JobAnalysisandWage/HourRegulationsFairLaborStandardsActRequirements:MinimumwageOvertimepayfortimeworkedover40hoursinaworkweekRestrictionsontheemploymentofchildrenRecordkeepingToqualifyforanexemptionfromtheovertimeprovisionsoftheact:Exemptemployeescanspendnomorethan20%oftheirtimeonmanual,routine,orclericalduties.Exemptemployeesmustspendatleast50%oftheirtimeperformingtheirprimarydutiesasexecutive,administrative,orprofessionalemployees.2TheNatureofJobAnalysisJobAnalysisTheprocessofgathering,analyzing,andstructuringinformationaboutthecontent,context,andthehumanrequirementsofjobs.Thesystematicprocessofdeterminingtheskills,duties,andknowledgerequiredforperformingjobsinanorganization.Theprocessofgathering,analyzing,andstructuringinformationaboutajob’scomponents,characteristics,andjobrequirements.Producingthejobdescription(task,duties,andresponsibilities)andjobspecification(KSAOs)3ImportantJobAnalysisTermsTask:adistinct,identifiableworkactivitycomposedofmotionsDuty:alargerworksegmentcomposedofseveraltasksthatareperformedbyanindividual.Responsibility:anobligationtoperformcertaintasksandduties.Position:setoftasksanddutiesperformedbysingleindividualThedifferentdutiesandresponsibilitiesperformedbyonlyoneemployeeJob:groupofpositionsthatareidenticalwithrespecttotheirmajorsignificanttasksandsufficientlyaliketobecoveredbysingleanalysisAgroupofrelatedactivitiesanddutiesJobFamily:AgroupofindividualjobswithsimilarcharacteristicsOccupation:generalclassofjobsCareer:sequenceofjobsheldbyindividualthroughoutlifetime4OtherImportantJobAnalysisTermsJobDescription:Writtennarrativedescribingactivitiesperformedonajob;includesinfoaboutequipmentusedandworkingconditions.Statementofthetasks,duties,andresponsibilities(TDRs)ofa

job

tobeperformedJobSpecification:Identifiesmajorjobresponsibilities;outlinesspecificksa,andotherphysicalandpersonalcharacteristicsnecessarytoperformajob.Statementoftheneededknowledge,skills,abilities,andothercharacterisitcs(KSAOs)oftheperson

whoistoperformthejobSinceGriggsvDukePowerandtheCivilRightsActof1991,jobspecificationsusedinselectionmustrelatespecificallytothedutiesofthejob.5JobAnalysisWhichjobstoinclude?ThosecriticaltothesuccessofanorganizationJobsthataredifficulttolearnandperformLegalconsiderationsmayhelp(evidenceofadverseimpact)NewJobsJobsaffectedbynewtechnology,expandedjobs,oraltogethernewjobsEntryleveljobsWhoisinvolvedinJASourcesofinformationusedinJA6JobRequirementsRelationshipofJobRequirements

