Ch 3 - Job Analysis & Job Design Flashcards
Job analysis vs Job design
Job analysis: defining the work: what the job is now. - Picture/Objective
Job design: designing the work: what the job should be. -Ideal/Subjective
JOB ANALYSIS
- Collect Task statements
- Gather information about tasks and duties- Transcribe into task statements (specific about an aspect of the job)
- Compile a list of all statements (Master list)
JOB ANALYSIS
- Identify important statements
- Ask interviewees to rate (1-5) each statement- Investigate important disagreements b/w ratings
- Calculate average ratings for each statements- Decide on a cut-off (ex: < 2.5)
- Eliminate non-important ones
JOB ANALYSIS
- Establish dimensions
- Group statements into logical categories (statement dimensions)
*** Each statement should only be in 1 dimension
JOB ANALYSIS
- Determine KSAs
Determine needed: Knowledge Skills Abilities --> Should be linked to statements
Challenges of Job analysis
Potential problem: lack of accuracy
- employees inflating the job
- information not collected from the sample
- ongoing changes in the job
What is a job description and what does it contain?
- Job title
- Job summary
- Job tasks, duties, and responsibilities
- Job specifications (KSAs)
- Standards of performance
- Date
- NOC code
Complete process of job analysis:
- Job analysis
- Job description is written
- Job description is used in HRM processes
–> How is it used in HRM ?
- Recruitment: use required qualifications to attract qualified applicants
- Selection: job specifications help choose most qualified applicants
- Training/development: disagreements help develop training programs
- Performance appraisal: performance standards provide criteria to evaluate jobholders
- Compensation: description helps determine the job’s relative worth: basis for determining pay
What are the basis to consider when designing a job?
- Organizational objectives: why the job exists- Ergonomic concerns: what capabilities employees have
- Employee attitudes and behaviours: what influences the employees contributions
- Industrial engineering concerns: what is technologically efficient
What are the job design’s strategies
How to do it
- Job rotation: moving employees from job to job
- Job enlargement: Add more types of tasks
- Job enrichment: Add higher-order responsibilities
- Leadership teams: leader taking multiple responsibilities and activities
- Job crafting: employee shapes and customizes his work
What is the job characteristics model
How to do it
- Core job characteristics: variety, identity, significance, autonomy, feedback
- Psychological states: meaningfulness, responsibility, knowledge of results
- Outcomes: motivation, performance, satisfaction, absenteeism (-), turnover (-)
Group Job Design:
- Specific goals
- Techniques presented
- Necessary conditions
Goals:
- Increase collaboration and synergy
Techniques:
- Empowerment and Engagement
- Teams
Conditions:
- Leadership expectations clearly defined
- Adapted organization design and structure
Group Job Design:
What is Empowerment
What are the conditions
Empowerment: granting employees power to initiate change, encourage them to take charge
Conditions:
- Participation
- Innovation
- Information (give them access)
- Accountability (employees accountable for behaviours)
Group Job Design:
What is Engagement
What are the conditions
Engagement: state of the employee who is both committed and dedicated to his organization
Conditions:
- Consistent and non-ambiguous communication
- Hopeful future that proposes opportunities
- Invest in developing employees
- Performance: support for employees to achieve goals
Group Job Design:
What are teams
What are the conditions
Teams: groups of employees who work together towards a common goal, have complementary skills, and interdependent in their work
Conditions:
- Shares goals
- Decision making by consensus
- Open and honest communication
- Shared leadership
- Cooperative and collaborative climate
- Valued diversity
- Recognized and solved conflicts
