Chapter 2- Job Analysis and Design Flashcards
Job Analysis
Systematic study of a job to discover its specifications and skill requirements.
Used for all HR functions:
-Wage-setting, recruitment, training, performance management, or job-redesign
Job vs Position
Job
-Group of related activities and duties
-May be held by one or several employees
Position
-Collection of tasks and responsibilities performed by an individual
In a department with one supervisor, three animators and twelve programmers there are 16 positions but only 3 jobs.
HRM Activities That Rely on Job Analysis
- Careful study of jobs to improve employee productivity levels.
- Elimination of unnecessary job requirements that can cause discrimination in employment.
- Creation of job advertisements used to generate a pool of qualified applicants.
- Matching of job applicants to job requirements.
- Planning of future human resource requirements.
- Determination of employee on boarding and training needs.
- Fair and equitable compensation of employees.
- Identification of realistic and challenging performance standards.
- Redesign of jobs to improve performance, morale, and quality of work life.
- Fair and accurate appraisal of employee performance.
Steps in Job Analysis
Phase 1: Preparation for Job Analysis
Phase 2: Collection of Job Analysis Information
Phase 3: Use of Job Analysis Information
Phase 1: Preparation
Step 1
Become familiar with the organization and its jobs
Step 2
Determine uses of job analysis information
Step 3
Identify jobs to be analysed
Phase 2: Collection of Job Analysis Information
Step 4
-Determine sources of job data
-Human and nonhuman sources
Step 5
Identify the data required, which may include:
-Job Identification (e.g., job title)
-Duties (e.g., the job tasks)
-Responsibilities (e.g., equipment operation, supervisory responsibility)
-Human Characteristics (e.g., lifting, hearing)
-Working Conditions (e.g., exposure to hot or cold)
-Performance Standards (e.g., how well the job needs to be performed)
Step 6:
Choose the method for data collection
-Interviews
-Focus groups
-Questionnaires
-Employee logs
-Observation (Hawthorne)
-Combinations
Phase 3: Use of Job Analysis Information
Job Descriptions
Job Specifications
Job Standards
Competency Models
Contents of a Typical Job Description
The key parts of a job description:
-Job identity
-Job summary
-Duties and responsibilities
-Working conditions
-Approvals
Job Identity
Job title, job location, job code
National Occupational Classification (NOC)
Skill level and skill type
Industry and occupational mobility
https://noc.esdc.gc.ca/?GoCTemplateCulture=en-CA
O*NET OnLine
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Job Summary and Duties
Summarizes the job in a few sentences
-Indicates what the job is
-Indicates how the job is done
Explains what the job requires
-Each major duty is described in terms of the actions expected
Working Conditions and Approvals
Working Conditions:
-May go beyond descriptions of the physical environment
-Hours of work, safety and health hazards, travel requirements, and other features of the job
Approvals:
-Reviewed by jobholders and supervisors
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Job Specifications
A written statement that explains the human knowledge, skills, abilities, and other characteristics (KSAOs) needed to do a job
Includes experience, specific tools, actions, education and training required
Includes physical and mental demands on jobholders
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Job Performance Standards
The performance level expected from an employee
-Objectives or targets for employee efforts
-Criteria for measuring job success (TD example)
Sources of standards:
-Job analysis information
-Alternative sources (e.g. industry standards)
Competency Models
Competency
-Knowledge, skills, ability, or behaviour associated with success on the job
-Broader in scope than KSAOs (e.g. communication)
Competency Model (competency framework)
-Describes a group of competencies required in a particular job Example CPHR Framework
Competency Matrix
-A list of the level of each competency required for several jobs at an organization
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Job Design: Key Considerations
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Organizational Considerations
Efficiency
-Achieving maximal output with minimal input
-Scientific management & industrial engineering principles
-Stresses efficiency in effort, time, labour costs, training, and employee learning time
Work flow
-Sequence of and balance between jobs in an organization needed to produce the firm’s goods or services
Ergonomic Considerations
Considers the physical relationship between the worker and the work
Fitting the task to the worker rather than forcing employees to adapt to the task
Can lead to significant improvements:
-Efficiency and productivity
-Workplace safety
Employee Considerations: Job Characteristics Model
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Employee Considerations
Autonomy
-Having control over one’s work & response to work environment
Variety
-Opportunity to use different skills or perform different activities
Task Identity
-Feeling of responsibility or pride from doing an entire piece of work
Feedback
-Information that helps evaluate success or failure
Task Significance
-Knowing that one’s work is important
Job Specialization:Increase Quality of Work Life
Job Rotation:
-Involves moving employees through a variety of tasks or positions within an organization.
-Aims to broaden their skills and experiences.
Job Enlargement:
-Expands an employee’s job by adding tasks of a similar level of complexity.
-Seeks to reduce monotony and increase job satisfaction.
Job Enrichment:
-Enhances an employee’s job by adding more complex and challenging tasks.
-Designed to increase autonomy, responsibility, and personal growth.
Employee Involvement and Work Teams:
-Involves engaging employees in decision-making processes and collaborative work.
-Work teams facilitate cooperation, innovation, and shared responsibility.
Environmental Considerations
Workforce Availability
-Abilities and availability of the people who will do the work
Social Expectations
-Expectations of larger society and workers
Work Practices
-Set ways of performing work
Job Analysis in “Jobless” World
Adopt a future-oriented style when describing job activities and specifications
Focus on new competencies required
Will continue to be relevant for legal compliance and defensibility
In today’s fast-changing environments, job analysis will continue to be relevant for legal compliance and defensibility in the event of a court action
True
A job is a collection of tasks and responsibilities performed by an individual whereas a position consists of a group of related activities and duties.
False
In unionized organizations, job analysis steps have to meet the various provisions of the collective agreement between the management and the union.
True
Information about the job environment, such as health and safety hazards, is included in working conditions on a job description
True