toOtherHRMFunctionsRecruitmentSelectionPerformance

AppraisalTrainingand

DevelopmentCompensation

ManagementDeterminerecruitmentqualificationsProvidejobdutiesandjobspecificationsforselectionprocessProvideperformancecriteriaforevaluatingemployeesDeterminetrainingneedsanddevelopinstructionalprogramsProvidebasisfordeterminingemployee’srateofpayPresentationSlide3–17JobAnalysisinPerspective8Figure3.1TheProcessofJobAnalysis9DeterminingJobRequirementsWhatemployeedoesWhyemployeedoesitHowemployeedoesitDeterminingjobrequirementsSummarystatementofthejobListofessentialfunctionsofthejobEmployeeorientationEmployeeinstructionDisciplinaryactionPersonalqualificationsrequiredintermsofskills,educationandexperienceRecruitmentSelectionDevelopmentNatureof:JobAnalysisJobDescriptionJobSpecificationBasisfor:PresentationSlide3–210JobAnalysisandEssentialJobFunctionsEssentialFunctionsStatementsinthejobdescriptionofjobdutiesandresponsibilitiesthatarecriticalforsuccessonthejob.Thepurposeofessentialfunctionsistomatchandaccommodatehumancapabilitiestojobrequirements.Ajobfunctionisessentialif:Thepositionexiststoperformthefunction.Alimitednumberofemployeesareavailabletoperformthefunction.Thefunctionisspecialized,requiringneededexpertiseorabilitiestocompletethejob.11PerformingJobAnalysisSelectjobstostudyDetermineinformationtocollect:Tasks,responsibilities,skillrequirementsIdentifysourcesofdata:Employees,supervisors/managersMethodsofdatacollection:Interviews,questionnaires,observation,diariesandrecordsEvaluateandverifydatacollection:Otheremployees,supervisors/managersWritejobanalysisreportPresentationSlide3–312GatheringJobInformationInterviewsQuestionnairesObservationDiaries13ControllingtheAccuracyofJobInformationFactorsinfluencingtheaccuracyofjobinformationSelf-reportingexaggerationsandomissionsbyemployeesandmanagersCollectinginformationfromarepresentativesampleofemployeesCapturingallimportantjobinformationLengthofjobcycleexceedingobservationperiodLackofaccesstojobsiteforpersonalobservationLackoffamiliaritywiththetasks,duties,andresponsibilitiesofajobOngoingchangesinthejob14JobAnalysisMethodsTaskAnalysisInventoryRespondentsaregivenalistoftasksandaskedtoratethem(judgethemonaparticulardimension,e.g.,frequencyofuse)UsuallycompletedbyincumbentsbutsupervisorsandobserversmayalsocompletethemFocusesonwhatgetsdone—simpletasksstatementsRatings(usually5or7ptscale)identifythedegreetowhichthetaskisperceivedtopossessaratedcharacteristic1.Frequencyoftaskperformance2.Taskimportance3.WhethertaskcanbelearnedonthejobrelativelyquicklyAdvantages:efficientmeansforcollectingdatafromlargenumberofincumbentsinavarietyofareas,allowsforquantifyingJAdataDisadvantages:time-consumingandexpensive15JobAnalysisMethodsPositionAnalysisQuestionnaire(PAQ)–Complex,standardized,structureditemsRepresentgeneralworkbehaviors,workconditions,orjobcharacteristics27jobdimensions,187elementswith6divisions195itemsincludinggeneralquestionsUsedtopredictaptituderequirementsforjob,assesscompensationrates,andclassifyjobsAdvantages:standardizedwaytocollectquantitativejobdataacrosswidespectrumofjobs;thuscomparisonacrossjobscanbemade,providesreliableandvalidjobdataDisadvantages:requiresreadinglevelofcollegegraduate,scoresgeneralworkbehaviorsnotspecifictasksofthejob;itwouldnotprovidethespecificdetailsnecessarytowriteajobdescription,soothermethodswouldalsoneedtobeemployed16ASamplePagefromthePAQFigure3.3Source:

PositionAnalysisQuestionnaire,copyright1969,1989byPurdueResearchFoundation,WestLafayette,Ind.47907.Reprintedwithpermission.17JobAnalysisand

theU.S.DepartmentofLaborFunctionalJobAnalysis(FJA)Quantitativeapproachtojobanalysisthatutilizesacompiledinventoryofthevariousfunctionsorworkactivitiesthatcanmakeupanyjob.Assumesthateachjobinvolvesthreebroadworkerfunctions:(1)data,(2)people,and(3)things.AssesswhatworkerdoesandhowataskisperformedFiveparts:Goalsoftheorganization,Whatworkersdotoachievegoals,Levelandorientationofwhatworkersdo,Performancestandards,andTrainingcontentAdvantages:Comprehensive,quantitativeprocedure;methodandstandardizedlanguagehelptoensuresystematicapproachtoJA;providesreliabletaskanalysisdataDisadvantages:Expensiveandmethodislaborintensiveandtime-consuming18JobAnalysisand

theU.S.DepartmentofLaborDictionaryofOccupationalTitlesAsystematicoccupationalclassificationstructurebasedoninterrelationshipsofjobtasksandrequirements.Containsstandardizedandcomprehensivedescriptionsoftwenty-thousandjobs.astandardizedjobdatasourceproducedbythefederalgovernment.TheDOTdescribesawiderangeofjobs,usingtheFJAcomponents.OrganizationscanusejobdescriptionsfromtheDOTandmodifythemtofittheparticularorganizationalsituation.19O*NETandJobAnalysisDictionaryofOccupationalTitles

