Tutorial 4 - Job Analysis and Job Design - Chapter 3

TUTORIAL 04
JOB ANALYSIS AND JOB DESIGN
Prepared by: Mr. Nguyen Vuong Khoi (MIB)

WARM-UP KAHOOT GAME

EXPECTED OUTCOMES AFTER THE TUTORIAL
AFTER THE TUTORIAL, STUDENTS SHOULD BE ABLE TO:
Explain the system approach to job analysis and describe

the work flow analysis process
Recall and describe different methods of data collection for

job analysis, and analyze the pros and cons of each method
Recall, describe and explain elements of job analysis
Recall and describe different methods of job design, and

analyze the pros and cons of each method
Explain how organizations apply ergonomics to design safe jobs

and plan for mental demands of a job.
WARM-UP JOB CRAFTING
QUESTION:
1. DO YOU THINK THE
LIFE IS TOO
DEMANDING TO YOU?
2. HOW HAVE YOU
ADJUSTED YOURSELF
TO DEAL WITH THE
LIFE?
3. HOW HAVE YOUR SELF-
ADJUSTMENT HELPED
YOU BETTER COPE
WITH DIFFUCULTIES?

TABLE OF CONTENT
WORK FLOW ANALYSIS
1.1. SYSTEM APPROACH TO HRM
1.2. ELEMENTS OF WORK FLOW ANALYSIS
1.3. ORGANIZATIONAL STRUCTURE
JOB ANALYSIS
2.1. APPROACHES TO JOB ANALYSIS
2.2. COMPONENTS OF JOB ANALYSIS
2.3. THE OUTCOMES AND IMPORTANCE OF JOB ANALYSIS
2.4. CRITICS OF THE TRADITIONAL JOB ANALYSIS
2.5. COMPETENCY PROFILING
DATA COLLECTION METHODS
3.1. QUESTIONNAIRE
3.2. OBSERVATION
3.3. INTERVIEW
3.4. DIARY AND LOG BOOKS
3.5. TECHNICAL CONFERENCE
3.6. CRITICAL INCIDENTS
JOB DESIGN
4.1. THE JOB CHARACTERISTICS MODEL (JCM)
4.2. JOB DESIGN METHODS Prepared by: Mr. Nguyen Vuong Khoi (MIB)
4.3. JOB CRAFTING
1. WORKFLOW ANALYSIS
QUESTION:
DO YOU STILL REMEMBER THE SYSTEM APPROACH TO HRM?
1.1. THE SYSTEM APPROACH TO HRM

1.2. ELEMENTS OF THE WORK FLOW ANALYSIS
RAW INPUTS
 Materials
 Data and information
EQUIPMENT ACTIVITY OUTPUT
 Special equipment (Tasks that are required  Product, information, service

 Facilities for the production of to be provided
 Systems the output)  Measurement of the output
HUMAN RESOURCES
 Knowledge
 Skills
 Abilities
WORK FLOW ANALYSIS
INPUT THROUGHPUT
OUTPUT
FUNTIONAL STRUCTURE
Adapted from Hubspot
Advantages Disadvantages
 Specialization  Weakening of common bonds
 Operational speed  Lack of coordination
 Operational clarity  Territorial disputes
DIVISIONAL STRUCTURE (PRODUCT AND MARKET BASED)

 Extensive delegation of authority  Dispersing technical expertise
 Direct performance measurement  Fostering unhealthy rivalries
 Operational Clarity  Overemphasis on divisional goals
 Better cooperation among divisions  Increase costs
 Change responsiveness with  Duplicating resources and efforts
flexibility across divisions
MATRIX STRUCTURE
QUESTION:
WHAT ARE THE ADVANTAGES
PreparedAND DISADVANTAGES
by: Mr. Nguyen Vuong Khoi (MIB) OF THIS STRUCTURE?
FLAT STRUCTURE
CEO
Manager Manager
Employee Employee Employee Employee Employee Employee Employee
 Improve business cost structure  Bad decisions made under the guise of expertise
 Improve employee morale  Time wasting
 Less miscommunication  Limit productivity
 Less dominance  Non-scalable
 Improve employee retention  Lack of work-life balance
 Encourage power struggles
 Lack of responsibility definition
2. JOB ANALYSIS

