HRM gaining a competitive advantage chapter 004 3rd ed

4
Chapter

The Analysis and
Design
of
Work
Objectives

• Analyzing a work-flow process, identifying the
output, activities, and inputs in the production
of a product or service.
• Understand the importance of job analysis in
strategic and human resource management.
• Choose the right job analysis technique for a
variety of human resources activities.
• Identify the tasks performed and the skills
required in a given job.
• Understand the different approaches to job
design.
• Comprehend the trade-offs among the various
approaches to designing jobs.
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4-2

Developing a Work-Unit Analysis
Inputs

- material
information

Equipment
- facilities
- systems

ACTIVITY
what tasks
are required ?

OUTPUT
- product/service
- how measured?

People
- knowledge
- skills
- abilities
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Organizational Structure

4-3

•Provides a cross-sectional overview of the static
relationships between individuals and units that

create the outputs.
•Typically, displayed via organizational chart

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Dimensions of Structure

4-4

Centralization

Decentralization

Decision making
authority at the top
of the organizational
chart.

Decision making
authority distributed
throughout the lower
levels.

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Structural Configurations

4-5

Two common configurations of organizational
structure are:
Functional
 Divisional


 Products
 Geography
 Clients

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4-6

The Importance of Job Analysis
to HR Managers
Career Planning

Work Redesign

Job Evaluation

HR Planning

Job
Analysis
Training and
Development

Recruitment

Selection
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Performance Appraisal
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4-7

The Importance of Job Analysis
to Line Managers
Understand work-flow
work-flow
Understand

Job
Analysis
Information

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4-8

The Importance of Job Analysis
to Line Managers
Understand work-flow
work-flow
Understand

Job
Analysis
Information

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Make correct
correct
Make
hiring decisions
decisions
hiring

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4-9

The Importance of Job Analysis

to Line Managers
Understand work-flow
work-flow
Understand

Job
Analysis
Information

Make correct
correct
Make
hiring decisions
decisions
hiring

Evaluate performance
performance
Evaluate
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Nature of Information

4-10





Job DescriptionDescription a list of tasks, duties, and
responsibilities (TDR’s)
Job SpecificationSpecification a list of knowledge, skills,
abilities, and other characteristics
(KSAO’s)

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4-11

Title: Maintenance Mechanic

Sample Job Description

General Description of Job Duties: General maintenance and
repair of
all equipment used in a particular district.
1. Essential Duty (40%) : Maintenance of Equipment
Tasks: Keep a log of all maintenance performed on equipment.
Replace parts and fluids according to maintenance schedule. - -

2. Essential Duty (40%): Repair of Equipment
Tasks: Requires inspection of equipment and a recommendation
that a piece be scrapped or repaired. If equipment is repaired - 3. Essential Duty (10%): Testing and Approval
Tasks: Ensure that all required maintenance and repair has been

done according to manufacturer specs. - 4. Essential Duty(10%): Maintain Stock
Tasks: Maintain inventory of parts needed for maintenance and
repair of equipment. Responsible for ordering parts at lowest cost.
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Nonessential

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Functions: Other duties as assigned.


Job Analysis Methods

4-12





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Task Analysis Inventory
Position Analysis Questionnaire (PAQ)
Fleishman Job Analysis System

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4-13

Identifying Job Dimensions and Job

tasks for a University Professor
Teaching

Research

(“Prepares
(“Prepares
and presents research reports
lecture material for publication
to class.”)
in journals.”)

Advising
(“Gives career
counseling advice
to students.”)

Consulting

Service
(“Serves on
departmental
committees as
needed.”)

(“Performs
work for external
organizations.”)

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Job Characteristic Model

4-14

Core Job
Dimensions
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback

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4-15

Job Characteristic Model

Core Job
Dimensions
Skill Variety
Task Identity
Task Significance

Psychological States
Meaningful Work

Autonomy

Responsibility
for outcome

Feedback

Knowledge of results

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Job Characteristic Model

4-16

Psychological States

Work Outcomes
High Motivation

Meaningful Work

High Quality Work

Responsibility
for outcome

High Satisfaction

Knowledge of results

Low Absenteeism
and Turnover

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4-17

Summary of Job Design Approaches

Job Design Approach Satisfaction Dimension

Motivational

Mechanistic

job satisfaction
motivation
job involvement

chance of stress
job satisfaction
motivation

Performance Dimension
job performance
absenteeism
training time
chance of error
chance of stress
use levels

training time
chance of error
use levels
absenteeism

Legend:

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= positive

= negative

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4-18

Summary of Job Design Approaches

Job Design Approach

Biological

Satisfaction Dimension

Performance Dimension

job satisfaction

physical effort
fatigue
absenteeism
medical incidents
financial costs

Perceptual
/motor

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Legend:

chance of stress
training time
chance of error
use levels

job satisfaction
motivation

= positive

= negative

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