Job Design & Analysis

Team Teaching
Department of Industrial & System Engineering - ITS
 The Basics of Job
1 Analysis
 Organization Chart

◉ Organizations consist of
positions that must be staffed.
◉ The organization chart shows
the title of each supervisor’s
position and, by means of
connecting lines, who is
accountable to whom, who has
authority for each area, and
who is expected to
communicate with whom
Job Analysis

◉ The procedure for determining the duties and skill

requirements of a job and the kind of person who should be
hired for it
◉ The identification of criteria necessary for successful
performance in a given job
◉ Identifies KSAs
○ Knowledge required
○ Skills required
○ Abilities needed
General Type

Job Oriented Worker Oriented

Job vs Worker Oriented
Analysis
Job-Oriented: Worker-Oriented:
o Analysis of tasks necessary o Analysis of the skills and
to complete the job abilities required
o More concrete • intelligent
• self-motivated
o Ex: college student
• able to work alone
• attend lectures • able to integrate diverse
• take notes
information
• read text
• good long-term memory
• write papers
• time-management skills
• do homework
 Job
Job Description
Specification

JOB
ANALYSIS
The Results of Job
Analysis
◉ Job Description: a written summary of the tasks, duties,
responsibilities, working conditions, that a particular job
entails.

◉ Job Specification: a list of the knowledge, skills, abilities,

and other characteristics (KSAOs) that an individual must
have to perform a job successfully.
KSAOs
Information Collected (1/3)

◉ Work activities: Information about the job’s actual work

activities, such as cleaning, selling, teaching, or painting.
This list may also include how, why, and when the worker
performs each activity.

◉ Human behaviors: Information about human behaviors the

job requires, like sensing, communicating, lifting weights, or
walking long distances.
Information Collected (2/3)

◉ Machines, tools, equipment, and work aids: Information

regarding tools used, materials processed, knowledge dealt
with or applied (such as finance or law), and services
rendered (such as counseling or repairing).

◉ Performance standards: Information about the job’s

performance standards (in terms of quantity or quality levels
for each job duty, for instance).
Information Collected (3/3)

◉ Job context: Information about such matters as physical

working conditions, work schedule, incentives, and, for
instance, the number of people with whom the employee
would normally interact.

◉ Human requirements: Information such as knowledge or

skills (education, training, work experience) and required
personal attributes (aptitudes, personality, interests).
 Use of Job Analysis
Information (1/2)
◉ RECRUITMENT & SELECTION
○ Information about what duties the job entails and what human
characteristics are required to perform these duties helps
managers decide what sort of people to recruit and hire.
◉ PERFORMANCE APPRAISAL
○ A performance appraisal compares each employee’s actual
performance with his or her duties and performance standards.
Managers use job analysis to learn what these duties and
standards are.
 Use of Job Analysis
Information (2/2)
◉ COMPENSATION
○ Compensation (such as salary and bonus) usually depends on
the job’s required skill and education level, safety hazards,
degree of responsibility, and so on—all factors you assess
through job analysis.

◉ TRAINING
○ The job description lists the job’s specific duties and requisite
skills—thus pinpointing what training the job requires.
 Steps Conducting
Job Analysis
Review Relevant
Background Information
Decide How You Will Use Select Representative
About the Job, Such as
the Information Positions
Organization Charts and
Process Charts

Verify the Job Analysis

Develop a Job Information with the
Description and Job Worker Performing the Analyze the Job
Specification Job and with His or Her
Immediate Supervisor
Example of Job Description (1/2)
Example of Job Description (2/2)
Comparing Job Description & Job Specification
 Methods for Collecting Job Analysis
Information

Quantitative
Participant
The Interview Questionnaires Observation Job Analysis
Diary/Logs
Techniques
Quantitative Job
Analysis Techniques
◉ POSITION ANALYSIS QUESTIONNAIRE