2.1. APPROACHES TO JOB ANALYSIS
 Job analysis is the process of collecting, processing, and recording data about a particular job and the desired
attributes of the job-holder.
 Job analysis is conducted when:
 Commencement of the organization;
 Creation of new jobs;
 Change of job nature (due to the advent of new methods, new procedures, new technology, new products and service).
 Two approach to job analysis:
 Job oriented
 Person oriented

2.1. COMPONENTS OF JOB ANALYSIS
NO COMPONENT DEFINITION
Duties and responsibilities of the job in a manner that can range from global statements to
1 Job content
very detailed descriptions of tasks and procedural steps.
Formal qualifications, KSAOs that employees need to perform the job in a particular situation
2 Job requirements
or context.
Situational and supporting information concerning the particular job:
1. Purpose of the job
2. Job identification
3. Scope data (magnitude of financial, human, material resources managed)
3 Job context 4. Guidelines
5. Potential consequences of error
6. Amount & closeness of supervision received or provided
7. Workplace setting & working conditions
8. Cultural context.

The two products of job analysis:
 Job Description (JD)
 Job Specification (JS)
STATEMENT DEFINITION RECOMMENDED ITEMS

1. Job identification (where is the position in the organizational structure)
2. Job objectives
3. Reporting relationship
A written statement about the
4. Duties and responsibilities
purpose of the job, activities to be
5. Authority (rights & limitations on decision-making)
Job description performed, conditions under which
6. Accountability (the answerability for actions taken on the job – the
they are accomplished, performance
quantity and value of assets, budgets, sales, payroll, personnel for
standards required
which the job is accountable)
7. Performance standards (KPIs)
8. Additional requirements (Special circumstances)
1. Educational background,
A written statement of the formal
2. Experience,
qualifications, knowledge, skills,
Job specification 3. Knowledge, skills & abilities,
abilities, personal characteristics for
4. Attitudes & personalities,
success in performing a given job
5. Special requirements.

EQUAL EMPLOYMENT OPPORTUNITIES (EEO) IN JD AND JS
Situation 1: Situation 2:
In the job specification for the flight attendants, an The CEO of a hotel instructs recruiting staff to hire 10
airline requires that female candidates should be at new receptionists. The requirements include:
least 1.65m in height.  Candidates must be females.
 Candidates should be at least 1.65m in height.
QUESTION:
WHICH OF THE TWO SITUATIONS IS Vuong
Prepared by: Mr. Nguyen VIOLATING
Khoi (MIB) THE RULE OF EEO?
 Job analysis serves as the input of many other HR practices:
 Employment recruitment & selection
 Performance appraisal
 Training & development
 Compensation & benefits
 Job design & review of organizational structure

2.4. CRITICS OF THE TRADITIONAL JOB ANALYSIS
 Critics of the traditional job analysis:
 Suitable for repetitive work only
 Not suitable for new trends at workplace: Autonomous teams, Work on projects, Work flexibility, Multi-tasking, etc.
 JD is prepared by personnel (HR) who don’t understand the job.
 Job analysis is time-consuming
 Collection of information is subject to bias and subjective perspectives of incumbents, thus non-reliable.
 Ignore important issues such as hierarchy, power, imbalance, socio-political determination of what constitutes
activity & work.
 Sometimes ignore the need for teamwork or specific personality variables.