(DOT)*NetOnlineAonlinedatabaseofallDOToccupationsplusanupdateofover3,300additionalDOToccupations.Dataarecollectedandpublishedcontinuously.TheDOLhasmadeamajorcommitmenttoprovideuseableinformationonskills,abilities,knowledge,workactivities,andinterestsassociatedwithawiderangeofjobsandoccupations.ThisinformationisnowavailableonlinethroughtheO*Net.20DifficultyLevelsofWorkerFunctionsFigure3.2DATA(4THDIGIT)

PEOPLE(5THDIGIT)

THINGS(6THDIGIT)

0Synthesizing 0Mentoring 0Settingup1Coordinating 1Negotiating 1Precisionworking2Analyzing 2Instructing 2Operating-controlling3Compiling 3Supervising 3Driving-operating*4Computing 4Diverting 4Manipulating5Copying 5Persuading 5Tending6Comparing 6Speaking-signaling* 6Feeding-offbearing*7Serving 7Handling8Takinginstructions—helping**Hyphenatedfactorsaresinglefactors.Source:U.S.DepartmentofLabor,EmploymentandTrainingAdministration,RevisedHandbookforAnalyzingJobs(Washington,DC:U.S.GovernmentPrintingOffice,1991),5.LessMore21HRISandJobAnalysisHumanresourceinformationsystems(HRIS)helpautomatetheprocessofjobanalysis.22PreparingtheJobDescriptionJobAnalystInterview