◉ DEPARTMENT OF LABOR (DOL) PROCEDURE

Position Analysis
Questionnaire
◉ The position analysis questionnaire (PAQ) is a very popular
quantitative job analysis tool, consisting of a questionnaire
containing 194 items.
◉ The 194 items each represent a basic element that may play a role
in the job.
◉ The items each belong to one of five PAQ basic activities:
1. Having Decision-Making/Communication/Social
Responsibilities,
2. Performing Skilled Activities,
3. Being Physically Active,
4. Operating Vehicles/Equipment, and
5. Processing Information.
PAQ Example

Rate the extent to which each is used by the worker as a source of

information in performing the job:
Extent of Use: N - Does not apply
1 - Very infrequent
2 - Occasional
3 - Moderate
4 - Considerable
5 - Very substantial
1.___ Written materials (books, reports, articles).
2.___ Quantitative materials (graphs, tables of numbers)
3.___ Measuring devices (calipers, tire pressure gauges, thermometers)
4.___ Features of nature (landscapes, geological samples, cloud
formations)
 Department of Labor
(DOL) Procedure
◉ Experts at the U.S.
Department of Labor did
much of the early work
developing job analysis.
◉ They used their results to
compile what was for many
years the master book of
job descriptions, the
Dictionary of Occupational
Titles
 Writing Job
2 Description
JOB DESCRIPTION
contains section of:
◉ Job identification
◉ Job summary
◉ Responsibilities and duties
◉ Authority of incumbent
◉ Standards of performance
◉ Working conditions
◉ Job specification
Three Approaches of
Job Analysis

Job Analysis

Job requirements Competency-based Job rewards

approach approach approach

Specific tasks General KSAOs, Extrinsic and

and KSAOs Job-spanning Intrinsic rewards
Job Requirement
Approach
◉ The conventional approach
◉ Goals:
○ Identifying the specific skills, specific tasks & duties
○ Methods
○ Critical incidents technique
○ Position analysis
○ Functional job analysis
Job Requirement
Approach
THE BEST FIT APPROACH

◉ A more recent, innovative approach

◉ Extending the job requirement approach in several ways
◉ From single job to multiple jobs
◉ From specific job to general job categories
◉ The focus is not on the specific skills, but on general or generic
KSAOs
○ Web designer: Technical expertise; adaptability;
communication skills
○ Soccer player: Muscle strengths; cardio-pulmonary strengths
Example
Competency-based Approach

◉ Sales: Equipment supplier for Life Science Research

◉ Specific skills: Sales techniques, bargaining and negotiation
skills, knowledge on the specific products (e.g., fMRI, eye-
tracking system, etc.)
◉ General skills: General understanding on scientific matters
(e.g., single or multiple origin; conflict and complement
between religion and science; limitation of quantum
mechanics…. etc.)
 Cont...

Competency-based Approach
Job Reward Approach

◉ Defining and identifying jobs in terms of “rewards”

○ Extrinsic rewards
• It includes pay, benefits, promotion opportunity
• Identifying these rewards are straightforward
• Most are the objective facts associated with the jobs
○ Intrinsic rewards
• Autonomy, utilization of skills and knowledge, skill
mastering, completing “meaningful” tasks
• Identifying or “inferring” these rewards may need more
skills
 Job Reward Approach

Analyzing (extrinsic) rewards dimensions:

o Amount of rewards
o Reward differential
o Equity vs. equality
• Equity: rewards are allocated primarily based on individual contribution
• Equality: rewards “tended” to evenly distribute to team members
o Reward stability
o Remains stable over time?
o Jobs in public sectors: rewards are highly stable
o Jobs in investment banks: rewards are less stable
 Job Reward Approach
Analyzing (intrinsic) rewards dimensions:
o Skill variety: The degree to which the job requires a variety of different activities so the worker
can use several different skills and talents
o Task identity: The degree to which the job requires completion of a whole and identifiable
piece of work
o Task significance: The degree to which the job has a substantial impact on the lives or work of
other people
o Autonomy: The degree to which the job provides substantial freedom, independence, and
discretion to the individual in scheduling the work and in determining the procedures to be
used in carrying it out
o Feedback: The degree to which carrying out the work activities required by the job results in
the individual obtaining direct and clear information about the effectiveness of his/her
performance
End of Session.