 Competency profiling is a person-oriented job analysis method that aims at identifying the skills and behaviors
needed to perform a job successfully.
 Competencies are referred as occupational requirements (the underlying KSAOs that lead to superior or effective
performance).
 Threshold competency refers to essential characteristics that everyone doing a job needs to be minimally effective.
 Three elements of the ATTRIBUTES MODEL OF COMPETENCIES:
NO COMPONENT DEFINITION
1 Underlying characteristics The competency is an integral part of a person’s personality
2 Casualty The competency causes or predicts behavior and performance
The competency actually predicts effective or superior performance as measured on a
3 Performance
specific criterion or standard.
 Characteristics of competency:
NO CHARACTERISTIC DEFININTION
What drives, directs, and selects behavior towards certain actions or goals and away
1 Motives
from others.
Hidden
2 Traits Physical characteristics and consistent responses to situation or information.
3 Self-concept A person’s attitudes, values, or self-image
4 Knowledge Information a person has in specific content areas
Visible
5 Skill The ability to perform a certain physical or mental task
 Critics of competency profiling
NO CRITICS MEANING
1 Ambiguity There is no universal agreement as to what competency means
Particular organizations, industries, cultural contexts require competencies
2 Contingency theory
customized to their specific situation.
Many competency models are based on what has made for successful
3 Over-focus on the past performance in the past, rather than what will make for successful
performance in the future.
Competencies which are difficult to measure are often ignored (such as
4 Over-focus on technical competencies
creativity or sensitivity)
Managers and incumbents do not always behave rationally or really
5 Assumption of rationality
understand their jobs

QUESTION:
WHY THERE ARE ONLY THREE BEHAVIORS IN EACH LEVEL?
3. DATA COLLECTION METHODS

3.1. QUESTIONNAIRE
NO METHOD DEFINITION ADVANTAGE DISADVANTAGE

 Incumbents may have
problems expressing
Use the pre-designed  Help collect information on a large number of
themselves in writing.
questionnaire to collect jobs within a relatively short time.
 Incumbents tend to express
data about job content,  Help standardize the questions to all
Open-ended their own perspectives in their
1 person requirements participants.
questionnaire questionnaire response.
and conditions under  Save the costs
 Incumbents return the forms
which the job is  The form may vary from comprehensive to
late.
performed. blank paper.
 Should be combined with
interview.
 Help collect information on a large number of
jobs within a relatively short time
 Help standardize the JA process.  No chance to collect in-depth
Incumbents are given a
Checklist  Avoid the risk of misinterpretation. information.
2 checklist of tasks that
questionnaire  Reduce the time and effort required to complete  Should be combined with
they must respond to.
the forms. interview.
 Facilitate the statistical analysis by computer.
 Save the costs.

3.1. QUESTIONNAIRE
Open-ended questionnaire
Checklist questionnaire
3.2. OBSERVATION
 Useful only for jobs which are
 Help generate a primary source of
observable (standardized, repetitive
A trained job analyst information
short job cycle, manual job)
observes an incumbent  Help understand the job: duties and
 Create unrealistic situations that
3 Observation working and records the responsibilities, methods and
cause employees to behave
actions and behaviors processes, reasons of the job,
differently
performed. conditions under which the job is
 High probability of bias or inaccurate
accomplished.
descriptions.

3.3. INTERVIEW
 Help verify the and  Expensive and time-consuming to develop
augment the information questionnaires, establish rapport with employees,
The job analyst
collected by observation. interview multiple job holders (especially
interviews the
 Many opportunities to managerial and professional positions).
incumbent
4 Interview collect in-depth  Exposure to bias and distortion of data collected
about the
information. from the interview.
duties
 Flexibility in the form:  Factors of distraction include: noise, whether,
performed.
individual, group, panel safety, accessibility, secrecy, privacy, management
interviews. preference.

3.4. DIARY AND LOG BOOKS
 A valuable source of  Diary/logbook takes time and effort to
Collect information
regularly updated be completed.
from the diary/
information about the job.  The content of the diary/logbook may
Diary/Log logbook or any
5  Help identify irregular and be subjective and fail to reflect the
books written record of the
infrequent duties and tasks truth.
duties that
(if maintained in a prolonged  Incumbents may have problems
incumbents perform.
period of time). expressing themselves in writing.

