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Chapter

Chapter Notes


Department
Management (MGH)
Course Code
MGHB12H3
Professor
Sujay Vardhmane

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Chapter 4 Job Analysis, Employee Involvement, and Flexible Work Schedules
Relationship of Job Requirements and HRM Functions
Recruitment
Selection
Training and Development
Performance Appraisal
Compensation Management
Employment Law
Gathering Job Information
Controlling the Accuracy of Job Information
The NOC and Job Analysis
Approaches to Job Analysis
Functional Job Analysis
The Position Analysis Questionnaire System
The Critical Incident Method
Task Inventor Analysis
HRIS and Job Analysis
Job Analysis in a Changing Environment
Job Descriptions
Job Title
Job Identification Section
Job Duties, or Essential Functions, Section
Job Specification Section
Problems with Job Descriptions
Writing Clear and Specific Job Descriptions
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Chapter 4 Job Analysis, Employee Involvement, and Flexible Work Schedules
Job Design
Job Design an outgrowth of job analysis that improves jobs through technological and
human considerations in order to enhance organization efficiency and employee job
satisfaction
Concerned with changing, modifying, and enriching jobs in order to capture the
talents of employees while improving organization performance
Job design is a combination of 4 basic considerations:
oThe organizational objectives the job was created to fulfil;
oBehavioural concerns that influence an employees job satisfaction;
oIndustrial engineering considerations,, including ways to make the job
technologically efficient;
oErgonomic concerns, including workers’ physical and mental capabilities
Behavioural Concerns
Job Enrichment enhancing a job by adding more meaningful tasks and duties to
make the work more rewarding or satisfying
oFulfilling the high motivational needs of employees, such as self-fulfillment
and self-esteem, while achieving long-term job satisfaction and performance
goals
oCan be accomplished by increasing autonomy and responsibility
oFive factors for enriching jobs: achievement, recognition, growth,
responsibility, and performance
oCan use these five factors by:
Increasing the level of difficulty and responsibility of the job
Allowing employees to retain more authority and control over work
outcomes
Providing unit or individual job performance reports directly to
employees
Adding new tasks to the job that require training and growth
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Chapter 4 Job Analysis, Employee Involvement, and Flexible Work Schedules
Assigning individuals specific tasks, thus enabling them to become
experts
oThese factors allow employees to assume a greater role in the decision
making process
oVertical job enrichment can also be accomplished by organizing workers into
teams and giving these teams greater authority for self-management
oNot answers to dissatisfaction with pay, with employee benefits, or
employment security
oNot all employees object mechanical work or seek additional
responsibility/challenge
Job Characteristics (Model) a job design theory that purports that three
psychological sates (experiencing meaningfulness of the work performed,
responsibility for work outcomes, and knowledge of the results of the work
performed) of a jobholder result in improved work performance, internal motivation,
and lower absenteeism and turnover
oThe five job characteristics are as follows:
Skill variety variety of activities which demand the use of different
skills and talents
Task identity degree to which the job requires completion of a whole
and identifiable piece of work (visible)
Task significance degree to which the job has substantial impact on
the lives or work of other people (internal or external)
Autonomy degree of freedom, independence, and discretion to the
individual in scheduling the work and in determining the procedures
to be used
Feedback given direct and clear information about the effectiveness
of his or her performance
Employee Empowerment granting employees power to initiate change, thereby
encouraging them to take charge of what they do
oGives employee control and autonomous decision-making capabilities
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