Job Desgn Anlyss - DRTPPPT

Job Design & Job
Analysis
Postgraduate Diploma in
Business and Finance
(PDBF) Program
Human Resource
Strategy
Day 5. Activities Associated
with the Management of
Human Capital – Part 4
drtravisperera@gmail.com
HRM Goal: Match Person & Job
Person
KSAs Talents & Job
Interests Content, Context
Motivation
Job Context
Job Content:
Job Within the control
Outcomes of the person
Performance +
Satisfaction The environment
surrounding the job
1
Job Design
Productivity
Organizational
• Job Design: “It is concerned Objectives
Concerns
with changing, modifying Tasks, duties,
Efficiency,
Effectiveness,
and enriching jobs in order responsibilities
improvement
to capture the talents of
employees while improving
organization performance.”
(Bohlander and Snell, 2010)
Ergonomic Behavioral
Considerations Concerns
Human Physiology, Talents, Abilities,
Kinetics Commitment
Approaches to Job Design
• Mechanistic Approach
• Humanistic Approach
• Job Characteristics Approach
• Socio-Technical Systems Approach
2
Mechanistic Approach
• Work is fully planned out by the
management in advance and each
employee receives written instructions,
describing the task to be done
• Focuses on tasks, work methods and
flows, workplace layout, performance
standards, and interdependencies
between people and machines.
Humanistic Approach
• The Human Relations
SATISFIERS
approach recognized the need

to design jobs which are
interesting and rewarding.
• Herzberg’s research
popularized the notion of
DISSATISFIERS
enhancing need satisfaction

through what is called job
enrichment.
3
Job Design and Job Enrichment
• Job Rotation
• Moves employees from job to job giving them
opportunities to perform a greater variety of tasks
• Job Enlargement
• Expands number of tasks performed, usually at same level
of responsibility
• Job Enrichment
• Empowers employees to assume more responsibility and
accountability
How to implement job enrichment
• Vertical loading
• Allows staff to perform tasks at a range of different levels of
responsibility
• An employee in a vertically loaded job has some of the responsibilities
that management held previously.
• This approach, when implemented correctly, should lead into feelings
of personal accountability and responsibility for the work
outcomes .
• · Formation of natural work teams

• These are small groups of workers that come together to plan how
their work is best organized.
• The objective is to increase ownership of the task, which contributes to
the meaningfulness of work.
•
4
How to implement job enrichment
• Establishment of customer relationships and employee

ownership of the product
• As teams become more advanced, they will be able to meet with
customers and focus on the customers’ needs, not the needs of their
supervisors.
• There are three basic steps to achieve this:
1) the client must be identified
2) The contact between the client and the worker needs to be established
3) criteria and procedures are needed by which the client can judge the quality of
the product
• Employee receipt of direct feedback

• Helps employees to know whether their performance is improving,
staying at the same level or deteriorating.
Job Characteristics & Motivation
• People undertake actions according to the

probability that these actions will lead to some
instrumentally valued outcome
• People undertake actions to achieve their goals
• People act purposefully to fulfil their needs or to
overcome need deficiencies
• Individual action is motivated to achieve some
desired objective such as more resources, promotion
or additional power
5
Three Psychological States and Job Fit
• Experienced meaningfulness of work: The degree to

which the individual experiences the job as generally
meaningful, valuable, and worthwhile
• Experienced responsibility for work outcomes: The
degree to which the individual feels personally
accountable and responsible for the results of his or her
work
• Knowledge of results: The degree to which the
individual continuously understands how effectively he
or she is performing the job
The Five Job Characteristics

• Skill variety: The degree to which the job requires a variety of
activities that involve different skills and talents
• Task identity: The degree to which the job requires completion
of a ‘whole’ and identifiable piece of work,
• Task significance: The degree to which the job affects the lives
or work of other people
• Autonomy: The degree to which the job allows the individual
freedom, independence, and discretion regarding the work
• Feedback: The degree to which the job activities give the
individual direct and clear information about the effectiveness
of his or her performance
6
The Job Characteristics Theory
Core Job Critical
Characteristics Psychological Outcomes
States
Skill variety Task
identity Task Meaningfulness
significance
Work motivation
Growth
Autonomy satisfaction
Responsibility
General
satisfaction Work
effectiveness
Knowledge of
Feedback from job
results
Source: Hackman & Oldham (1975)
Strength of
employee growth
needs
Socio-technical
systems theory, which
synergizes the possibilities
of both social and technical
systems could be traced to Organizational
the Hawthorn studies culture
carried out in the late thirties

of this century which added The Social System The Technical System
•Plant
•People
the social dimension to the •Teams •Equipment
task system of work. •Relationships
•Roles
•Processes
•Tasks
External
environment
7
Design Principles for Socio-Technical Systems
• Maintenance of Human • Proximate Physical

values.
Boundaries.
• Minimum critical
specification.. • Compatibility to
• Multifunctional perspective Functional Goals.
• Social support. • Availability of Information
• Incompletion.. flow.
• Minimum variation from
the socio-technical
criterion.
International Perspectives on the Design of Work

The Japanese Approach
• Emphasizes strategic level
• Encourages collective and cooperative working arrangements
• Emphasizes lean production
The German Approach

– Technocentric - placing technology and engineering at the center
of job design decisions (traditional German approach)
– Anthropocentric - placing human considerations at the center of
job design decisions (more recent German approach)
The Scandinavian Approach

– encourages high degrees of worker control
– encourages good social support systems for workers
8
Future Perspectives on the Design of Work:
hyperspecialization
– As labor becomes more knowledge

based and communications
technology advances, the division of
labor accelerates
– it gives individuals to devote flexible
hours to tasks of their choice
– creates new social challenges, such as
the possibility of neo-exploitation as
Ref: HBR Jul-Aug 2011
work and neo-alienation.
Job Analysis Defined

• Process of defining a job in terms of its component tasks or duties and
the knowledge or skills required to perform them
• NOTE: JA focuses on the job rather than the job holder
Work activities Recruitment and Job Description:

selection Specifies task
Types of Information
Collected
Use of Information Collected
Products of Job Analysis
Human behaviors
Compensation requirements
Technology needed
Performance Job Specification:
Performance Specifies people
standards appraisal
requirements
Job context Training and
development Job Evaluation:
Human Determines the
requirements Discovering new worth of the job
needs
Legal compliance
9
Steps in Job Analysis
Steps in doing a job analysis:
1 Decide how you’ll use the information.
2 Review relevant background information.
3 Select representative positions.
4 Actually analyze the job.
5 Verify the job analysis information.
6 Develop a job description and job specification.
10

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Job Design & Job

HRM Goal: Match Person & Job

Approaches to Job Design

approach recognized the need

enhancing need satisfaction

How to implement job enrichment

• · Formation of natural work teams

• Establishment of customer relationships and employee

• Employee receipt of direct feedback

Job Characteristics & Motivation

• People undertake actions according to the

• Experienced meaningfulness of work: The degree to

The Five Job Characteristics

carried out in the late thirties

• Maintenance of Human • Proximate Physical

International Perspectives on the Design of Work

The German Approach

The Scandinavian Approach

– As labor becomes more knowledge

Job Analysis Defined

Work activities Recruitment and Job Description:

Use of Information Collected

Products of Job Analysis

1 Decide how you’ll use the information.

2 Review relevant background information.

3 Select representative positions.

4 Actually analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

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