CH 4

© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use.
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manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part..
Need to Know
1. Elements of work flow analysis and how work flow is related

to an organization’s structure.
2. How to obtain information for a job analysis.
3. Elements and trends in job analysis and their significance in
HRM.
4. Methods for designing a job so that it can be done efficiently
and motivating.
5. How organizations apply ergonomics to design safe jobs and
plan for mental demands of a job.
© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any
manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.. 1-2
4-2
Work Flow In Organizations
Work Flow
Position Job
Design
•Process of • Set of job •Set of related
analyzing tasks duties duties.
necessary for performed by
production of a particular
a product or person.
service.
4-3
Figure 4.1:
Developing a Work Flow Analysis
4-4
Work Flow Design and Organization’s
Structure
Within an organization, units and individuals must
cooperate to create outputs.
The organization’s structure brings together people
who must collaborate to efficiently produce desired
outputs.
1. Centralized
2. Decentralized
3. Functional
4. Product or Customer
4-5
Firefighters work as a team.
They and their equipment
are the inputs and the
output is an extinguished
fire and the rescue of
people and pets.
In any organization or
team, workers need to be
cross- trained in several
skills to create an effective
team.
4-6
Job Analysis
Job Analysis
Process of getting
detailed information
about jobs.
Job Descriptions
Job Specifications
Job Descriptions
Job Description: a list of tasks, duties, and

responsibilities (TDRs) that a particular job entails.
Key components:
 Job Title
 Brief description of the TDRs
 List of the essential duties with detailed specifications of
the tasks involved in carrying out each duty
4-8
Figure 4.2:
Sample Job Description
4-9
Job Specifications
Job Specification: list of knowledge, skills, abilities,

and other characteristics (KSAO needed to
perform a particular job.
1. Knowledge: factual or procedural information
necessary for successfully performing a task.
2. Skill: an individual’s level of proficiency at
performing a particular task.
3. Ability: a general enduring capability that an
individual possesses.
4. Other Characteristics: job-related licensing,
certifications, or personality traits.
4-10
Figure 4.3:
Sample Job Specifications
4-11
Sources of Job Information
Incumbents – people who currently hold the

position in the organization.
Dictionary of Occupational Titles (DOT) – published by

U.S. Department of Labor
Occupational Information Network (O*NET) – an

online job description database developed by the
Labor Department
4-12
4-13
Position Analysis Questionnaire (PAQ)
What is it? Key sections:

A standardized job 1. Information input
analysis questionnaire 2. Mental processes
containing 194 questions
3. Work output
about work behaviors,
work conditions, and job 4. Relationships with
characteristics that apply other persons
to a wide variety of jobs. 5. Job context
6. Other characteristics
4-14
Fleishman Job Analysis System
What is it? Categories of Abilities:

Job analysis technique • Written
that asks subject-matter comprehension
experts to evaluate a job • Deductive reasoning
in terms of the abilities • Manual dexterity
required to perform the
• Stamina
job.
• Originality
4-15
Analyzing Teamwork
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any manner. This document may not be copied, scanned, Copyright
duplicated,©forwarded,
2009 by The McGraw-Hill
distributed, Companies,
or posted on a website,Inc. All Rights
in whole or part.Reserved.
Importance of Job Analysis
Job analysis is so • Work redesign

important to HR • HR planning
managers that it has
been called the building • Selection
block of all HRM • Training
functions. • Performance appraisal
Almost every HRM
program requires some • Career planning
type of information • Job evaluation
determined by job
analysis.
4-17
Table 4.1:
Competency Model
4-18
Trends in Job Analysis
 Organizations are viewed as a field of work needing

to be done, rather than as a set series of jobs held by
individual
 Dejobbing – designing work by project rather than
jobs.
4-19
Job Design
Job Design: the process of defining how work will

be performed and what tasks will be required in a
given job.
Job Redesign: a similar process that involves
changing an existing job design.
To design jobs effectively, a person must
thoroughly understand:
 job itself (through job analysis) and
 its place in the units work flow (work flow analysis)
4-20
Figure 4.4:
Approaches to Job Design
Designing Efficient Jobs
Industrial Engineering: study of jobs to find

simplest way to structure work to maximize
efficiency.
 Reduces complexity of work.
 Allows almost anyone to be trained quickly and easily
perform the job.
 Used for highly specialized and repetitive jobs.
4-22
Figure 4.5:
Characteristics of a Motivating Job
4-23
Designing Jobs That Motivate:
The Job Characteristics Model
1. Skill variety – extent to which a job requires a
variety of skills to carry out tasks involved.
2. Task identity – degree to which a job requires
completing a “whole” piece of work from
beginning to end.
3. Task significance – extent to which the job has an
important impact on lives of other people.
4-24
Designing Jobs that Motivate:
Job Characteristics Model
4. Autonomy – degree to which the job allows an
individual to make decisions about the way work
will be carried out.
5. Feedback - extent to which a person receives
clear information about performance
effectiveness from the work itself.
4-25
Figure 4.6:
Characteristics of a Motivating Job
4-26
Designing Jobs That Motivate
Job Enlargement
Job Enlargement - Broadening types of tasks

performed in a job.
Job Extension - Enlarging

Job Rotation - Enlarging
jobs by combining several
jobs by moving
relatively simple jobs to
employees among several
form a job with a wider
different jobs.
range of tasks.
4-27
Job Enrichment Self-Managing Work

