Chapter 6 Study Guide.ppt

© 2008 Thomson/South-Western All rights reserved. CHAPTER 6 Jobs and Job Analysis Section 2 Staffing the Organization © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Chapter Objectives Discuss workflow analysis and business process re-engineering as approaches to organizational work. Define job design and identify five design characteristics for jobs. Explain how work schedules and telework can change jobs and work. Describe job analysis and the stages and methods used in the process. Identify the behavioral and legal aspects of job analysis. List the components of job descriptions. After you have read this chapter, you should be able to: © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Nature of Jobs and Work Dividing Work into Jobs Work Effort directed toward producing or accomplishing results. Job A grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee. © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Influences Affecting Jobs, People, and Related HR Policies HR Activities Focusing on Jobs Job analysis ? Recruiting Training and development Performance management Health, safety, and security Employee relations ? Compensation Jobs Needed Nature of Work Organizational Values Customer Needs People Needed for Jobs Organizational Strategy © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Workflow Analysis Workflow Analysis A study of the way work (inputs, activities, and outputs) moves through an organization. Inputs People, materials, equipment Evaluation Activities Tasks and jobs Outputs Goods and services © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* FIGURE 6-1 Approaches to Dealing with Jobs © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Business Process Re-Engineering Business Process Re-engineering (BPR) Measures for improving such activities as product development, customer service, and service delivery. Re-think Re-design Re-tool © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Job Design/Re-Design Job Design Organizing tasks, duties, and responsibilities into a productive unit of work. Person/job Fit Matching characteristics of people with characteristics of jobs. Job Design Impacts Performance Job Satisfaction Physical and Mental Health © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* FIGURE 6-2 Possible ?Levers? for Job Design © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Classic Approaches to Job Design Job Enlargement Job Enrichment Job Rotation Job Design © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* FIGURE 6-3 Job Characteristics Model © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Using Teams in Jobs Types of Teams Special-Purpose Team Self-Directed Team Virtual Team © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* FIGURE 6-4 Factors Affecting Virtual Team Success © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Team Jobs Advantages Disadvantages Improved productivity Increased employee involvement More widespread employee learning Greater employee ownership of problems Requires employees to be ?group oriented? Not appropriate for most work in organizations Can be overused Difficult to measure team performance Individual compensation interferes with team concept © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Work Schedules Global Work Schedule Differences Work Schedule Alternatives Shift Work and Compressed Workweek Job Sharing Flexible Scheduling Work Schedules © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Telework Telecommuting The process of going to work via electronic computing and telecommunications equipment. Effects of Alternative Work Arrangements More self-scheduling by employees A shift to evaluating employees on results Greater trust, less control and direct supervision Legal issues related to state and federal laws Career impacts of lack of direct contact (visibility) © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* FIGURE 6-5 Growth of Telecommuting *Estimated. Source: Gartner Dataquest. © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* The Nature of Job Analysis Job Analysis A systematic way of gathering and analyzing information about the content, context, and the human requirements of jobs. Work activities and behaviors Interactions with others Performance standards Financial and budgeting impact Machines and equipment used Working conditions Supervision given and received Knowledge, skills, and abilities needed © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* FIGURE 6-6 Approaches to Dealing with Jobs © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Task-Based Job Analysis Task Task Task Task Duty Duty Responsibility © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Competency-Based Job Analysis Competencies Individual capabilities that can be linked to enhanced performance by individuals or teams. Technical competencies Behavioral competencies Reasons for using a competency approach: To communicate valued behaviors within the organization To raise competency levels throughout the organization To emphasize people?s capabilities for enhancing the competitive advantage of the organization © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* FIGURE 6-7 Typical Division of HR Responsibilities: Job Analysis © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* FIGURE 6-8 Stages in the Job Analysis Process © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Job Analysis Methods Job Analysis Methods Observation Work Sampling Employee Diary/Log Interviewing Standardized Interviews Panel Interviews Computerized Systems Questionnaires PAQ, MPDQ © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* FIGURE 6-9 Typical Areas Covered in a Job Analysis Questionnaire © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Job Analysis and the U.S. Department of Labor Organizational Goals Work Required to Achieve Goals Level and Orientation of Work Training Content Performance Standards Functional Job Analysis (People, Data, Things) © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Behavioral Aspects of Job Analysis Behavioral Aspects of Job Analysis ?Inflation? of Jobs and Titles Employee and Managerial Anxieties Current Incumbent Emphasis © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Legal Aspects of Job Analysis Job Analysis and the Americans with Disabilities Act (ADA) Essential job functions?fundamental duties of the job that are performed regularly, require significant amounts of time, cannot be easily assigned to another employee, and are necessary to accomplish the job. Marginal job functions?duties that are part of the job but are incidental or ancillary to the purpose and nature of the job. © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* FIGURE 6-10 Determining Essential and Marginal Job Functions © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Job Analysis and Wage/Hour Regulations Fair Labor Standards Act To qualify for an exemption from the overtime provisions of the act: Exempt employees can spend no more than 20% of their time on manual, routine, or clerical duties. Exempt employees must spend at least 50% of their time performing their primary duties as executive, administrative, or professional employees. © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Job Descriptions and Job Specifications Job Description Identification of the tasks, duties, and responsibilities of a job Performance Standards Indicators of what the job accomplishes and how performance is measured in key areas of the job description. Job Specification The knowledge, skills, and abilities (KSAs) an individual needs to perform a job satisfactorily. © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* FIGURE 6-11 Sample Job Description © 2008 Thomson/South-Western. All rights reserved. © 2008 Thomson/South-Western. All rights reserved. 6?* Job Description Components Identification Job title Reporting relationships Department Location Date of analysis General Summary Describes the job?s distinguishing responsibilities and components Essential Functions and Duties Lists major tasks, duties and responsibilities Job Specifications Knowledge, skills, and abilities Education and experience Physical requirements Disclaimer Of implied contract Signature of approvals © 2008 Thomson/South-Western. All rights reserved.