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JOB DESIGN AND ANALYSIS

JOB DESIGN
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 Refers to the way that the position and the tasks within that
position are organized, including how and when the tasks are
done and any factors that affect the work such as in what
order the tasks are completed and the conditions under which
the tasks are completed.

 It refers to the way in which work is structured into different tasks and
responsibilities required to execute a particular job.

 It refers to the way that tasks are arranged to form complete jobs in an
organization

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 Jobs differ in the way their tasks are arranged. Some jobs are routine,
non-routine, flexible and permit discretionary in decision making.

 Some jobs require diverse skills, others require few skills, some strictly
control their performers with rules and procedures, others allow
employees substantial freedom.

 OTHERWISE, poor designed job causes stress, reduced speed and

accuracy

Methods of Job Design

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1. Job Simplification dividing a job into smaller units so that lower

skilled and paid employees can carry out jobs
2. Job Rotation; moving employees from one job to another in order to
give them greater variety and learn new skills
3. Job Enlargement; increasing similar tasks to the job
4. Job Enrichment; attempt to motivate employees by giving them the
opportunity to use the range of their abilities
5. Condensed Workweek to increase the no. of hours worked per day,
so as to reduce the no. of days worked per week
6. Flexitime; it gives employees opportunity to choose within specified
limits, when they start and end their workday

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Job Enrichment
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 Frederick Herzberg suggested that the best way to motivate

employees is through job enrichment. He suggested “If you want
people to do a good job, give them a good job to do.” His job
enrichment model includes expanding job content to create
more opportunities for job satisfaction

 Expanding on Herzberg’s suggestions, J. Richard Hackman

offered a model of how to design jobs that provide motivation
based on 5core job characteristics

5 core job characteristics

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 Skill variety: allowing workers to use different skills and talents to do a number of
different activities.

 Task identity: workers are able to see a completed product or project or some
visible outcome that creates a sense of accomplishment.

 Task significance: the tasks performed have some meaningful impact on the
organization, or the external environment.

 Autonomy: worker has some control over the job.

 Feedback from the job itself: the job includes some opportunity to show the worker
if the tasks are done properly.

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Flexible Work Schedules

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 compressed work week schedules- Employees work longer

days in exchange for longer weekends or other days off
 flex time - An alternative to traditional “9 to 5” work schedules
allows employees to vary arrival and departure times
 job sharing - Two people share one job by splitting the work
week and the responsibilities of the position
 telecommuting - Using technology to work in a location other
than the traditional workplace.

Compressed workweek
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Flextime

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Job sharing
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telecommuting
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Practice question
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 Flexible scheduling offers many alternatives to traditional

scheduling. Each comes with advantages and disadvantages
that must be considered carefully. What are the Advantages
and Disadvantages of Flexible Scheduling?

 Have you ever seen a job description for a work position you
have held? If so, do you think the job description was accurate?
(Stewart page 150)

Advantages Disadvantages

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 Reduced commuting time
 Lack of supervision of employees
 Reduced costs of transportation
 Potential reductions in productivity
 Reduced childcare costs
 Increased turnover of employees
 Better work/life balance aren’t
 Employees feeling isolated
productive
 Difficult to maintain “team
 Cost savings from fewer on-site
atmosphere”
employees
 Increased stress
 Increased retention of current employees
 Expensive technology
 Advantages in recruiting new employees
 Fair Labor Standards rules on
 Reduced traffic at peak commuting hours
overtime
 Increased morale
 Union contracts

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Question
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 Identify the 6 The 6 general techniques for obtaining

general job information are;
techniques for
obtaining job  Observation method,
analysis
 Individual interview method
information.
 Group interview method
 Structured questionnaire method
 Technical conference method
 Diary method.

WHAT IS JOB ANALYSIS?

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Is the process used to determine and describe the content of

jobs in such a way that a clear understanding of what the job
is about, is communicated to anyone who might require
information for management purposes or for better HR
decisions.

