QUIZ #2

1. Discuss briefly the organization ‘s structure and work-flow process.

An organizational structure is a system that outlines how certain activities are directed in
order to achieve the goals of an organization. These activities can include rules, roles, and
responsibilities. The organizational structure also determines how information flows between
levels within the company. It affects organizational action and provides the foundation on which
standard operating procedures and routines rest. It determines which individuals get to participate
in which decision-making processes, and thus to what extent their views shape the organization's
action. It can also be considered as the viewing glass or perspective through which individuals see
their organization and its environment. Also, it can be structured in many different ways, depending
on its objectives. The structure of an organization will determine the modes in which it operates and
performs. Organizational structure allows the expressed allocation of responsibilities for different
functions and processes to different entities such as the branch, department, workgroup, and
individual.

Work-flow design is the process of analyzing the tasks necessary for the production of a
product or service, prior to allocating and assigning these tasks to a particular job category or
person. It refers to a series of activities or tasks that need to be completed sequentially or in parallel
to achieve a business outcome. In most cases, the process is linear and proceeds in a sequence
determined by actions or pre-defined business rules. Workflow process mapping involves illustrating
these activities and rules as well as identifying the actions whether they are automated, from another
system, or human-based. While the idea of workflow processes began in the manufacturing sector,
modern businesses have adopted the term to capture and optimize business processes. This is
often referred to as "business process management." Business analysts use workflow tools like
Integrity to automate these processes and eliminate as many manual steps as possible.
2. Provide an example a typical output, activities, and inputs in the production of a product
or service.

3. What is job analysis and explain further its importance in human resource management.

It is a systematic process of collecting the information on nature of a job, qualities and

qualifications required to a job, physical and mental capabilities to required to a job, duties and
responsibilities, physical and mental effort required to perform a job, necessary skills required to
perform a job, working conditions and environment for a job, in order to describe job description
and job specification, for recruitment and selection of employee, improve job satisfaction, employee
safety and to build up employee motivation etc.

It helps in analyzing the resources and establishing the strategies to accomplish the
business goals and strategic objectives. Effectively developed, employee job descriptions are
communication tools that are significant in an organization's success. The main purpose of
conducting job analysis is to prepare job description and job specification which would help to hire
skilled workforce. Job description is a statement of information about duties and responsibilities of
a particular job. whereas job specifications are a statement of information about qualifications,
special qualities, skills and knowledge required for an employee to fit for a job. Therefore, job
analysis enables recruiter/employer to have a deep insight of a job, with that, recruiter can easily
track candidates who have required qualifications and qualities to perform a job.

Job Analysis can be used to identify areas where an employee needs training, since job
analysis make it clear to understand about core duties and responsibilities of a job. Besides, it
provides information to develop suitable training material for a job to be performed by an employee
after completion of his training. Compensation management/salary administration is one of core HR
functions. salary for a job is decided on skill level required, duties and responsibilities, qualification
and experience level/seniority, altogether, called as compensable factors, which could be known by
job analysis only. But there is a separate method to determine value of job that is called as job
evaluation which is part of job analysis. Job evaluation is process of valuing or determining how
much is to be paid for a job. Job evaluation is mainly used when a specific job or a single job is to
be evaluated or when there are different jobs in same or when their jobs based on projects or
piecework. However, job analysis has its own importance in concluding
compensation/remuneration/ salary of an employee.

No organization exists without goals and objectives to achieve, performance standards to

be maintained by every employee and reviewing performance of employees. These could be cross
checked with outcome of job analysis of a job, whether outcome of job analysis of a job is in tune
with goals and objectives of an organization or not, performance standards are being maintained or
not and reviewing employee performance based on performance standards or not.

