Jobs and Job Analysis - HRM

Part 3 – R. L. Mathis & J. N. Jackson

By – Md Sahil
 Introduction
 Work and jobs in organizations throughout the world are changing
dramatically.
 Globalization and technology are primary drivers of this change.

Consider the number of jobs that have been shifted from the
United States and Europe to China, India, Romania, Mexico, the
Philippines, and other lower-wage countries.
 These drivers of change and other elements such as IT,
demographics, and worker shortages are providing employers
with multiple opportunities to change how work is done and the
number of jobs necessary to carry out the work of the
organization.
 Changing work and jobs requires an understanding of the options
for building different jobs and clear knowledge of what employees
do now in their jobs.
 NATURE OF JOBS AND WORK
 Work is effort directed toward accomplishing results. The work may
be done by humans, machines, or both. But the total amount of work
to be done in an organization must be divided into jobs so that it can
be coordinated in some logical way.
 A job is a grouping of tasks, duties, and responsibilities that
constitutes the total work assignment for an employee. These tasks,
duties, and responsibilities may change over time, and therefore the
job may change.
 Jobs increase in number, evolve and change in duties, and are
combined or eliminated as the needs of the organization change. If
this does not happen, the organization is failing to adapt to the
changes in its environment and may be becoming outmoded or non-
competitive.
 For HR, how work flows through the organization and how to make
that work more efficient is important. Changing the way jobs are done
through redesign, perhaps by using teams or flexible scheduling, may
make people more satisfied with their jobs.
 WORKFLOW
ANALYSIS
 Workflow analysis is
the study of the way
work moves through an
organization.
 Usually, it begins with an
examination of the
quantity and quality of
the desired and actual
outputs (goods and
services).
 Then, the activities
(tasks and jobs) that
lead to the outputs are
evaluated to see if they
are achieving the desired
outputs.
 Finally, the inputs
(people, material,
information, data,
equipment, etc.) must be
assessed to determine if
they make the outputs
and activities more
efficient and better.
 Business Process Re-Engineering
 After workflow analysis provides an understanding of how work is
being done, re-engineering generates the needed changes in the
operations.
 The purpose of business process re-engineering (BPR) is to
improve such activities as product development, customer service,
and service delivery.
 BPR consists of three phases:
1. Re-think: Examine how the current organization of work and jobs
affects customer satisfaction and service.
2. Re-design: Analyze how jobs are put together, the workflow, and
how results are achieved; then re-design the process as necessary.
3. Re-tool: Look at new technologies (equipment, computers,
software, etc.) as opportunities to improve productivity, service
quality, and customer satisfaction.
 JOB DESIGN/RE-DESIGN
 Job design refers to organizing tasks, duties, responsibilities, and other
elements into a productive unit of work. It addresses the content of jobs and
the effect of jobs on employees. Identifying the components of a given job is
an integral part of job design.
 Currently, job design is receiving greater attention for three major reasons:
■ Job design can influence performance in certain jobs, especially those where
employee motivation can make a substantial difference. Lower costs resulting from
reduced turnover and absenteeism also are related to the effective design of jobs.
■ Job design can affect job satisfaction. Because people are more satisfied with
certain job configurations than with others, identifying what makes a “good” job
becomes critical.
■ Job design can affect both physical and mental health. Problems such as hearing
loss, backache, and leg pain sometimes can be traced directly to job design, as
can stress, high blood pressure, and heart disease.
 Not everyone would enjoy being an HR manager, an engineer, a nurse, or a
drill-press operator. But various people like and do well at each of these jobs.

The person/job fit is a simple but important concept of matching

characteristics of people with characteristics of jobs. If a person does not fit a
job, theoretically either the person can be changed or replaced or the job can
be altered.
Possible “Levers” for Job Design
Job Characteristics Model
 Job Analysis
 Job analysis is the systematic way of gathering and analyzing information
about the content, context, and human requirements of jobs.
Stages
in the
Job
Analysis
Process