N000l0 4

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Diagnose Diagnose
Prescribe Prescribe
Implement Implement
Evaluate Evaluate
Internal environmental influences
-Strategy
-Goals
-Organizational Culture
-Nature oI Task
-Work Group
-Leadership`s style and experience
External environmental influences
-Government requirements, regulations & laws
-The Trade Union
-Economic conditions(domestic & international)
-Competitiveness
-Composition oI labor Iorce
-Location oI the organization
Acquiring Human
Resources
Legal Aspects
HR planning and
succession planning
1ob Analysis and Design
Recruitment: domestic and
international
Selection: domestic and
international
Rewarding Human
Resources
PerIormance management
Compensation
Pay-For PerIormance
Employee beneIits and
services
Developing Human
Resources
Orientation,Training and
Development
Career succession and
planning
Desirable end results
Socially Responsible & Competitive High Quality Products
Ethical Practices
Competitive , High
Quality Service(s)
Maintaining Human
Resources
Employee Relations
Legal Aspects
Evaluating the HRM
Function
Human Resource Processes
Focus of each process is on people and results
Concerned about people
and results
Concerned about people
and results
Concerned about people
and results Concerned about people
and results
Diagnose Diagnose
Prescribe Prescribe
Implement Implement
Evaluate Evaluate
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Job analysis is the systematic process oI determining the skills,
duties and knowledge required Ior perIorming jobs in an
organisation. JA inIormation is used to prepare both Ior the job
descriptions and job speciIications.
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Job analysis provides answers to questions such as these:
a. How much time is taken to complete important tasks?
b. What kind oI person (in terms oI traits and experience) is
best suited Ior the job?
c. How can the inIormation acquired by a job analysis be used
in the development oI HRM programs?
d. When is the job to be completed?
e. How does the worker do the job?
I. Why is the job done?
g. What qualiIications are needed Ior the job?
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1. When the organisation is Iounded.
2. When new jobs are created.
3. When jobs are changed signiIicantly as a result oI new
technologies, methods, procedures, or systems
1ob analysis is most often performed because of changes
in the nature of jobs.
Job analysis provides a summary oI a job`s duties and
responsibilities, its relationship to other jobs, the knowledge
and skills required, and working conditions under which it is
perIormed.
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1ob Analysis - A purposeIul, systematic process Ior collecting inIormation on the
work-related aspects oI a job
1ob Description - The principal product oI a job analysis. It represents a written
summary oI the job as an identiIiable organizational unit
1ob Specification - A written explanation oI the knowledge, skills, abilities, traits
and other characteristics (KSAOs) necessary Ior eIIective perIormance on a given
job
Tasks - Coordinated and aggregated series oI work elements used to produce an
output ( e.g. a unit oI production or service to a client
Position - Consists oI the responsibilities and duties perIormed by an individual.
1ob - Group oI positions that are similar in their duties, such as computer
programmer or compensation specialist.
1ob Family Group oI two or more jobs that have similar duties.
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Job analsysis have an impact on virtually every aspect oI
human resource management.
A major use oI job analysis data is in the area oI human
resource planning.
Each job requires diIIerent knowledge, skills and ability
levels. Obviously, eIIective human resource planning
must take these job requirements into consideration.
A good job analysis must provide the following if it is
viewed favorably :
i. It should yield thorough, clear job description
ii. It must allow for an accurate assessment of the
knowledge, skills, abilities, and other job
characteristics (KSAOs) required by the job.
iii. It must yield information about the relationship
between job duties and these KSAOs , that is, it must
clearly determine which KSAOs are important for
each duty
1ob Analysis: A Basic Human Resource
Management Tool
Tasks Responsibilities Duties
Job
Analysis
Job
Descriptions
Job
SpeciIications
Knowledge Skills Abilities
Human Resource
Planning
Recruitment
Selection
Training and
Development
PerIormance Appraisal
Compensation and
BeneIits
SaIety and Health
Employee and Labor
Relations
Legal Considerations
Job Analysis Ior Teams
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Step 1
Examine the
total
organization
& the Iit oI
each job
Step 2
Determine
how job
analysis
inIormation
will be used
Step 3
Select
Jobs to be
analyzed
Step 4
Collect data
by using
acceptable
job analysis
techniques
Step 5
Prepare Job
description
Step 6
Prepare job
speciIication
Use information from steps 1-6 for:
Job Design
Planning
Recruitment
Selection and training
PerIormance evaluation
Compensation and beneIits
Legal Compliance
Follow Up Evaluation
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Job analysis will typically be used to obtain the Iollowing inIormation:
a. 1ob identification - the title oI the job, department or section, name oI the
postholder.
b. Reporting relationships - the title oI the post to which the job directly
reports, and coordination links.
c. 1ob content - main purpose oI the job, the boundaries oI the job in terms oI
authority, and the speciIic accountabilities or tasks to be undertaken.
d. Performance measures and standards - the outputs expected Irom the
job and the standard to which they should be perIormed.
e. Personal characteristics - the knowledge, skills and experience required
to the postholder to meet the requirements oI the job Iully.
f . Contraints - in terms oI th limits oI authority and the decision- making
Ireedom oI the post.
g. Relevant statistics - details oI any budgets, equipment and other resources
Ior which the post might be responsible or data relating to outputs &
workload.
