Job Design, Job

J Analysis,
annd
HR Pl
Plaanning
i

Sessio
on 04
S b hi i W
Subashini Weerakotuwa
k t
Session outline

1 Job design

2 job
2. j b analysis
l i

3. HR p
3 planning
g
 The Workfo
orce Profile
Diversityy in the workforce
• Age
g and skill g
• Knowledge gaps
p
• Generational differences (baby boom
mers, X, Y, Z)
• Types
yp of employment
p y ((fulltime,, p
paart time,, temporary,
p y, seasonal,, contract
casual)
• Differentlyy able employees
p y

Changing conditions in the busineess environment

• PESTEL factors (e.g.
(e g COVID 19,
19 Econ
nomic crisis)
What is Job Design

Job design involves specifying th

he content and methods of job
• What will be done
• Who will do the job
• How the jjob
b will b
be done
• Where the job will be done

J b design
Job d i i a creation
is i off jobs
j b which
hi h individuals
i di id l ini the
h
organization have to perform.
Job design can be defined as the fun
nction of arranging tasks, duties and
responsibilities into an organizatiional unit of work for the purpose o
accomplishing a certain objective.

Task ‐ is a series of motion and is a disstinct identifiable small activityy

Duty ‐ is a series of tasks and is a largee work segment.

Responsibility ‐ is the obligation off performing the entrusted tasks and

duties successfully
Example:
ob Task Duty

University lecturer • Preparation of lecture materials • Delivering lectures

• Developing L1 form
• Reading materials
• Preparation of questio
ons

T&D manager • Identification of training needs • Implementation of training

• Design the training pro ogramme and development programs
• Training evaluation for all staff members
• Preparation of annual training plan
Job Design is a process thatt integrates work content, the
rewards and the qualifications required for each job in a way
that meets the needs of employeees and organisations.

It is an intentional attempt ma
ade to structure both technica
and social aspects of the job
b to attain a balance between the
job holder and the job.
Approaches to Job Desiign

Job
b Enlargement
l
Broadening the scope of a job by expan
nding the number of different tasks to be
performed

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

Job Rotation

Process of shifting a person from job to job

Self-managing teams
These are self
self-regulating
regulating teams who work
k largely without direct supervision

High-performance work design ((HPWS)

Setting up working groups in environm
ments where high levels of performance
are required

Scientific method

Maximize
M i i the h organizational
i i l productivi
d i ity
i by
b maximizing
i i i employee
l efficiency
ffi i
(job specialization)
Ch t i ti off Jobs
Characteristics J b to
to C id iin D
Consider i
Design

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

T k Identity
Task Id tit
Extent to which job includes a whole identifiablee unit of work that is carried out from start to finish

Task
k Significance
i ifi
Impact the job has on other people

Autonomy
Extent of individual freedom and discretion in th
he work and its scheduling

Feedback
Amount of information employees receive about how well or how poorly they have performed
1
Job Design & The Fu
uture of Work
E
Ergonomics
i
Compressed workweek
Flexi time
Job sharing
Transforming the workplace through remotee work
Digitization: A workforce at risk
Cross-training workers to perform multi-skillled jobs
Employee involvement and team approachess
Extensive use of temporary/part time/casua
al/contact/outsource workers
P idi meaningful
Providing i f l and
d rewarding
di jobs
j b
Ergonomics
g ((ergon
g - work or labor))
and nomos - natur ral laws)

1
Compressed work weeek
eek

1
Job Analysis
It is a systematics investigation of job
j and job holders characteristics in
order to create a collection of information that can be used to perform
various HRM functions.

S stematic process of determinin

Systematic ng the skills,
skills duties
d ties and knowledge
kno ledge
required for performing jobs in an
n organization

The procedure for determining the duties and skill requirements of a

jjob
b and the kind of p
person who sho
ould b
be hired for it

1
Job analysis involves identiffying and describing what is
happening on a job
job’

Purposeful and on-going organizatiional activity

Collecting, analyzing, and recordinng information

1
he process of job analysis
Job Description
-Tasks
Sources of -Duties
data -Responsibilities
-Job
b analyst
l
-Employee
-Supervisor Job Data
Tasks
-Tasks Human Resources
- Performance Functions
standards -Recruitment and Selection
- Responsibilities -Training and Development
-Knowledge
K l d and d Skillls
ll -Performance management
required -Compensation management
-Experience needed d
Methods of - Job context
collecting data -Equipment used Job Specification
-Interviews -Skill requirements
-Questionnaires -Physical demands
-Observations
Observations -Knowledge
requirements
-Abilities demanded 1
Bohlander and Snel
Methods of collecting inform
mation

