JOB ANALYSIS & JOB DESIGN 17
 Job Design

• Job Design
– A result of job analysis that improves jobs through technological and human considerations in order
to enhance organization efficiency and employee job satisfaction

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 Job Characteristics Model
(Hackman And Oldham)

• Job design theory that purports that three psychological states

– of a jobholder result in improved work performance, internal motivation, and lower absenteeism and
turnover.
• A motivated, satisfied and productive employee:
– experiencing meaningfulness of the work performed,
– responsibility for work outcomes,
– and knowledge of the results of the work performed

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 Job Characteristics Model
(Hackman And Oldham)
Skill variety:

• The degree to which a job entails a variety of different activities, which demand the use of a number of different skills and
talents by the jobholder (Eg: Assembly line worker)

Task identity:

• The degree to which the job requires completion of a whole and identifiable piece of work, that is, doing a job from beginning
to end with a visible outcome (Eg: Project Leader)

Task significance:

• The degree to which the job has a substantial impact on the lives or work of other people, whether in the immediate
organization or in the external environment (Eg: Salesperson,Army, Pilot)

Autonomy:

• The degree to which the job provides substantial freedom, independence, and discretion to the individual in
scheduling the work and in determining the procedures to be used in carrying it out (Eg: Salesperson)

Feedback:

• The degree to which carrying out the work activities required by the job results in the individual being given direct
and clear information about the effectiveness of his or her performance
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 Job Characteristics Model:
Designing Jobs To Motivate Employees

Skill variety Meaningfulness Improved work

Psychological States

Job Outcomes
Job Characteristics

Task identity of the work performance

performed Increased
Task significance
Responsibility for internal
Autonomy work outcomes motivation
Feedback Knowledge of Lower
the results of the absenteeism and
work performed turnover

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 Enlargement, Rotation, & Enrichment

• Job enlargement
– The process of adding a greater variety of tasks to a job.

• Job rotation
– a process whereby employees rotate in and out of different jobs.

• Job enrichment
– Enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or
satisfying

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 Empowerment

• Employee Empowerment
– Granting employees power to initiate change, thereby encouraging them to take charge of what they
do

– Pushing down decision-making responsibility to those close to internal and external customers.

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 Designing Work For Group/Team
Contributions
• Employee Involvement Groups (EIs)
– Groups of employees who meet to resolve problems or offer suggestions for organizational improvement

– Also known as quality circles (QCs)

– Success with EIs requires:

• Comprehensive training for group members
• Recognition of the group’s contributions
• Continuing input and encouragement by management
• Use of a participative/democratic leadership style

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Synergistic Team Characteristics

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Forms Of Employee Teams

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 Characteristics Of Successful Teams

• A commitment to shared goals and objectives

• Motivated and energetic team members

• Open and honest communication

• Shared leadership

• Clear role assignments

• A climate of cooperation, collaboration, trust, and accountability

• The recognition of conflict and its positive resolution

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 Benefits Of Employee Teams
• Increased integration of individual skills

• Better performance (quality and quantity) solutions to unique and complex problems

• Reduced delivery time

• Reduced turnover and absenteeism

• Accomplishments among team members

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 Flexible Work Schedules
• Flextime
– Working hours that permit employees the option of choosing daily starting and quitting times,
provided that they work a set number of hours per day or week.

• Compressed Workweek
– Shortening the number of days in the workweek by lengthening the number of hours worked per
day.

• Job Sharing
– The arrangement whereby two part-time employees perform a job that otherwise would be held by
one full-time employee.

• Telecommuting
– The use of personal computers, networks, and other communications technology such as fax
machines to do work in the home that is traditionally done in the workplace.

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Keys For Successful Telecommuting

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 THANK YOU..

SNELL, S., & BOHLANDER, G. (2010). PRINCIPLES OF

H U M A N R E S O U R C E M A N A G E M E N T. C E N G A G E L E A R N I N G .

MKT531: Chapter3 - Product Management 31