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The key principles underlying job analysis are as Iollows:
a. Analysis, not just list the tasks - Fully describing the various aspects oI the
job in a way that gives a clear picture what the jobholder actually does & how
the activities Iit together, that describes the complexities & challenges oI the
job, & makes it clear what the job contributes to the organisation.
b. 1obs not people - The analysis is on the job, not on the individual perIorming
the job. The analysis should take into account the knowledge, skills &
experience required but should not record what the job holder actually has,
which may be diIIerent Irom what is required.
c. Aon-judgemental - In analysing job, the analyst is only concerned with the
actual content and not the appropriateness and logic oI the content.
d. 1he job as it is today - The analysis should only take into account the job
content as it is currently is, disregarding any possible Iuture changes which
may not actually happen, and excluding anything which might have happened
in the post but which is no longer part oI the job.
Some Influences On 1ob Content
Job Content
Organizational
structure
Organizational
expectations
Managerial
attitudes
Individual
abilities
Colleagues
Other jobs
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a. Interviews - the job analyst questions individual employees and
their supervisors about the job under review.
b. Self-reports - Jobholders can be asked to describe their jobs and
prepare job descriptions.
c. Questionnaires - One oI the most widely used ways oI obtaining
inIormation about jobs, especially where there is a large job
population to cover.
d. Diary or Log used to compile a record oI postholder`s daily
daily activities.Examines routineness & non routineness oI job duties
e. Checklists - A checklist comprises a list oI items that might apply to a
particular job, and the jobholder and his or her supervisor is required to tick
only those items that apply to the job in question.
e. Observation - Regarded as one oI the most accurate ways oI
obtaining job inIormation.
g. Participant observation - which involves the analyst actually
carrying out the job to obtain inIormation about it.
There are a number oI proprietary tools available, among the best
known oI which are the Position Analysis Questionnaires (PAQ).
The PAQ analyses jobs in terms oI :
InIormation input - where and how the worker gets inIormation
used in the job.
Mental processes - what reasoning, decision making, planning,
etc are involved in the job.
Work output - what physical activities are perIormed and
what tools or equipment are used.
Relationships with others required in the job.
Job context in both physical and social terms.
Other job characteristics.
Sample Position Analysis Questionnaire
PORTLAND STATE UNIVERSITY
POSITION DESCRIPTION
* * PLEASE READ NSTRUCTONS BEFORE COMPLETNG THS FORM * * ( ) New ( ) Revised
SECTION 1. POSITION INFORMATION
a. Class Title:
b. Class No.:
c. Effective Date:
d. Position No.:
e. Working Title:
f. Work Unit:
g. Agency No.:
h. Employee Name:
i. Work Location (City-County):
_________________________________________________________________________________
j. Position: ( ) Permanent ( ) Seasonal ( ) Limited Duration ( ) Academic Year
( ) Full Time ( ) Part Time ( ) ntermittent ( ) Job Share
_________________________________________________________________________________
k. FLSA: ( ) Exempt ( ) Non-Exempt l. Eligible for Overtime: ( ) Yes ( ) No
_________________________________________________________________________________
SECTION 2. PROGRAM/POSITION INFORMATION
a. Describe the program in which this job exists. nclude program purpose, who's affected, size, and scope.
nclude relationship to agency mission.
b. Describe the purpose of this position, and how it functions within this program, by completing this statement:
The purpose of this job/position is to . . .
SECTION 3. DESCRIPTION OF DUTIES
List major duties. Note percentage of time duties are performed. f this is an existing position, mark "N" for new duties or
"R" for revised duties.
% of
Time N/R DUTES
_________________________________________________________________________________
SECTION 4. WORKING CONDITIONS
Describe special working conditions, if any, that are a regular part of this job. nclude frequency of exposure to these
conditions.
________________________________________________________________________________
SECTION 5. GUIDELINES
a. List any established guidelines used to do this job, such as state or federal laws or regulations, policies, manuals or
desk procedures.
b. How are these guidelines used to perform the job?
SECTION 6. WORK CONTACTS
With whom outside of co-workers in this work unit must this position regularly come in contact?
Who Contacted How Purpose How Often?
SECTION 7. JOB-RELATED DECISION MAKING
Describe the kinds of decisions likely to be made by this position. ndicate affect of these decisions where possible.
SECTION 8. REVIEWOF WORK
Who reviews the work of this position? (List classification title and position number.) How? How often? Purpose of the
review?