QuestionnaireInterview

Questionnaire

ObservationSupervisorEmployeesCombineandreconciledataTentativedraftFinalDraftSecuringconsensusPresentationSlide3–423KeyElementsofaJobDescriptionJobTitleIndicatesjobdutiesandorganizationallevelJobIdentificationDistinguishesjobfromallotherjobsEssentialFunctions(JobDuties)IndicateresponsibilitiesentailedandresultstobeaccomplishedJobSpecificationsSkillsrequiredtoperformthejobandphysicaldemandsofthejob24JobDescriptionsJobTitleProvidesstatustotheemployee.Indicateswhatthedutiesofthejobentails.Indicatestherelativeleveloccupiedbyitsholderintheorganizationalhierarchy.25JobDescriptions(cont’d)JobIdentificationSectionDepartmentallocationofthejobPersontowhomthejobholderreportsDatethejobdescriptionwaslastrevisedPayrollorcodenumberNumberofemployeesperformingthejobNumberofemployeesinthedepartmentwherethejobislocatedO*NETcodenumber.“StatementoftheJob”26JobDescriptions(cont’d)JobDuties,orEssentialFunctions,SectionStatementsofjobdutiesthat:Arearrangedinorderofimportancethatindicatetheweight,orvalue,ofeachduty;weightofadutyisgaugedbythepercentageoftimedevotedtoit.Stresstheresponsibilitiesthatdutiesentailandtheresultstobeaccomplished.Indicatethetoolsandequipmentusedbytheemployeeinperformingthejob.Shouldcomplywithlawbylistingonlytheessentialfunctionsofthejobtobeperformed.27JobDescriptions(cont’d)JobSpecificationsSectionPersonalqualificationsanindividualmustpossessinordertoperformthedutiesandresponsibilitiesTheskillsrequiredtoperformthejob:Educationorexperience,specializedtraining,personaltraitsorabilities,interpersonalskillsorspecificbehavioralattributes,andmanualdexterities.Thephysicaldemandsofthejob:Walking,standing,reaching,lifting,talking,andtheconditionandhazardsofthephysicalworkenvironment28ProblemswithJobDescriptionsIfpoorlywritten,theyprovidelittleguidancetothejobholder.Theyarenotalwaysupdatedasjobdutiesorspecificationschange.Theymayviolatethelawbycontainingspecificationsnotrelatedtojobsuccess.Theycanlimitthescopeofactivitiesofthejobholder,reducingorganizationalflexibility.29WritingClearandSpecificJobDescriptionsCreatestatementsthat:Areterse,direct,andsimplyworded;eliminateunnecessarywordsorphrases.Describedutieswithapresent-tenseverb,theimpliedsubjectbeingtheemployeeperformingthejob.Use“occasionally”todescribedutiesperformedonceinawhileand“may”fordutiesperformedonlybysomeworkersonthejob.Statethespecificperformancerequirementsofajobbasedonvalidjob-relatedcriteria.30StrategicApproachtoJobAnalysisStrategicJAIdentifytasks,dutiesandresponsibilitiesalongwithappropriateKSAOsneededtoperformthejobasitwillexistinthefuture.FocusingonbehaviorsneededtobesuccessfulChangingfromjobstorolesinanorganizationRolesinclude:JobCareerInnovatorTeammemberOrganizationalcitizen31CompetencyApproachtoJobAnalysisCompetenciesBasiccharacteristicsthatcanbelinkedtoenhancedperformancebyindividualsorteams.Identifycorecompetenciesneededtoperformthejob.Asitexiststodayandasitmaychangeinthefuture,andtocontributetotheorganization’seffectiveness.Includesbothgeneralandspecificcompetencies.ReasonsforusingthecompetencyapproachTocommunicatevaluebehaviorsthroughouttheorganization.Toraisethecompetencylevelsoftheorganization.Toemphasizethecapabilitiesofpeopletoenhanceorganizationalcompetitiveadvantage.32CompetencyAnalysisMethodologyIdentifyfutureperformanceresultsareascriticaltotheorganization.Assemblepanelgroupsfamiliarwiththecompany.Interviewpanelmemberstogetexamplesofjobbehaviors.Developdetaileddescriptionsofcompetencies.Ratecompetenciesandlevelsneedtomeetthem.Standardsofperformanceareidentifiedandtiedtojobs.33JobDesignJobDesignAnoutgrowthofjobanalysisthatimprovesjobsthroughtechnologicalandhumanconsiderationsinordertoenhanceorganizationefficiencyandemployeejobsatisfaction.JobEnrichment(Herzberg)Enhancingajobbyaddingmoremeaningfultasksandduties(verticalexpansion)tomaketheworkmorerewardingorsatisfying.Providingopportunitiesforachievement,recognition,growth,responsibility,andperformance.34BasisforJobDesignFigure3.435JobEnrichmentFactorsIncreasingthelevelofdifficultyandresponsibilityofthejobAllowingemployeestoretainmoreauthorityandcontroloverworkoutcomesProvidingunitorindividualjobperformancereportsdirectlytoemployeesAddingnewtaskstothejobthatrequiretrainingandgrowthAssigningindividualsspecifictasks,thusenablingthemtobecomeexperts36JobCharacteristicsJobCharacteristicsModel

(HackmanandOldham)Jobdesignthatpurportsthatthreepsychologicalstates(experiencingmeaningfulnessoftheworkperformed,responsibilityforworkoutcomes,andknowledgeoftheresultsoftheworkperformed)ofajobholderresultinimprovedworkperformance,internalmotivation,andlowerabsenteeismandturnover.37JobCharacteristicsModelJobCharacteristicsSkillvarietyTaskidentityTasksignificanceAutonomyFeedbackPsychologicalStatesMeaningfulnessoftheworkperformedResponsibilityforworkoutcomesKnowledgeoftheresultsoftheworkperformed.Job

