‫بسم اهلل الرمحن الرحيم‬

Human Resources
Management

Structuring & Job Analysis

2
Dr. Abdelnasser Ghanem
Dr. Abdelnasser ghanem (aahhg@hotmail.com)
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 Objectives & Contents

1 What is an organization & Structure?

2 How to build a successful organization?

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What is a job analysis?
4 Stages of Job Analysis Process

5 Data collection Methods

6 Behavioral & Technical concerns

7 Outputs of Job analysis

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 What is an organization?

One of the most important strategic roles of a manager (especially the HR

manager) is understanding your organization and the structure of your
unit. This understanding allows you to effectively provide administrative,
operational, and strategic support and contribute to your organization.

An organization is a social unit composes people to other resources

within a suitable structure to be managed to achieve collective goals
which the organization has been established to meet (its mission).
Organization

Distinct Suitable
Effectiveness: achieve the
Purpose structure right goals (high goals
attainment).
People & Efficiency: achieve goals
resources right (Low resource waste)
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 What is an organization?

Organizing and organization structure

Organizing : The process of Organization structure: The system of

developing the structure that tasks, workflows, reporting relations,
arrange people and other and communication channels that link
resources to work together to together various individuals and groups
achieve a goal. to achieve a goal.
 What is an organization? Organizational Structure

The organizational structure includes all activities necessary to achieve

the mission and vision of the organization. The process of organizing
includes:
Identifying the
work activities that
Establishing
Categorizing Designing lines of
must be carried out Rules
authority,
to achieve the Categorizing types responsibility and Establishing
strategic objectives of work & working hierarchy levels of decision making
of the organization groups into decision-making levels and the
separate but delegation rules
What Work
integrated Supervision with appropriate
Activities authority
organizational units
(units, departments
and sectors)
 What is an organization? Organization Design

Organization Design : Is the process by which managers create a specific

type of organizational structure and culture so that an organization can
operate in the most efficient and effective way
Environment: is the sum total
of all external and internal
factors that influence a business

People : types and

numbers of employees
of an organization
Strategy: clearly
Organizational articulated, is long-
Design aligns term, helps to achieve
structures to competitive advantage
situational
occasions like:
Size: is represented in the Technology: techniques
numbers of employees,
used in converting the
and the value of assets inputs to outputs
and the capital
 Organization Functions All organizations perform four core functions,
(sometimes six) based on size and nature of
business. These core business functions are:
The process of transferring row
materials into products and services
to meet customers expectations

The process of maintaining The process of delivering the

future revenue through Production products to right customers &
developing new product retain them by creating add
investigating markets & value & building a long term
customers. relationships with them

IT The process of providing &

The process of storing managing organization’s
managing, exchanging, financial resources in order
and analyzing information HR to attaining the organization
across the organization objectives and goals.
through hardware and
software systems
The process of gaining and maintaining
the organization’s HR using human
capital investment techniques
 What is an organization? Structural Alternatives
The goal is to have a structure that facilitates strategic alignment for the
organization. There are several alternatives to structuring an organization.
Functional structures is the most
common where tasks are grouped
by functions (production - marketing
- finance )
General Manager Geographical division is suitable for
multi-branch organizations. Activities are
Upper Egypt Alexandria Cairo divided according to geographic location.
branch branch branch
General Manager
Product division If the organization operates
in more than one activity, departments can
be divided due to products
Meat Juices Milk
Products Products Products Customer structure Divided according to
General Manager consumers when there is a large
dissimilarity between them.
Kids section Women Men Most organizations are built as a combined
section section structure based on a combination of these
bases.
 Building a successful organization

Organizations are living interactive entities trying to achieve their goals. Therefore,
there are no mathematical equations or pre-set patterns that lead to the suitable
organizational structure of any organization. However, there are clear steps that
can construct the proper structure:

Collect fundamental
Study the external Design the
data about the
environment organizational
organization (internal
(External analysis) structure and activities
analysis)
 Building a successful organization Internal Analysis

Structure
One of the most popular tools used to
investigate the internal factors of an System
organization is McKinsey model. It examines Strategy
internal environment by looking at 7 key
Shared
internal elements of the organization which are: Values

Skills Style

Staff
Three Hard elements: Structure, Strategy, and Systems
And Four Soft elements: Skills, Staff, Style, and Shared values
Each of these element can be either a source of strength or weakness, and affect
the organization positively or negatively. These seven factors should be alignment
and integration of these elements have great impact on the effectiveness of the
organization.
The key point of the model is that all the seven areas are interconnected and any
change in one area requires change in the rest elements to enable the
organization to perform its function effectively
 Building a successful organization Second: External environment.

