job analysis and job design english.pptx
TRANSCRIPT
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Human Resource ManagementGaining a Competitive Advantage
Chapter 4
The Analysis and Design of Work
McGraw-Hil l / Irwin Copyrig ht 2008 by The McGraw -Hil l Companies, All Righ ts Reserved.
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Learning Objectives
After reading this chapter, you should be
able to:
Identify the tasks performed and the
skills required in a given job.
Understand the different approaches to
job design.
Comprehend the trade-offs among thevarious approaches to designing jobs.
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Work-flow Analysis
Work-flow analysis are useful in:
providing a means for the managers to
understand all the tasks required to produce a
high-quality product providing the skills necessary to perform those
tasks
Work flow analysis includes:
analyzing work outputs analyzing work processes
analyzing work inputs
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Raw Inputs
- material
- information
Equipment
- facilities
- systems
People- knowledge- skills- abilities
ACTIVITY
what tasks
are required?
OUTPUT
- product/service
- how measured?
Developing a Workflow Analysis
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Organizational Structure
Organization structure provides a cross-
sectional overview of the static
relationship between individuals and units
that create the outputs. Two important dimensions of structure
are:
1. Centralization
2. Departmentalization
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Structural Configuration(susunan)
Functional functional
departmentalization
high level of centralization high efficiency
inflexible
insensitive to subtle
differences across
products, regions, andclients
Divisional workflow
departmentalization
low level of centralization semi-autonomous
flexible and innovative
sensitive to subtle
differences across
products, regions, andclients
low efficiency
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The Importance of JobAnalysis to HR Managers
Job Analysis
Work Redesign
HR Planning
Selection
PerformanceAppraisal
Job Evaluation
Career Planning
Training andDevelopment
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The Importance of JobAnalysis to Line Managers
Managers must have detailed information
about all the jobs in their work group to
understand the work-flow process.
Managers need to understand the jobrequirements to make intelligent hiring
decisions.
Managers must clearly understand the
tasks required in every job.
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Job Analysis Information
Job Descriptionis a list
of tasks, duties, and
responsibilities (TDRs)
Job Specificationis a list
of knowledge, skills,
abilities, and other
characteristics (KSAOs)
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Sample Job Description
Job Title: Maintenance Mechanic
General Description of Job: General maintenance and
repair of all equipment used in the operations of a
particular district. Includes the servicing of company
used vehicles, shop equipment, and machinery used onjob sites.
1. Essential duty (40%) Maintenance of Equipment
2. Essential duty (40%) Repair of Equipment
3. Essential duty (10%) Testing and Approval
4. Essential duty (10%) Maintain Stock
Nonessential functions: Other duties assigned
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Job Analysis Methods
Position AnalysisQuestionnaire (PAQ)
Fleishman Job AnalysisSystem (FJAS)
Occupational InformationNetwork (O*NET)
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Job Dimensions and Job Tasksof a University Professor
Teaching
prepares and
presents lecture
material inclass
Research
prepares research
reports for
publication injournals
Service
serves on
departmental
committees asneeded
Consulting
performs
work for
external
organizations
Advising
gives career
counseling advice
to students
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Job Design
Job design
Job redesign
Four approaches used in job design are:
mechanistic approach motivational approach
biological approach
perceptual-motor approach
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Mechanistic Approach
Has its roots in classical industrial engineering.
Focuses on designing jobs around the concepts
of:
task specialization skill simplification
repetition
Scientific management
is one of the earliest mechanistic approaches sought to identify the one best way to perform the
job through the use of time-and-motion studies
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Job Characteristics Model
Core Job Dimensions
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback
Psychological States
Meaningful Work
Responsibility
for Outcome
Knowledge
of Results
Work Outcomes
High Motivation
High Quality of Work
High Satisfaction
Low Absenteeism
and Turnover
A model of how job design affects employee reaction is the
Job Characteristics Model.
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Biological Approach
Comes primarily from the sciences ofbiomechanics, or the study of bodymovements
Ergonomics The goal of this approach is to minimizethe physical strain on the worker.
Focuses on outcomes such as:
physical fatigue aches and pains
health complaints
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Perceptual-Motor Approach
Has its roots in the human-factors
literature.
Focuses on human mental capabilities
and limitations. The goal is to design jobs that do not
exceed people's mental capabilities.
Tries to improve reliability, safety, anduser reactions by designing jobs in a way
that reduces the information processing
requirements of the job.
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Trade-Offs among DifferentApproaches to Job Design
Job Design Approach Positive Outcomes Negative Outcomes
Motivational
Mechanistic
Biological
Perceptual-Motor
Higher job satisfactionHigher motivationGreater job involvementLower absenteeism
Decreased training time
Higher utilization levelsLower likelihood of errorLess chance of mental overloadand stress
Less physical effortLess physical fatigueFewer health complaintsFewer medical incidencesLower absenteeismHigher job satisfactionLower likelihood of errorLower likelihood of accidentsLess chance of mental overloadand stressLower training timeHigher utilization levels
Increased training timeLower utilization levelsGreater likelihood of errorGreater chance of mental overloadand stress
Lower job satisfaction
Lower motivationHigher absenteeism
Higher financial costs becauseof changes in equipment orjob environment
Lower job satisfaction
Lower motivation