COMMERCE 2BC3 Midterm: Job Design and Analysis
25 Jun 2018
School
Department
Course
Professor
Introduction to Job Analysis and Design
Job Analysis - analysing existing jobs to gather information for other human resource management practices
(passive)
•
Job Design - redesigning existing jobs to make them more efficient or more motivating to jobholders (proactive)
•
Work – “worc” (1650) - a physical or mental activity that is performed in order to accomplish or produce something
•
Job - an activity that an individual performs in exchange for a specific fee or payment, “gobben” (1550)
•
Work Flow Analysis
The process of analyzing the tasks necessary for the production of a product or service, prior to allocating
and assigning these tasks to a particular job category or person (macro picture)
o
Work flow design
•
The relatively stable and formal network of vertical and horizontal interconnections among jobs that
constitute the organization (micro picture)
o
Compare those above, below, and at the same level in different functional areas to make informed decisions
on redesigning
o
Organization structure
•
Both can be levered to gain a competitive advantage
•
Work Outputs - product of a work unit and can be an identifiable thing or a service
•
Team-based is becoming more popular when work is highly complex and no one individual has all the skills
necessary
o
To be effective teams need to match task interdependence and outcome interdependence, have autonomy,
and be accountable for behaviour
o
Work Processes - activities in which members of a work unit engage to produce a given output
•
Private equity firms (movements that create no value, overburdening and excessive inventories)
•
Lean production = ↓time, money, materials and manpower
•
Work Inputs - raw inputs (materials); equipment (technology, machinery); human resources (workers available,
customer input)
•
Work Unit Activity Analysis
•
Organization Structure
Degree to which decision-making authority resides at the top of the organizational chart.
○
Centralization
o
Degree to which work units are grouped based on functional similarity or similarity of work flow
○
Departmentalization
o
Self-management Teams
o
Cross dimensional overview of static relationships between individuals and unit that create outputs (charts
conveying vertical reporting relationship and horizontal functional responsibility)
•
Functional - departmentalization with high level of centralization, heavily specialized units without overall
organization mission
o
Divisional - low levels of centralization with departmentalization, autonomous, self-sufficient units (more
flexible, less efficient because of redundancy, best for unstable environments)
o
Infinite ways to combine centralization and departmentalization lead to two common configurations: functional
and divisional Structure
•
Job Design and Analysis
July 10, 2017
3:49 PM
Human Resources Management and Labour Relations Page 1
BP’s oil spill in Gulf of Mexico
▪
Chevrolet Nova in South America
▪
Companies suffered from communication failure
o
Matrix Structure
Job Analysis
Process of getting detailed information about jobs
•
Individuals differ in abilities
1.
Unique requirements exist for different occupations
2.
To achieve best performance, society must place people in occupations that fit their abilities
3.
Socrates stated that a just society had:
•
Recruitment & Selection - ensures decisions are made based on job-relevant information, likelihood of hiring
good performer, fairness and legally defensibility
o
Training & Development - shows what skills are needed for the job, how to compare skills possessed and
skills needed to determine training needed
o
Performance Management - defines performance standards and necessary skills
o
Health & Safety - JA identifies work context, safety hazards, etc.
o
Building block of HRM, informational gleaned from job analysis used in other HR systems
•
To understand all jobs in the workgroup to know the overall work-flow process
o
To make hiring decisions
o
To evaluate performance and give feedback
o
To ensure work is done safely
o
For Line Managers
•
List of tasks, duties, and responsibilities (TDRs) that a job entails, that are observable
•
Clarifies role for employees, manager, etc.
•
Enables formation of performance standards
•
Job description
•
A body of information, usually of a factual or procedural nature, that makes for successful task
performance
▪
Knowledge
▪
Level of proficiency or competency in performing a specific task.
▪
Depends on practice & experience (not “innate”)
▪
E.g., time management; negotiation
▪
Skill
▪
A more general, enduring trait or capability an individual possesses at the time s/he begins to
perform a task
▪
Compared to skill: less likely to change over time; applicable across wider range of tasks
▪
E.g., conscientiousness; assertiveness
▪
E.g., oral expression, numerical facility, reaction time
▪
Ability
▪
Other characteristics that are important for job performance. e.g., Education, experience,
personality traits
▪
Other characteristics
▪
List of the personal qualifications needed to perform job (KSAOs) to guide recruitment and selection
•
Job specification
•
Job analysis derived by subject-matter experts; to check the job go to the job incumbent then compare with their
supervisors; incumbents more accurate about time, supervisors more accurate about importance of job duties
•
Human Resources Management and Labour Relations Page 2
Document Summary
Job analysis - analysing existing jobs to gather information for other human resource management practices (passive) Job design - redesigning existing jobs to make them more efficient or more motivating to jobholders (proactive) Work (cid:862)(cid:449)or(cid:272)(cid:863) (cid:894)(cid:1005)(cid:1010)(cid:1009)(cid:1004)(cid:895) - a physical or mental activity that is performed in order to accomplish or produce something. Job - a(cid:374) a(cid:272)tivit(cid:455) that a(cid:374) i(cid:374)dividual perfor(cid:373)s i(cid:374) e(cid:454)(cid:272)ha(cid:374)ge for a spe(cid:272)ifi(cid:272) fee or pa(cid:455)(cid:373)e(cid:374)t, (cid:862)go(cid:271)(cid:271)e(cid:374)(cid:863) (cid:894)(cid:1005)55(cid:1004)(cid:895) The process of analyzing the tasks necessary for the production of a product or service, prior to allocating and assigning these tasks to a particular job category or person (macro picture) The relatively stable and formal network of vertical and horizontal interconnections among jobs that constitute the organization (micro picture) Compare those above, below, and at the same level in different functional areas to make informed decisions on redesigning. Both can be levered to gain a competitive advantage.
