HUMAN RESOURCE

MANAGEMENT
NGUYEN VAN THUY, PhD

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 CHAPTER 3

WORK DESIGN
Challenges in Global Environment

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 Introduction

❖Designing work to meet the needs of

employers and employees is challenging

❖Jobs continually change

❖Jobs must also be continually redesigned

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 The Workforce Profile
❖ Labor force participation rate: Percentage of the
population working or seeking work
❖ Important elements
▪ Age
▪ Skill gaps
▪ Work ready credentials
▪ Generational differences
▪ Part timers, self-employed, and multiple job
holders

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 Nature of Work and Jobs
❖ Work: Effort directed toward producing or
accomplishing results

❖ Job: Grouping of tasks, duties, and

responsibilities that constitutes the total work
assignment for an employee

❖ Workflow analysis: Study of the way work

(inputs, activities, and outputs) moves through
an organization

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 Typical Division of HR
Responsibilities: Job Analysis

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 JOB ANALYSIS
❖ Jobs have outcomes, responsibilities, tasks and
functions
❖ Overall, all jobs should relate to achieving corporate or
strategic objectives
❖ Job analysis is:
▪ The accurate analysis, design and implementation of
jobs
▪ An ongoing process of determining the competencies
required to ensure they remain relevant

Job analysis is the systematic process of determining

the skills, duties, and knowledge required for
performing jobs in an organization.
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 Job Analysis
❖ Gathering and analyzing information about the
content, context, and the human requirements of
jobs
❖ Purpose
▪ Aids in HR planning, recruiting, and selection
▪ Provides accurate information for equal
employment opportunity matters
▪ Is the basis for compensation, training, and
employee performance appraisals

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Strategic model for job requirements

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Interrelationship

of job analysis

and HRM

processes

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 Linkage to HR functions
1. Recruitment 4. Performance
- job description and management
person specification ▪ criteria for evaluation
2. Selection of job holder against
KRAs and KPIs
- objective assessment
▪ may also reveal
- valid criteria
change factors
3. Learning and
5. Remuneration
development
management
- identify discrepancies
▪ ‘comparable worth’
- remuneration
▪ differential pay
- career development

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 Job Analysis:
A Basic Human Resource Management Tool

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Elements of the job analysis process and its functions

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Workflow Analysis

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 Job

Analysis

in

Perspective

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 Task-Based Job Analysis

Task
• Distinct, identifiable work activity composed of
motions

Duty
• Work segment composed of several tasks that
are performed by an individual

Responsibilities
• Obligations to perform certain tasks and duties

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 Competency-Based Job Analysis
❖ Competencies: Individual capabilities that can
be linked to enhanced performance by
individuals or teams

▪ Technical competencies

▪ Behavioral competencies

❖ Identifies competencies that drive employee

performance

❖ Influences individual and organizational

behaviors

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5 Stages

in the

Job

Analysis

Process

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 Job Analysis Methods

Observation
• Work Sampling
• Employee Diary/ Log

Interviewing

Questionnaire
• Job Analysis Questionnaire
• Managerial Job Analysis Questionnaire

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Typical Areas Covered in a Job Analysis
Questionnaire

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Behavioral Aspects of Job Analysis

Current Incumbent Emphasis

• Focus on core duties and necessary knowledge,
skills, and abilities

Inflation of Jobs and Job Titles

Employee and Managerial Anxieties

• Employee Fears
• Managerial Straitjacket

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 Job Description and Job
Specifications
Job Description

• Identification of the tasks, duties, and responsibilities of a job

Job Specification
• Knowledge, skills, and abilities (KSAs) an individual needs to
perform a job satisfactorily

Performance Standards
• Indicators of what the job accomplishes and how performance
is measured in key areas of the job description

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 Job descriptions
‘A written description of a job, the duties performed and
the conditions under which they are performed.’
Traditionally contained: Today often contains:
▪ title ▪ title
▪ identification ▪ identification
▪ accountability ▪ Org. chart of
statement accountability processes
▪ roles and goals ▪ position purpose
▪ authority ▪ key outcomes
▪ environment ▪ KPIs
▪ competency requirements
 Job Description Components
Identification
• Job title and reporting relationships
• Department and location
• Date of analysis

General Summary
• Job’s distinguishing responsibilities and components

Essential Job Functions and Duties

Job Specifications
• Knowledge, skills, and abilities
• Education and experience
• Physical requirement and working conditions
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 Job Design and Job Redesign
❖ Job design: Organizing tasks, duties,
responsibilities, and other elements into a
productive unit of work

▪ Influences performance

▪ Affects job satisfaction

▪ Impacts both physical and mental satisfaction

❖ Job redesign: Changing an existing job so as to

improve it

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Some Characteristics of Jobs and People

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 Types of Employees
❖ Full-time employees

❖ Part-time employees

❖ Independent contractors

❖ Temporary workers

❖ Contingent workers: Not a full time employee,

but a temporary or part-time worker for a
specific period of time and type of work

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 Person Job Fit
❖ Matching characteristics of people with
characteristics of jobs
❖ Based on the fact that people will differ on what
they consider good or bad job

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 Approaches to Job Design

Job Enlargement
• Broadening the scope of a job by expanding the number
of different tasks to be performed

Job Enrichment
• Increasing the depth of a job by adding responsibility for
planning, organizing, controlling, or evaluating the job

Job Rotation
• Process of shifting a person from job to job

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Characteristics of Jobs to Consider in Design

Skill Variety
• Extent to which the work requires several activities for successful completion

Task Identity
• Extent to which job includes a whole identifiable unit of work that is carried out from
start to finish

Task Significance
• Impact the job has on other people

Autonomy
• Extent of individual freedom and discretion in the work and its scheduling

Feedback
• Amount of information employees receive about how well or how poorly they have
performed

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Job Characteristics Model

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 Special Types of Team

Special-purpose team: Formed to address specific

problems, improve work processes, and enhance the
overall quality of products and services

Self-directed team: Composed of individuals who are

assigned a cluster of tasks, duties, and responsibilities to be
accomplished

Virtual team: Composed of individuals who are separated

geographically but linked by communications technology

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 Benefits of Work Teams

Improved Productivity

Increased Employee Involvement

Greater Co-worker Trust

Widespread Individual learning

Greater Employee Use of Knowledge

Diversity

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 Telework
Advantages Disadvantages
❖ Less expenditure for ❖ Possibility of working
employees more hours
❖ Saves commuting time ❖ Lack of face-time
❖ Improved productivity ❖ Perceived lack of control
and the need for less and physical monitoring
work space ❖ Income tax laws
❖ Helpful in reducing
turnover

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Work Schedule Alternatives

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 Flexibility Scheduling
❖ Relaxes the traditional time clock control of
employees, while still covering workloads
❖ Improves quality of an employee’s personal and
family life
❖ Work-life balance: Employer-sponsored
programs designed to balance work and
personal life
▪ Improves recruiting and retention by attracting
and keeping people who need the flexibility

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 NGUYEN VAN THUY, PhD
thuybanker2018@gmail.com

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