1. The
Th Interview
I t i

2. Questionnaires
i i (Position
( i i Anallysis
l i Questionnaire)
i i )

3. Observation

4. Participant diary/log book

 . Unstructured
U t t d interview
i t i or structu
t tured
d interview:
i t i
• Group interview (Group of employees doin
ng the same job)
• Supervisor interviews (Employee
(Employee’ss direct supervisor)
s

2. Questioner: Requesting employees to

o fill out the questionnaires to collect job
elated duties and responsibilities
• Position Analysis Questioner (informa
ation input, Mental processes, Work output
Relationships
p with other p
persons,, Job
b con
ntext,, and Other characteristics))

3. Observations: It is the tool used to co

ollect information when direct observation
s use
useful.
u.

4. Diary/log book: Workers keep a diaary on a daily/regular basis recording wha

ctivities theyy p
perform/do
/ along
g with the time each activityy takes

1
Output
p of Job Analysis
y

J b Ana
Job A alysis
l i

Job Job
Description Specification

1
Job Description

Job description is a written statem

ment provides a list of job
job’ss duties
responsibilities, reporting relationship
ps, working conditions, and supervisory
responsibilities
espo s b t es

A statement of the tasks, duties and resp

ponsibilities of a job to be performed
1. Job identification (title, department, date,, supervisor, job family, salary grade etc.).
2. Job summary (major functions)
3. Relationships (report to, work with, superrvise, outside the company)
4. Responsibilities & duties
5. Authority
6. Standards of performance
7. Working conditions

2
Job Specification

A summary of a job’s human reequirements, that is, the requisite

education, skills, personality, and
d other personal qualities required
for getting the job done

A statement of the specific knowle

kno leedge,
edge skills and abilities of a person
who is to perform a job needs

A list of job’s human requiremen

nts that is, the requisite education
skills,, p
personalityy and so on

2
Potential problems in job analysis

• Lack of top
p management
g support
pp

• Relying on single source (Intervieewing the job holder or distributing

questionnaire) to gather data

• The line manager and the employeee do not participate in the design of th
job analysis

• Activities may be distorted (employeees may submit the distorted data)

• Changing environment (competitivee environment) demands modification

in job description and job specificatio
on

2
Benefits of job analys
sis information

Job Ana
alysis

Job descr
ription
and speciffication

Recruitment Training &

and Selection Performance Compensation
Development
Decisions Appraisal Decisions
requirements

2
Dessler (2003: 61)
Discussion topic

. How existing economic crisis in Srii Lanka impact on Job design and job
analysis process? Discuss with referencce to your own company.

2. Discuss how job analysis acts as a basic human resource management tool in
carrying out the following human ressource management functions.
1. Staffing

2. Training and Development

3. Employee performance management

4. Compensation

2
Human Resource Planning
P
HRP is the process by which an organization
o ensures that it has the
right number and kinds of people, at the right place, at the
right time, capable of effectivelly and efficiently completing those
tasks that will help the organizattion to achieve its overall strategic
objectives

Employment planning is the pro

ocess of deciding what positions
the firm will have to fill, and how to fill them

2
HRP is the process of determiining future employee needs and
deciding steps or strategies to ach
hieve those needs for the purpose o
accomplishing organization goals and objectives

HRP is the system

s stem of matching th
he Supply
S ppl of People -internally
internall
(Existing employees) and Ex
xternally (Those to be hired)
with the job openings (Demand) the organization expects to have
over a given time

2
Human Resource Pla
anning Process

Senior Man nagement

-Defines organizationall Vision, Mission, and
Strategic objectives
o

Human Reso ource Division

Definition of time span, scope of
o detail of plan, and collection of
comprehensive and a accurate information

Demand Forecast Supply Forecast

A
Assessment t off ffuture
t A
Assessment t off currentt h
human
requirements resource
-Trend analysis -Qualification inventories
-Statistics -Position replacement
p chart