SECTION 9. SUPERVISORY DUTIES TO BE COMPLETED ONLY FOR POSTONS N MANAGEMENT SERVCE
a. How many employees are directly supervised by this position? _______ Through Subordinate Supervisors?
_______
b. Which of the following supervisory/management activities does this job perform?
( ) Plans Work ( ) Responds to Grievances ( ) Hires/Fires (or Effectively Recommends)
( ) Assigns Work ( ) Disciplines/Rewards ( ) Prepares and Signs Performance Appraisals
( ) Approves Work
SECTION 10. ADDITIONAL JOB-RELATED INFORMATION
Any other comments that would add to an understanding of this position:
SPECAL REQUREMENTS: List any special mandatory recruiting requirements for this position:
BUDGET AUTHORTY: f this position has authority to commit agency operating money, indicate in what area, how much
(biennially) and type of funds:
_________________________________________________________________________________
SECTION 11. ORGANIZATIONAL CHART
Attach a current organizational chart. See instructions for detail to be included on the chart.
_________________________________________________________________________________________________
Employee Signature Date Supervisor Signature Date
_________________________________________________
Appointing Authority Signature Date
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ork activities
Work activities and processes
Activity records (in Iilm Iorm, Ior example)
Procedures used
Personal responsibility
orker-oriented activities
Human behaviors, such as physical actions and
communicating on the job.
Elemental motions Ior methods analysis
Personal job demands, such as energy expenditure
Machines, tools equipment and work aids used.
1ob-related tangibles and intangibles
ork performance
Error analysis
Work standards
Work measurements, such as time taken Ior a task
1ob context
Work schedule
Financial and non Iinancial incentives
Physical working conditions
Organizational and social contexts
Personal requirements for the job
Personal attributes such as personality and interests
Education and training required
Work experience
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Once a thorough job analysis has been conducted & there are
high quality job descriptions and job speciIications available, a
Iirm can use this inIormation Ior designing or redesigning jobs
This inIormation is very useIul Ior structuring job elements,
duties & tasks in a manner that will help to achieve optimal
perIormance & satisIaction.
Perspectives on the design oI work can be classiIied into Iour
major categories:
i. Perceptual motor approach ii. The biological approach
ii. The mechanistic approach iv. The motivational approach
Scientific Design and the Mechanistic approach
According to Taylor's Scientific management approach:
Work should be studied scientiIically (this is what job analysis attempt to do)
Work should be arranged so that workers can be eIIicient
Employees selected Ior work should be matched to the demands oI the job.
(JD and JS used in recruitment and selection should achieve this)
Employees should be trained to perIorm the job
Monetary compensation should be tied directly to perIormance and should be
used to reward the perIormance oI employees
The work oI Taylor and the principles oI scientiIic management cultivated a
great deal oI interest in systematically studying the structure oI the jobs.
The emphasis was clearly on structuring jobs so that they were broken down
into simple, repetitive tasks.
Once learned, these tasks could be done quickly and eIIiciently
1ob Enrichment : A Motivational Approach
Job enrichment tries to design jobs in ways that help incumbents
satisIy their needs Ior growth, recognition, and responsibility
The notion oI satisIying employees needs as a away oI designing
jobs comes Irom Fredrick Herzberg`s two Iactor theory oI work
motivation
It`s basic idea is that employees will be motivated by jobs that
enhance their Ieelings oI selI worth.
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Skill variety
Task identity
Task signiIicance
Feedback
Autonomy
Knowledge oI work
activities
Experienced
responsibility Ior
outcomes oI work
Experienced
meaningIulness oI
work
Strength oI employees
need Ior growth
High internal work
motivation
High quality work
perIormance
High satisIaction with
work
Low absenteeism and
turnover
Core job dimensions Critical psychological stages Personal and work outcomes
II these core job dimensions` are present in a job, they are
expected to create 3 psychological states in a job incumbents. The
key psychological states that are necessary Ior motivation and
satisIaction are as Iollows:
1. Experienced meaningfulness The degree to which the job
incumbent experiences work as important, valuable and
worthwhile.
2. Experienced responsibility The extent to which the job
incumbent Ieels personally responsible and accountable Ior the
results oI the work perIormed.
3. Knowledge of results the understanding that a job incumbent
receives about how eIIectively he or she is perIorming the job.
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Asian companies are revolutionizing job design by embracing the
quality management movement to increase competitiveness as a
result oI the economic crisis.
The appropriate response to these changes is exempliIied by
Coopers & Lybrands competency alignment process (CAP).
CAP involves systematic study, analysis and assessment oI jobs
and the skills needed to perIorm them in reengineered organization.
To accomplish this goal, CAP determines current skill levels oI
employees in order to identiIy skills gap.
When a skills deIiciency exists Ior the reengineered organization,
it can be eliminated through a variety oI programs including
training, redeployment and out-sourcing.