 It provides management with accurate and up to date

information about the jobs in the work organization in order
to provide the employer with legal protection.

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 Job analysis identifies what people actually

do in their jobs and what they need in order to
perform their jobs better

 Systematically it investigates tasks, duties and

responsibilities of a job, as well as knowledge
and skills that an employee needs to perform
the job adequately.

Steps in Job Analysis Process

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Phase 1: Familiarizing the organization and its jobs

1. Determining the uses of the job analysis information
(selection, training?)

2. Identifying issues to be analyzed

• Critical factors to the success of the organization

• Difficult tasks to learn
• New technology

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Steps in Job Analysis Process

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Phase 2: Collection of Information

1. Source of Job Data

 Supervisors, subordinates, customers, Existing job
descriptions, Manuals, publications, etc.

2. Data collection instrument design

 Questionnaires,
 Checklists, etc
 Tool: Tape recorder

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 Information gathered:
 Status, key duties/tasks, KSAs, working conditions, performance
standards, etc

3. Data collection method

 Face-to-face interviews
 Questionnaire survey
 Employee log/diary or company documents
 Observation, etc.

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Data collection tools: JAQ, PDQ, PAQ….

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 Job Analysis Questionnaire JAQ

 Position description questionnaire PDQ
 Position analysis questionnaire PAQ
 etc

See file samples

Job Analysis - Questionnaire

 (PAQ) is a structured questionnaire that assesses the work behaviors
required for a job. There are 6 dimensions:
 Information input —where and how a worker obtains needed information such
as education and or experience.
 Mental processes —reasoning and decision-making activities.
 Work output —physical actions required for the job, as well as tools or devices
used.
 Relationships with other people —the interactions and social connections that a
worker forms with others.
 Job context —the physical and social surroundings where work activities are
performed.
 Other job characteristics —activities, conditions, or characteristics that are
important but not contained in the other five dimensions.

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PDQ – Position Description Questionnaire

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It is the official description of an individual classified position or

job. It is used to determine a proper classification for new,
vacant and filled positions

 Employees and their respective supervisors are required to

collaboratively to complete the PDQ
 Proper statements describing job duty statements should be
provided. The sentences should be clear, precise and described
using present tense action verbs (see glossary of action verbs)
 Its report provides a basis for classification decisions

Job Duty Statements: example

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 Designs and implements databases by evaluating

documentation requirements and using software packages
to create tables, queries, reports, macros and applications
to compile and run reports.

 Inspects and fills soap dispensers in restrooms

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Job Duty Statements: Example

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 Plans workshops, meetings, and conferences by scheduling

participants and presenters, arranging for production of
material, acquiring equipment, selecting facilities and service
providers and evaluating program effectiveness.

 Manages reception office by providing supervision, training and

support to two employees, including assigning job duties,
providing job training, scheduling work and monitoring
performance

Phase 3: Uses of JA information

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1. Job Descriptions—Task requirements

 Statement that explains tasks or duties, working
conditions of a job.

2. Job Specifications—Person requirements

 Statement of what a job demands
E.g., Knowledge, skills, abilities (KSAs) and other characteristics
required to perform job.

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See sample od job description

 File:class activity _ job description Marketing

 class activity _ job description HR
 class activity _ job description HR employee relations

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Phase 3: Uses of JA information

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Performance standards
 What is expected of workers
 JA may provide performance standards for
job where performance is readily
quantified, measurable, etc.

 All of these uses form foundation for

various HRM systems

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Common Problems with Job Analysis

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 Lack of sufficient budget for the analysis

 Use of single method and source of collecting data

 Lack of orientation for jobholders

 Biased nature of job analyst

 Poor involvement of both a job holder and his/her

immediate supervisor

Take Home questions

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1. Why is it necessary for HR officers to perform a job

analysis exercise?

2. With valid example explain why flexi-time method of job

design not applicable to all types of jobs.

3. Give an example of a job description and job

specification of any job position of your choice.

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