Organizational structures are affected by several external factors, the most

important are:

Industry & Activities 1. External environment

Multi / Single Different factors:
activity organization economic, political,
Organizational legal, and other.
structure
and
activities
Size and age of the Technology
organization
Techniques used for
numbers of converting the
employees, and the inputs to outputs
value of assets
 Building a successful organization Second: External environment.

The external environment involves all factors that may affect the
organization or its activities and result in opportunities or threats, while
these factors are out of organization’s control. One of the most widely used
tools to analyze external factors is called PESTLE Analysis,
P E S T L E
Political Economic Social Technological Legal Environment
•Government •Interest rates •Demographic •Technological
system •Taxes •Consumer •Climatic
changes development
•Democracy •the customs Laws conditions
•Disorders •exchange rate •Age distribution •Interest in R&D
•Laws of •Climate
•Stability •Economic •Professional •Resources
Monopoly seasons
•Freedom of growth Trends •Concern to
publishing •Unemployment •Social classes development
•Health and •Geography of
•work rate safety laws the country
•Social
regulation •Average • Labor rules •Disaster areas
•Freedom of income Movements
trade •Inflation level Religious •Infrastructure
holidays • Environmental la
Laws
 Building a successful organization Second: External environment.

The environment is classified according to two categories:

Is the environment stable or unstable? Is the environment simple or complex? if

If there are continuous or rapid the external elements are few, then it is
changes, it is considered unstable. By simple, and if it is intensive and unfriendly
combining these two elements: to organization, then it is complex.

(A simple, unstable) (Complex unstable)

unstable

(Closer to organic Such as telecommunications

organization) such as companies, computers, mobile
clothing factories and all and all high-tech
related to preference
(Simple stable) (Stable complex)
Stable

An assured environment such closer to mechanical

as government institutions organization such as, universities
and necessary goods and pharmaceutical companies

Simple complex
 Designs and Dimensions
Dimension Organic Mechanistic

Control span Wide Narrow

Authority Few Many

Formalization Low High

Centralization Low High

Position Power Low High

Expert Power Low High
 How to build a successful organization? The impact of Environment

2. Technology: Technology is techniques used in converting the inputs to outputs,

it has a great effect on the organizational structure, and the numbers of
employees, there are two types of technology as follows:

Non-typical technology: a Non- Routine technology: repetitive and

repeated methods such as semi-typical processes such as large-
shipbuilding or constructions, flexible scale production lines. mechanical
structures, and decentralization structures, centralization service and
applied. power applied
 How to build a successful organization? The impact of Environment

3. Age and size of the organization: The size is represented in the numbers of
employees, and the value of assets. The larger the size, the more stable the
organization is, the more difficult to change the organizational structure is.

The age: the more the years passed since the organization established the more
the work has emerged problems and activities multiplied and becomes more
complex. By time, the staff settles on a consistent pattern of behaviour.

4- Goals and activities: The number of activities of an organization affects the

organizational structure, two types: (single) and (multiple) activity organizations:

Multi-activity organizations such as Single-activity organizations such as

General Electric, or Fargello use Steel Companies , rely on a simple
decentralized structures. mechanical centralized structures
 How to build a successful organization? Third: Design the organizational
structure and activities
Organizational structures are derived from
Strategies organizational objectives and strategies
and
objectives
Then, in a standard and professional manner, the
activities, tasks and functions necessary to achieve
Identifying
the
these objectives are set (without combination)
functions The tasks and activities are then grouped into
consistent and integrated organizational units
Grouping (based on one of the known principles of
into Units organizing)

Job Then a job analyses is conducted to

Description identify work job descriptions and
& Functional
Structure specifications necessary to achieve
Identify those objectives
channels of
supervision
between
Following is describing the relationships
units between jobs and supervisory levels,
coordination mechanisms, and
information flows.
Steps to design the organizational structure: where the structures are designed through
clear steps 1-17
 The nature of job analysis
The traditional way to view the HRM functions such as staffing, training, appraisal,
development, and compensation is as a series of steps:

1 Decide what positions to fill, through job analysis, and personnel

planning.
2 Build a pool of job candidates, through recruitment .