3.5. TECHNICAL CONFERENCE
Collect the  Exposure to bias and subjectivity.
 High level of reliability
information from  Different perspectives from different
Technical and validity of
6 experts or experts
conference information.
specialists in the  Data collected may fail to reflect the
 Save time
field of interest. reality in the organization.

3.6. CRITICAL INCIDENTS
 Useful for performance  Do not help identify the routine

Supervisors record examples
Critical of employee behavior that activities performed.
7 appraisal or training and
incidents illustrates effective or  Take time and effort to maintain the
development
ineffective job performance. critical incidents reports.

4. JOB DESIGN

4.1. THE JOB CHARACTERISTICS MODEL (JCM)

4.2. JOB DESIGN METHODS
Job design is the specification of the content of the job, the material and equipment required to do the job, and the
relationship of the job to other jobs.

4.2. JOB DESIGN METHODS
Objectives of job rotation:

 Reduce the monotony
 Succession planning
 Create right employee-job fit
 Expose employees to all verticals of the company
 Test employees skills and competencies
 Develop a wider range of work experience

4.3. JOB CRARFTING
 Job crafting refers to the phenomenon that employees customize their jobs by actively changing their tasks and
interactions with others at work.
Slemp & Vella-Brodrick (2013)

4.3. JOB CRARFTING
 Job crafting by Tims et al. (2012):

5. CASE STUDY

5. CASE STUDY
8 TYPES OF WASTE IN BUSINESS PROCESSES

5. CASE STUDY

5. CASE STUDY
 The matrix structure:
 Employees are generally accountable to more than one boss
 There are usually two separate chains of command
 The matrix structure is designed to be partially impermanent
 There are two kinds of managers: functional managers and project managers
 Managerial roles are fluid, not fixed
 The balance of power between functional and project managers isn't organizationally defined

5. CASE STUDY
 Advantages of Matrix Structure:
 Rapid creation of efficient large-scale, project structures without disrupting the organizational system
 Efficient use of limited resources
 Clear articulation of project objectives
 Integration between project objectives and functional objectives
 Rapid information flow throughout the project
 Retention of expert teams through the project life
 Rapid return of team members back into the functional organization upon project completion
 Development of team spirit and high morale
 Phasing out the silo culture
 Disadvantages of Matrix Structure:

 Potential for conflicting management directives (two-bosses problem)
 Project members playing bosses against one another
 Increases organizational complexity
 Requirement for high degree of cooperation between functional and project management
 Difficulty of establishing priorities suiting both functional and project management
 Possible slowdowns in management reaction to events when two structures required for solution
 Possible structural collapse in "crunch time"
 Increase in management overhead costs

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TUTORIAL 04

JOB ANALYSIS AND JOB DESIGN

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Explain the system approach to job analysis and describe

Recall and describe different methods of data collection for

Recall, describe and explain elements of job analysis

Recall and describe different methods of job design, and

Explain how organizations apply ergonomics to design safe jobs

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

EQUIPMENT ACTIVITY OUTPUT

 Special equipment (Tasks that are required  Product, information, service

Adapted from Hubspot

Adapted from Hubspot

Adapted from Hubspot

Employee Employee Employee Employee Employee Employee Employee

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

STATEMENT DEFINITION RECOMMENDED ITEMS

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

NO METHOD DEFINITION ADVANTAGE DISADVANTAGE

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

 Useful for performance  Do not help identify the routine

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Objectives of job rotation:

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Slemp & Vella-Brodrick (2013)

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

8 TYPES OF WASTE IN BUSINESS PROCESSES

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Prepared by: Mr. Nguyen Vuong Khoi (MIB)

Adapted from Hubspot

 Disadvantages of Matrix Structure:

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