Ch04 Peacock Etal

CHAPTER 4
Defining, Analyzing, and Designing

the Work
Copyright © 2017 by Nelson Education Ltd. 1

LEARNING OUTCOMES
• Discuss the relationship between job analysis
and HRM processes
• Explain the relationship between a job
analysis and a job description
• Discuss the different types of work designs
to increase employee contribution

WORKPLACE DIVERSITY
Copyright © 2017 by Nelson Education Ltd.

Role of Manager and Employee in Job
Design
• Manager is primary individual who determines

what work is to be performed and in what order
• Takes an active role in determining skills and
abilities needed to successfully perform work
• Employee contributes by providing information
that may be known only by the person doing the
job

Job Analysis
Job
• A group of related activities/duties for one or more
employees
Position
• The collection of tasks/responsibilities performed by one
person
Job family
• A group of individual jobs with similar characteristics.
Source: http://hrweb.mit.edu/compensation/job-evaluations/job-families
What is Job Analysis?
• A job analysis is the process of
obtaining information about jobs by
determining the duties, tasks, or
activities of jobs.
• It outlines the tools needed to do the

job, the environment and times at
which it needs to done, the people
with whom it needs to be done, and
the outcome or performance level it
should produce.
Copyright © 2017 by Nelson Education Ltd. 1–7

Job Descriptions
Job Title
• Indicates job duties and organizational level
Job Identification Section

• Distinguishes job from all other jobs
Job Duties, or Essential Functions, Section

• Indicate responsibilities entailed and results to be
accomplished
Job Specification Section

• Skills required to perform the job and physical demands
of the job
The National Occupational Classification (NOC)
• The purpose of the NOC is to compile, analyze,

and communicate information about occupations.
• NOC Web Link

Problems with Job Descriptions
1. If they are poorly written, using vague rather than specific
terms, they provide little guidance to the jobholder.
2. They are sometimes not updated as job duties or
specifications change.
3. They may violate the law by containing specifications
not related to job success.
4. They can limit the scope of activities of the jobholder,
reducing organizational flexibility.

LEGAL CONSIDERATIONS
• “Age of specifics”
• Any performance assessment must be based on
valid job-related criteria
• Job description may need revising due to
“reasonable accommodation”
• Any valid physical and/or mental requirements
need to be in job description

Think Pair Share
If a job analyst is on the other side of the world from an
employee who completed a web based job analysis
questionnaire, should another method of job analysis
also be used to confirm the accuracy of the information?
Relationship of Job Requirements to Other
HRM Functions
Job Requirements
Recruitment Determine
Determinerecruitment
recruitmentqualifications
qualifications
Provide
Providejob
jobduties
dutiesand
andjob
jobspecifications
specificationsfor
for
Selection selection process
selection process
Performance Provide
Provideperformance
performancecriteria
criteriafor
forevaluating
evaluating
Appraisal employees
employees
Training and Determine

Determinetraining
trainingneeds
needsand
anddevelop
developinstructional
instructional
Development programs
programs
Compensation Provide
Providebasis
basisfor
fordetermining
determiningemployee’s
employee’srate
rateofof
Management pay
pay
4–15 © 2017 by Nelson Education Ltd.

Competency-Based Job Analysis
• Describing the job in terms of the measureable, observable,

behavioral competencies (KSAs) that employee must exhibit in
order to the job well.
• shift from job-specific duties to competencies in job descriptions;

emphasis on employee capabilities
• Use of competency analysis is becoming more common:

• it encourages workers to learn and rotate among jobs
• more strategic approach to defining jobs
• supports performance management process
Job Design
Job Design
• An outgrowth of job analysis that improves jobs

through technological and human considerations to
enhance organization efficiency and employee job
satisfaction

JOB DESIGN

Job Design
Behavioral consideration
Job enrichment: Enhancing a job by adding more meaningful
tasks and duties to make the work more rewarding and
satisfying
 Increasing the level of difficulty and responsibility

 Allowing employees to retain more authority and control over work
outcomes
 Providing individual job performance reports directly to employees
 Adding new tasks to the job that require training and growth
 Assigning individuals specific tasks, enabling them to use their
particular competencies or skills

Job Characteristics Model:
Designing Jobs to Motivate Employees
Job Psychological Job
Characteristics States Outcomes
 Skill variety  Meaningfulness of  Improved work

the work performed performance
 Task identity
 Responsibility for  Increased Internal
 Task significance motivation
work outcomes
 Autonomy  Lower
 Knowledge of the
 Feedback absenteeism and
results of the work
turnover
performed

EMPLOYEE EMPOWERMENT
• To grow and thrive, organizations must
encourage these conditions:
– Participation
– Innovation
– Access to information
– Accountability

Job Design
Industrial Engineering Considerations
• A field of study concerned with analyzing work methods
and establishing time standards
Ergonomic Considerations
• An interdisciplinary approach to designing equipment
and systems that can be easily and efficiently used by
human beings
Designing Work for Groups and Teams
• An outgrowth of job analysis that improves jobs through
technological and human considerations to enhance
organization efficiency and employee job satisfaction
EMPLOYEE TEAMS
• Groups of employees who assume a
greater role in the production or service
process
• Can be self-managed where they set own
work schedules and deal directly with
customers
• Can be “virtual”

What are the Characteristics of
Successful Teams?
Characteristics of Successful Teams
• A commitment to shared goals and objectives
• Motivated and energetic team members
• Open and honest communication
• Shared leadership
• Clear role assignments
• A climate of cooperation, collaboration, trust, and
accountability
• The recognition of conflict and its positive resolution

Future Design Of Organizational Work
• Non-traditional employment forms such as

contract work, telework, e-work, job sharing, flex
time
• Use and convergence of social, mobile, and cloud
computing technologies
• Dynamic and fluid relationships
• More attention needed in job crafting to ensure
organization context and culture is part of design

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CHAPTER 4

Defining, Analyzing, and Designing

Copyright © 2017 by Nelson Education Ltd. 1

Copyright © 2017 by Nelson Education Ltd. 2

Copyright © 2017 by Nelson Education Ltd.

• Manager is primary individual who determines

Copyright © 2017 by Nelson Education Ltd. 4

• It outlines the tools needed to do the

Copyright © 2017 by Nelson Education Ltd. 1–7

Job Identification Section

Job Duties, or Essential Functions, Section

Job Specification Section

• The purpose of the NOC is to compile, analyze,

• NOC Web Link

Copyright © 2017 by Nelson Education Ltd.

Copyright © 2017 by Nelson Education Ltd. 13

Training and Determine

4–15 © 2017 by Nelson Education Ltd.

• Describing the job in terms of the measureable, observable,

• shift from job-specific duties to competencies in job descriptions;

• Use of competency analysis is becoming more common:

• An outgrowth of job analysis that improves jobs

Copyright © 2017 by Nelson Education Ltd.

Copyright © 2017 by Nelson Education Ltd. 18

 Increasing the level of difficulty and responsibility

Copyright © 2017 by Nelson Education Ltd.

 Skill variety  Meaningfulness of  Improved work

Copyright © 2017 by Nelson Education Ltd.

Copyright © 2017 by Nelson Education Ltd. 21

Copyright © 2017 by Nelson Education Ltd. 23

Copyright © 2017 by Nelson Education Ltd.

• Non-traditional employment forms such as

Copyright © 2017 by Nelson Education Ltd. 26

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