Human Resource
R Plan
M t hi off d
Matching demand d and supply l fforecasts,
t ididentifying
tif i
key areas, and assesssing current utilization of
emmployees Tyson (2008)
2
 Linking HRP to the Bus
siness-Level Strategy
• An organization’s Business-Level strategy is all
a about how to compete in a given market and
gain competitive advantage over competitors.
• F
For example,
l SONY produces
d ‘Di it l Camera’
‘Digital C ’ and
d PANASONIC also
l produces
d ‘Di it l Camera’.
‘Digital C ’
Both are competitors for each other.
• SONY’s business-level strategy may be to offer ‘better quality Digital Camera with more
features’ than ‘PANASONIC’
features PANASONIC in the market.
market As a result,
result it can gain advantages (increased
customer attraction towards it’s product).
• In order to link HRP to Business-Level strateegy, HR Staff need to be familiar/knowledgeable
with the Business Strategy.
Strategy In addition,
addition HR Sttaff should know the human resource implications
of the organization’s business strategy.
• In the case of SONY example, if the organiza ation wants to offer ‘high quality product’ (Digital
Camera) it needs competent scientists ( R & D) to come up with better product in terms of
Camera),
design, features, durability, and reliability. Therefore,
T SONY’s HR Department needs to take
into account of this in designing HRP.

2
 HRP Proc
cess

Forecast future dem

mand for HR

E ti t HR
Estimate R supply
l

C
Compare fforecastt d
demand
d with
with estimated
ti t d supply
l

Decide strategiess to be taken

Assess HRP
P effort
ff
29
 1 Forecast future d
1. demand for HR
How many
y (Quantitative)
Q employ
p yyees we need in the future?
What kind (Qualitative) of employees we need in the future?

•Demand for the product •Resignations

•Strategic plans of the •Deaths
organization •Leaves of absence
•Production methods •Terminations
•Retirements •External factors
3
 2. Estimate
e HR supply
pp y
• How many employees we have at variious levels?
• What kind of employees we have at various levels?
Internal sources

Qualifications inventories (skill an

nd managerial inventory)
• Manual or computerized records lissting employees’ education, career and
development interests, languages, special
s skills and so on, to be used in
selecting inside candidates for promo
otion
Personnel replacement charts
• Company records showing presen
nt performance and promotability of
i id candidates
inside did f the
for h most impor
i rtant positions
ii
3
Replacement Chart: An Example
Finance Director
r (Headquarters)

Finance Manager
Fi M - Finance Manager
M
Manager- Finance Manager
Manager-
Albert (South Bernardd (East Collins (European
Asian Region) Asian Region)
R Region)

Required Requ uired

i d Required
R i d
Development: None Developpment: Development: None
Executive deevelopment
course on strategic
plannning

Present Performance
Promotion Potential
Outstanding Ready now
Satisfactory Needs further training
Needs Improvement Questionable 3
Succession planning
Succession planning focuses on id
dentifying and growing talent to fil
leadership and business-critical po
ositions in the future.

Process:
– identify key positions
2 – identify potential successors
3 – determine when will the potentiial successors be ready
4 – determine what development neeeds do they have
5 – ensure an ongoing
g g commitmentt

3
 Estimate HR supply
s (cont’d)

• External sources (labour mar

rket)
• Factors impacting the supply of outside candidates

• Unemployment rates
• General economic condition
ns
S
Sources off information
i f ti
• Labour statistics
• Foreign bureaus

3
3 Compare: Labor demand and labor supply
3.

Job Forecast Es
stimated Supply Net employee
Demand requirement

Production Supervisor 02 02 00

Finance Manager 01 00 -01

S l R
Sales Representatives
i 01 04 +03

3
 4. Decide strate
egies to be taken

S
Surplus
l Sh t
Shortage
• Hiring Freeze • Hiring
• Reduction of reward
expenditure • Overtime
• Voluntary departure • Hire part-time employees
• Early retirement
• Formal
F l outplacement
t l t • Hire casual employees
facilities • Capital substitution
• Termination
• p y
Outsource employees

3
 5 Assess HRP
5. H effort

• Evaluation success or failure

e of the HRP effort is a difficult
task.
task
• Whether or not the organizatio
on has the people it needs?

• Right people at right place at riight time?

3
Discussion questions
. Environmental scanning (sysstematic monitoring of externa
factors) is considered as a criitical element in human resource
planning. Explain with exampless.

2 Poor Human
2. H man Resource
Reso rce Plannin
ng can cause
ca se substantial
s bstantial problem
for an organization both in the short and long terms. Discuss.

3. Why is HRP important for organ

nizations?