4. What are the job analysis techniques and when do you consider each or a combination
of each technique applicable for a variety of human resource activities?
Job analysis in HRM helps establish the level of experience, qualifications, skills and
knowledge needed to perform a job successfully. Now, there are obviously a vast number of
different techniques that facilitate the job analysis process that HR can use to ensure an
employee is performing at their best. However, we can really boil these down to 3 job analysis
methods that every HR professional needs to know. (1) Interview, with this job analysis method,
job analysts conduct interviews with incumbents to collect information about their tasks and how
they are coping with them. Interviews can be structured and unstructured depending on your
corporate culture. Structured interviews follow a systematic approach where employees are
interviewed accurately and consistently, following a preset format. It has a high level of reliability
and validity. While, Unstructured interviews, on the other hand, unravel without a preset
structure. The interview process is carried out as a conversation with no specific questions
predefined. Nevertheless, the interviewer should make the purpose and focus of the interview
clear to the employees. Namely, that the purpose of the interview is to understand their job role
better in order to improve or modify their role. Using interviews as the only job analysis method
has several drawbacks, too. One disadvantage of using the interview job analysis method is that
employees may exaggerate or omit vital details. To overcome this possible issue, HR
professionals and job analysts should interview more than one employee in the same position.
This will provide more reliable results and data for the job analysts and HR professionals to work
with.
(2) Questionnaires requires employees, supervisors, and managers to fill out forms,
namely questionnaires. It’s one of the most widely used job analysis methods because it’s
inexpensive to create and easy to distribute to numerous individuals at a faster rate.
Questionnaires can have different question forms, such as open-ended questions, multiple
choice, checklists or a mix of all of them. Questionnaires used for job analysis collect data about
all aspects that influence how a job is completed, including both internal and external factors.
Although questionnaires help begin the job analysis process, they are not enough to collect data
that is both reliable and useful. They merely scratch the surface of job analysis. In fact,
questionnaires do have several disadvantages, such as question misinterpretation, high non-
response rates and inaccurate information given by participants. And inaccurate data is the
complete opposite of what job analysts aim for. Going back to the scientific example.
Questionnaires create that larger sample size but do so in a way that is less authentic and,
therefore, less impactful. Although questionnaires help begin the job analysis process, they are
not enough to collect data that is both reliable and useful. They merely scratch the surface of job
analysis. In fact, questionnaires do have several disadvantages, such as question
misinterpretation, high non-response rates and inaccurate information given by participants. And
inaccurate data is the complete opposite of what job analysts aim for.

Going back to the scientific example. Questionnaires create that larger sample size but do so in
a way that is less authentic and, therefore, less impactful. (3) Observation, this enables job
analysts to observe employees in their daily routines. The information collected through
observation is extremely useful and reliable since it’s via first-hand knowledge. Observation is
the only job analysis method that allows the job analyst or HR professional to directly obtain the
data, whereas other job analysis methods collect data indirectly and in an orchestrated
environment. When using this particular method, a job analyst observes an employee and
records what they do and do not do. This helps job analysts and HR professionals reach a more
reliable conclusion. So, in other words, this process allows the analyst to create a wide-reaching
sample pool while also understanding the factors at work when observing employees. It stands
to reason that an employee will work harder when they know they are being analyzed - though
it still gives the analyst a good framework to judge how well the role is being performed.
5. Provide a sample jot title, identify the tasks performed and the skills required in a given
job.
Accounting Administrative Assistants provide clerical assistance to an organization’s
accounting department or team. Their role differs from general administrative employees
because they also perform basic accounting functions. They must be able to perform general
office duties, like answering phones and greeting customers as well as perform higher-level
functions, such as processing invoices and preparing deposits. An Accounting Administrative
Assistant must be also reliable and highly organized. They should possess excellent
communication skills both verbally and in writing and work equally well independently and in
teams.

6. Explain the different approaches to job design

The four approaches to job design are mechanistic, motivational, biological, and
perceptual-motor approach. (1) Mechanistic Job Design, in this method, each worker is
required to do only one or two simple things, over and over again. Though it is fairly easy to learn
and do these jobs, but is usually boring. The workers are generally dissatisfied and unmotivated
and have high rate of absenteeism. (2) Motivational Job Design, it has been experienced that
employees have responsible jobs are more motivated and satisfied with their position. A high
level of autonomy makes workers more responsible and accountable for their acts. The jobs
having characteristics of skill variety, tasks identify, task significance, autonomy, and feedback,
highly motivate and satisfy the employee. (3) Biological Job Design, jobs with lesser physical
work are preferred as in such cases there is less chances of accidents. The branch of science
which deals with this approach is known as ‘Ergonomics’. (4) Perceptual Job Design, this
approach seeks to ensure that the mental demands of their work do not exceed workers’ mental
capabilities.

7. What are the possible trade-offs among the various approaches to designing jobs?
Like any other approaches, job design approaches also have its trade-offs and
disadvantage.
In mechanistic approach, increased absenteeism means less happy, less inspired workers. It
can also lead to health complaints and accidents from physical wear and carelessness that can
result from extremely repetitive and machine-paced work. In motivational approach, they
appear to have longer training periods and are more difficult for the workers due to their
emotional needs. In addition, workers are more likely to feel stress and mental overload due to
the existence of highly motivating work, and errors are more likely to occur. In biological
approach, changes in environment needed to implement this approach is prohibitively
expensive and only applies to traditionally heavy industry jobs that involve physical tasks and
environment stressor. And perceptual-motor approach, since employment may be less
mentally challenging, happiness and motivation may be decreased.