HRM201 Introduction to Human Resource
Management
Handout # 2
Analyzing the work and designing jobs
This handout covers CLO# 2
Discuss the importance of job analysis in executing the HR
functions.
https://lms.lc.ac.ae
t Do I Need to Know?
fine the elements of a job analysis, and discuss their significance for human resource
management.
l how to obtain information for a job analysis.
mmarize recent trends in job analysis.
scribe methods for designing a job so that it can be done efficiently.
entify approaches to designing a job to make it motivating.
What is most motivating to you in a job?
1
A. A raise
POLLING QUESTION
B. A promotion
C. Verbal recognition
D. Job security
Analysis
alysis
process of getting detailed
mation about jobs.
ides essential knowledge for
ing, training, performance
aisal, and many other HR
ities. Careful job analysis makes it possible to d
what a person in a certain position does a
qualifications are needed for the job. Fire
use specific equipment to extinguish fires
physical strength to do their jobs, and mu
possess the ability to make decisions und
pressure.
©Stockbyte/Getty Images
Analysis
scriptions
escription is a list of tasks, duties, and responsibilities (TDRs)
(T that a
lar job entails.
mponents:
tle.
description of the TDRs.
f essential duties with detailed specifications of tasks involved in carrying out
duty.
Analysis
ecifications
pecification includes:
wledge: factual or procedural information necessary for successfully performing
k.
individual’ss level of proficiency at performing a particular task.
y: general enduring capability an individual possesses.
r characteristics: job-related
related licensing, certifications, or personality traits.
Analysis
s of Job Information
mbents: people who currently hold the position.
rvisors.
onary of Occupational Titles (DOT): published by U.S. Department of Labor.
pational Information Network (O*NET): an online job description database
oped by the Labor Department.
Analysis
tance of Job Analysis
g block of all HRM functions.
redesign.
an resource planning.
tion.
ng.
rmance appraisal.
er planning.
valuation.
Analysis
tency Models
mpetency model identifies and describes all the competencies required for
ess in a particular occupation or set of jobs.
nizations may create competency models for occupational groups, levels of the
nization, or even the entire organization.
e 2.1 Example of Competencies and a Competency
el
OJECT MANAGER COMPETENCIES PROFICIENCY RATINGS
anizational & Planning Skills 1—Below
Below Expectations: Unable to perform basic tasks.
ity to establish priorities on projects 2—Meets
Meets Expectations: Understands basic principles and performs
schedule activities to achieve results. tasks with reliable results; works with minimal supervision or assista
3—Exceeds
Exceeds Expectations: Performs complex and multiple tasks; can
teach, or lead others.
mmunications 1—Below
Below Expectations: Unable to perform basic tasks.
ity to build credibility and trust 2—Meets
Meets Expectations: Understands basic principles and performs
ough open and direct communications tasks with reliable results; works with minimal supervision or assista
h internal and external customers. 3—Exceeds
Exceeds Expectations: Performs complex and multiple tasks; can
teach, or lead others.
ancial & Quantitative Skills 1—Below
Below Expectations: Unable to perform basic tasks.
ity to analyze financial information 2—Meets
Meets Expectations: Understands basic principles and performs
urately and set financial goals that have tasks with reliable results; works with minimal supervision or assista
ositive impact on company's bottom 3—Exceeds
Exceeds Expectations: Performs complex and multiple tasks; can
and fiscal objectives. teach, or lead others.
Source: Based on R. J. Mirabile, “Everything You Wanted to Know about Competency Modeling,” Training and Development (August 1997): pp. 73–
Adding more tasks to an existing job is called job
while adding more decision-making
making authority to jobs is called job
2
POLLING QUESTION
A. extension; rotation
B. rotation; enrichment
C. enlargement; enrichment
D. enlargement; rotation
Design
sign
ing how work is performed and which tasks are required.
edesign involves changing an existing design.
tive design requires thorough understanding of job through job analysis and
flow analysis.
re 2.2 Approaches to Job Design
Design
ing Efficient Jobs
rial engineering is used to reduce complexity in work.
ws almost anyone to be trained quickly to easily perform job.
for highly specialized and repetitive jobs.
organizations combine industrial engineering with other approaches to job
n.
Design
ing Jobs That Motivate
ant to ensure workers have a positive attitude.
ers with positive attitudes are motivated.
The Job Characteristics Model includes characteristics that boost motivatio
• Skill variety.
• Task identity.
• Task significance.
• Autonomy.
• Feedback.
re 2.3 Characteristics of a Motivating Job
Design
ng Jobs That Motivate continued
ob Enlargement Job Extension Job Rotation
dening tasks Enlarging jobs by Enlarging jobs by mov
rformed in a job. combining several employees among
relatively simple jobs several different job
to form a job with a
wider range of tasks.
Design
ng Jobs That Motivate continued
Job Enrichment Self-Managing Work Teams
owering workers by adding more Have authority for an entire work pro
cision-making authority to jobs. or segment.
d on Herzberg’s theory of Team members motivated by autonom
otivation. skill variety, and task identity.
iduals motivated more by intrinsic
pects of work.
Design
ing Jobs That Motivate continued
e work schedules:
ime allows full-time
time employees to choose starting and ending times within a set
idelines.
haring allows two part-time
time employees to carry out tasks associated with single
me job.
pressed workweeks allow employees to work 40 hours within less than 5 days.
work allows employees to do work away from a centrally located office.
re 2.4 Alternatives to the 8-to-5
8 Job
Design
ing Jobs That Meet Mental Capabilities and Limitations
logy can cause information overload.
to simplify mental demands of jobs to limit mistakes.
amount of information and memorization required.
de adequate lighting.
simple instructions and easy-to-read
read gauges and displays.
oftware for tracking progress.
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