OutcomesImprovedworkperformanceIncreasedInternalmotivationLowerabsenteeismandturnoverPresentationSlide3–538EmployeeEmpowermentEmployeeEmpowermentGrantingemployeespowertoinitiatechange,therebyencouragingthemtotakechargeofwhattheydoOrganizationalconditionsfavoringempowerment:ParticipationandautonomyInnovationandacceptanceofrisk-takingAccesstoinformationAccountabilityforresultsCulturalopennesstochange39IndustrialEngineeringConsiderationsIndustrialEngineeringAfieldofstudyconcernedwithanalyzingworkmethodsandestablishingtimestandardsErgonomicsAninterdisciplinaryapproachtodesigningequipmentandsystemsthatcanbeeasilyandefficientlyusedbyhumanbeings40DesigningWorkforGroup/TeamContributionsEmployeeInvolvementGroups(EIs)GroupsofemployeeswhomeettoresolveproblemsoroffersuggestionsfororganizationalimprovementAlsoknownas“QualityCircles”SuccesswithEIsrequires:ComprehensivetrainingforgroupmembersRecognitionofthegroup’scontributionsContinuinginputandencouragementbymanagementUseofaparticipative/democraticleadershipstyle41TheDynamicsofEmployeeInvolvementGroupsFigure3.6Source:AdaptedfrommaterialspreparedbyTheFamilyandRelationshipCenter,7946IvanhoeAvenue,LaJolla,CA92037.42CreatingEffectiveEmployeeInvolvementGroupsAppointanEIprojectmanager.Appointanadvisorygroup(includingmanagers)inordertocoordinatetheprocessacrossdepartments.RecognizeemployeesandEIgroupsthatgenerateideas,regardlessofwhethertheideawillbeimplemented.ProvidetrainingtoEImembers.PresentationSlide3–643CreatingEffectiveEmployeeInvolvementGroups(cont’d)Givegroupsarecessorbreakfromtheprocessinordertorefreshmembers.ProvidefieldtripstoEImemberssothattheycanbetterunderstandtheentireorganizationalfunction.TrynaturalworkgroupsaswellasthemoretraditionalheterogeneousEIcomposedfromseveralworkgroups.DonotexpectfundamentalchangesintheorganizationalculturetoresultfromEIs.PresentationSlide3–744EmployeeTeamsEmployeeTeamsAnemployeecontributionstechniquewhereby:WorkfunctionsarestructuredforgroupsratherthanforindividualsTeammembersaregivendiscretioninmatterstraditionallyconsideredmanagement

prerogatives,suchasprocess

improvements,productor

servicedevelopment,and

individualworkassignments.45BenefitsofEmployeeTeamsIncreasedintegrationofindividualskillsBetterperformance(qualityandquantity)solutionstouniqueandcomplexproblemsReduceddeliverytimeReducedturnoverandabsenteeismAccomplishmentsamongteammembers46HowToDevelopTeamSynergyFocusonQualityAcceptanceofMemberSkillsConsensus

DecisionMakingDisagreeConstructivelyListenandClarifySupportSYNERGYPresentationSlide3–847TeamworkandSynergySynergyOccurswhentheinteractionandoutcomeofteammembersisgreaterthanthesumoftheirindividualefforts.Synergisticteammemberbehaviorcharacteristics:IssupportingandinclusiveListensandclarifiesDisagreesbutremainsnonjudgmentalEngagesinconsensusbuildingIsacceptingofothersIsfocusedonqualityandcontinuousimprovement48FormsofEmployeeTeamsCross-FunctionalTeamsProjectTeamsSelf-DirectedTeamsTaskForceTeamsProcess-ImprovementTeamsVirtualTeamsFigure3.849FormsofEmployeeTeamsCross-FunctionalTeamAgroupstaffedwithamixofspecialists(e.g.,marketing,production,engineering)andformedtoaccomplishaspecificobjective.Cross-functionalteamsarebasedonassignedratherthanvoluntarymembership.ProjectTeamAgroupformedspecificallytodesignanewproductorservice.Membersareassignedbymanagementonthebasisoftheirabilitytocontributetosuccess.Thegroupnormallydisbandsaftertaskcompletion.50FormsofEmployeeTeams(cont’d)Self-DirectedTeamGroupsofhighlytrainedindividualsperformingasetofinterdependentjobtaskswithinanaturalworkunit.Teammembersuseconsensusdecisionmakingtoperformworkduties,solveproblems,ordealwithinternalorexternalcustomers.TaskForceTeamAtaskforceisformedbymanagementtoimmediatelyresolveamajorproblem.Thegroupisresponsiblefordevelopingalong-termplanforproblemresolutionthatmayincludeachargeforimplementingthesolutionproposed.51FormsofEmployeeTeams(cont’d)Process-ImprovementTeamAgroupofexperiencedpeoplefromdifferentdepartmentsorfunctionsandchargedwithimprovingquality,decreasingwaste,orenhan