3 Use selection tools (tests, interviews) to select suitable candidates.

4 Orientation, training, and development to provide employees with

needed competencies to do their jobs.
5 Appraise employees performance to assess how they are doing.
6 Reward and compensate employees to maintain their motivation.

Thus it can be reported that the job analysis is the cornerstone of all HRM
functions.
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 What is job analysis
It is regular that any “Restructuring” is followed by a process of job analysis, that
is because restructuring involves many changes in tasks, workflow, lines of
authority, responsibility and other.
Job Analysis is a process to identify and determine in detail the particular job
duties and requirements and the relative importance of these duties for a given
job, in addition to characteristics of people to be hired for those jobs.
Job analysis is a research process that includes:

Inputs: Data Then classify and Outputs describe jobs in terms of:
collected about analyze data to •Work activities and behaviors,
job activities, describe the nature •Interactions with others,
behaviors, and and characteristics •Performance standards,
equipment, work of the job and its • Financial and budgeting impact,
conditions, and specifications • equipment used& Work conditions,
required skills. • Supervision given and received,
• Knowledge, skills, & abilities needed
 What is job analysis
The Process of Job Analysis

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 Purpose of Job Analysis

Job analysis has grown in importance for both workforce and organizations . To
be effective, HR planning, recruiting, and selection, all should be based on job
requirements and capabilities of individuals identified by job analysis

Recruitment & selection: Information about job duties, and what human
1 characteristics are required indicates what sort of people to recruit and hire.

2 Performance appraisals compares employee’s actual performance with

performance standards, specified in the job descriptions

3 Compensation: salary and bonus usually depends on the job’s requirements,

degree of responsibility, and factors assessed by job analysis.

Training: The job description lists the job’s specific duties and required skills
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and therefore indicates the training that the job requires

5 Employees’ duties: The job description forms indicate employees what

organization’s expectations from them (tasks, duties, and responsibilities).
 Job Analysis Responsibilities

Job analysis requires a high degree of coordination and cooperation between the
HR unit and operational managers.
In large companies, the HR unit supervises the process to maintain its integrity.
The operational managers review and confirm the output, they also may request
new job analyses when jobs change.
In small organizations, operational managers may perform all job analysis duties.

HR Unit Other managers

• Coordinates job analysis process
• Writes job descriptions’ drafts.
• Periodically reviews job
descriptions and specifications
• Reviews managerial input to
ensure accuracy
• May seek assistance from outside
experts for unusual analyses
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• Complete or help complete job
analysis information
• Review job descriptions and
specifications
• Request new analyses as jobs
change
• Use job analysis information to
identify performance standards
 Stages of Job Analysis Process

1. Planning A. Identify objectives of job analysis

the Job B. Obtain top management support
Analysis
2. Preparing
A. Identify jobs to be analyzed and methodology
For and B. Review existing job descriptions
Introducing C. Communicate process to managers /employees
Job Analysis

3. Conducting
A. Collect job analysis data
the Job Analysis B. Review and analyze data

4. Developing of A. Draft descriptions and specifications

Descriptions & B. Review drafts with managers &employees
Specifications
C. Finalize job descriptions &recommendations

5. Maintaining A. Update job descriptions and specifications

and Updating
B. Periodically review all jobs
 Stages of Job Analysis Process

1. Planning the Job Analysis

A. Prior to the job analysis process, it should be planned well: the most important
consideration is to identify the objectives of the job analysis:
 Simple as updating job descriptions
 Or comprehensive as revising the compensation programs )
B. Whatever the purpose, the effort needs the support of top management.

2. Preparing for and Introducing the Job Analysis

A. Preparation for job analysis includes identification of the jobs to be analyzed.
B. Next reviewing organization charts, existing job descriptions, and other
resources is part of the planning.
C. This phase also identifies the team to be involved in conducting the process and
the methods to be used.
D. A key part is identifying and communicating the process to appropriate
managers, affected employees, and others.

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 Stages of Job Analysis Process
3. Conducting the Job Analysis
This is the longest time and most sophisticated phase where the data is collected
and analyzed. The most common methods of data collection are:
Observation , interviews, questionnaires, and Web-based
The use of a combination of these approaches is applicable based on the situation.

A). Questionnaires
A survey covers the areas of the job is developed and given to employees and
managers to complete.
Advantage: a large amount of data with relatively less effort & time.
Disadvantage: employees may not provide accurate data for many reasons.
The questionnaires should be returned to supervisors for revision.