Teams
• Empowering workers Have authority for an
by adding more entire work process or
decision-making segment
authority to jobs. Team members
motivated by
• Based on Herzberg’s autonomy, skill variety,
theory of motivation. and task identity.
• Individuals motivated
more by intrinsic
aspects of work.
4-28
Test Your Knowledge
Adding more tasks to an existing job is called

____________, while adding more decision- making
authority to jobs is called _________.
A.Job extension; job rotation

B.Job rotation; job enrichment
C.Job enlargement; job enrichment
D.Job enlargement; job rotation
4-29
Flexible Work Schedules
Flextime Job Sharing
• A scheduling policy in • A work option in which
which full-time two part-time employees
employees may choose carry out tasks
starting and ending times associated with a single
within guidelines.
job.
• A work schedule that
allows time for • Enables an organization
community and family to attract or retain valued
interests can be employees who want
extremely motivating. more time to attend
school family matters.
4-30
Figure 4.7:
Alternatives to
8-to-5 Job
Designing Jobs That Motivate Telework
Telework – the broad term for doing one’s work away

from a centrally located office.
• Advantages to employers include:
 less need for office space
 greater flexibility to employees with special needs
• Easiest to implement for managerial, professional, or
sales jobs.
• Difficult to set up for manufacturing workers.
4-32
Designing Ergonomic Jobs
Ergonomics – study of interface between individuals’

physiology and characteristics of physical work
environment.
• Goal is to minimize physical strain on the worker by
structuring physical work environment around the
way the human body works.
• Redesigning work to make it more worker- friendly
can lead to increased efficiencies.
4-33
Although employers in all
industries are supposed to
protect workers under the
OSHA “general duty”
clause, nursing homes,
grocery stores, and
poultry-processing plants
are the only three
industries for which OSHA
has published ergonomic
standards.
4-34
Designing Jobs That Meet Mental
Capabilities and Limitations
• Work is designed to reduce information-
processing requirements of the job.
• Workers may be less likely to make mistakes or
have accidents.
• Simpler jobs may be less motivating.
• Technology tools may be distracting employees
from their primary task resulting in increased
mistakes and accidents.
4-35
Ways to Simplify a
Job’s Mental Demands
Limit amount of information and memorization
that the job requires.
Organizations can provide:
 adequate lighting
 easy-to-read gauges and displays
 simple-to-operate equipment
 clear instructions
4-36
Summary
 Work flow analysis identifies:

 amount and quality of a work unit’s outputs
 work processes required to produce these outputs
 inputs used to carry out processes and produce
outputs
• Within an organization, units and individuals must
cooperate to create outputs, and organization’s
structure brings people together for this purpose.
• Job analysis is the process of getting detailed
information about jobs.
4-37
Summary
Job analysis includes preparation of

 Job descriptions
 Job specifications
 Information for analyzing an existing job often comes from
incumbents and their supervisors.
 The U.S. Department of Labor provides information:
 Dictionary of Occupational Titles
 Occupational Information Network (O*NET)
4-38
Summary
The nature of work and job design is changing.

 Viewing organizations in terms of a field of work needing
to be done instead of specific job descriptions
 Organizations are adopting project-based structures and
teamwork, which also require flexibility and ability to
handle broad responsibilities.
The basic technique for designing efficient jobs is

industrial engineering.
4-39
Summary
According to the Job Characteristics Model, jobs

are more motivating if they have greater skill
variety, task identity, task significance, autonomy,
and feedback.
Ways to create such jobs include:
 Job Enlargement
 Job Rotation
 Job Enrichment
 Self-managing work teams offer greater skill variety and
task identity
 Flexible work schedules and telework offer greater
autonomy
4-40
Summary
Goal of ergonomics is to minimize physical strain on

the worker by structuring the physical work
environment around the way the human body
works .
Employers may seek to reduce the mental as well
as physical strain and reduce errors and accidents.
 Job design may limit amount of information and
memorization involved.
 Technology tools may actually cause more distractions,
errors, and accidents.
4-41

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© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use.

Not authorized for sale or distribution in any

1. Elements of work flow analysis and how work flow is related

Job Description: a list of tasks, duties, and

Job Specification: list of knowledge, skills, abilities,

Incumbents – people who currently hold the

Dictionary of Occupational Titles (DOT) – published by

Occupational Information Network (O*NET) – an

What is it? Key sections:

What is it? Categories of Abilities:

Job analysis is so • Work redesign

 Organizations are viewed as a field of work needing

Job Design: the process of defining how work will

Industrial Engineering: study of jobs to find

Job Enlargement - Broadening types of tasks

Job Extension - Enlarging

Job Enrichment Self-Managing Work

Adding more tasks to an existing job is called

A.Job extension; job rotation

Telework – the broad term for doing one’s work away

Ergonomics – study of interface between individuals’

 Work flow analysis identifies:

Job analysis includes preparation of

The nature of work and job design is changing.

The basic technique for designing efficient jobs is

According to the Job Characteristics Model, jobs

Goal of ergonomics is to minimize physical strain on

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