B) Interviews
A standardized interview form is used to record the information, and both the
employee and the employee’s supervisor must be interviewed

Advantage: Obtain complete details on the job.

Disadvantage: high cost of time and effort.
 Stages of Job Analysis Process

C) Observation
With the observation method, a manager or job analyst, observes the individual
performing the job and takes notes to describe the tasks and duties performed. Use
of the observation method is limited as jobs may not have easily observed duties or
cycles, thus, observation is more useful to be in combination with other methods.

D) Computerized Job Analysis Systems

With the expansion of IT and Web-based resources, computerized job analysis
systems have been developed. An important feature of E-job analysis is that data
can be gathered and compiled into a job analysis database. As a result, a job
analysis system can often reduce the time and effort involved in analyzing and
writing job descriptions.

Data Analysis:
Once data is collected, the information should be sorted by job, organizational unit,
and job family. For example, when all forms of one job are completed (by different
individuals occupying that job) these forms should be summarized into one form
that describe that job to the best of the analysis team knowledge.
 Stages of Job Analysis Process

4. Developing Job Descriptions and Job Specifications

After the data analysis the job analysis team draft job descriptions, completed
drafts should be reviewed with managers and supervisors, and employees, before
they are finalized. The feedback of managers and employees should be discussed by
the job analysis team and taken in their consideration before finalizing the job
description forms. The final forms must be signed by both job analysts and technical
managers before taking them as formal job description forms

5. Maintaining and Updating Job Descriptions and Job Specifications

In many cases, it happen that job duties may change, while job descriptions don’t.
This gets the job description forms meaningless, that why these forms must be
maintained and updated.
One effective way to ensure that appropriate reviews occur is to use current job
descriptions as part of HRM activities.
For example, each time a vacancy occurs, the job description and specifications
should be reviewed and revised as necessary before recruiting and selection efforts
begin.
 Behavioral & technical threats of job analysis

Job analysis can be a worrying and stressful experience for managers and
employees, because it identifies the difference between the current job and what
should be done. Thus, some behavioral and technical aspects can affect the process
negatively:

Inflation of Jobs & Job Current employee Inaccurate data

Titles
People tend to raise the
importance of their jobs,
because job analysis is used
for compensation purposes,
“status” for CVs, to enhance
employees’ images without
making major job changes
or pay adjustment
emphasis Sometimes it is difficult
A job analysis should not to capture all facets of a
describe what the person job in an accurate
currently doing as he may manner for several
have unique capabilities, reasons such as:
it is useful to focus on • Employees’ anxiety for
core duties and necessary their current benefits
KSAs required for the job • Use an inappropriate
regardless of the data collection method
employee performing it
now.
 Outputs of Job analysis

Job description and job specifications summarize job analysis information in a

readable form.

A job description: identifies the tasks, duties, and responsibilities of a job (what is
done, why it is done, where it is done, and, briefly how it is done).

Job Specifications: list the knowledge, skills, and attitudes (KSAs) an individual
needs to perform a job satisfactorily. these KSAs may not necessarily the current
employee’s qualifications.

Performance standards flow directly from the tasks and indicate how performance
is measured in key areas of the job description.
 Outputs of Job analysis Job Description Components
A typical job description contains the following five major parts:

1- Identification section: - job title, - department,

-reporting relationships, - location, - date of analysis
- job code, - and pay grade.

2- General Summary The second part, is a brief statement of the general

purpose of that job.
One HR specialist has characterized the general summary statement as:
“In thirty words or less, describe the core of the job.”.

3- Essential Job Functions and Duties The third lists the essential functions
and duties, generally in order of importance. It contains clear, detailed
statements on the major tasks, duties, and responsibilities.

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 Outputs of Job analysis Job Description Components

4. Job Specifications The forth part of the job description gives the
qualifications needed to perform the job satisfactorily, it indicates:
(1) knowledge, skills, and abilities;
(2) education and experience;
(3) physical requirements and/or working conditions.

5. Performance standards: these are indicators indicate the acceptable

level of performing tasks of the job.
These standards are then used to assess the level of actual performance,
and identify training needs.

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32 ( ‫ عبدالناصر غانم‬/‫د‬aahhg@hotmail.com)
 Dr. Abdelnasser ghanem
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(aahhg@hotmail.com)