JOB AN A L Y S I S

1
CHAPTER OBJECTIVES
AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO

DEFINE AND EXPLAIN THE IMPORTANCE OF JOB ANALYSIS (JA).

EXPLAIN THE BENEFITS OF CONDUCTING JA.

IDENTIFY THE STEPS IN JA.

DISCUSS THE RELEVANCE OF JA TO OTHER HR ACTIVITIES.

 WHAT IS JOB ANALYSIS`

• THE SYSTEMATIC PROCESS OF

COLLECTING INFORMATION ABOUT ALL
OF THE PARAMETERS OF A JOB—ITS
BASIC RESPONSIBILITIES, THE
BEHAVIORS, SKILLS, AND THE PHYSICAL
AND MENTAL REQUIREMENTS OF THE
PEOPLE WHO DO IT.
• JOB / LIST OF DUTIES
 A GROUP OF RELATED ACTIVITIES AND DUTIES

• POSITION / JOB TITLE

 THE DIFFERENT DUTIES AND RESPONSIBILITIES
PERFORMED BY ONLY ONE EMPLOYEES

• JOB FAMILY –
 A GROUP OF INDIVIDUAL JOBS WITH SIMILAR
CHARACTERISTICS
 PURPOSES OF JA

JA IS PERFORMED ON THREE (3) OCCASIONS

NAMELY:
 WHEN THE ORGANIZATION IS NEWLY
FOUNDED AND THE JOB IS INITIATED FOR
THE FIRST TIME.
 WHEN A NEW JOB IS CREATED.
 WHEN JOBS ARE CHANGED DUE TO
SEVERAL FACTORS (NEW TECHNOLOGY,
METHOD AND PROCEDURES).
• THE JOHOR GOVERNMENT HIGHLIGHTED THE CREATION OF
OVER 778,000 NEW JOBS, WITH THE BULK OF IT — 732,325
JOBS — WITHIN ISKANDAR MALAYSIA, THE SOUTHERN
DEVELOPMENT CORRIDOR COVERING SOME 2,217SQ KM
AND ENCOMPASSING FOUR DISTRICTS: JOHOR BARU, KULAI,
PEKAN NANAS AND KUKUP.
• THE REMAINING 45,764 NEW JOBS WERE FROM THE
PENGERANG INTEGRATED PETROLEUM COMPLEX.
• THE SARAWAK GOVERNMENT IS TARGETING TO CREATE
ABOUT 1.5 MILLION NEW JOBS BY 2020, WITH 60% OF THEM
REQUIRING THOSE WITH TECHNICAL AND VOCATIONAL
EDUCATION AND TRAINING (TVET), SAID HUMAN RESOURCE
MINISTER DATUK SERI RICHARD RIOT JAEM.
• THIS, HE SAID, MADE TVET AN IMPORTANT PLATFORM TO
ENHANCE THE SKILLS OF THE MALAYSIAN WORKFORCE,
WITH 35% OF THE SKILLED WORKERS TO BE PRODUCED BY
2020.
 PURPOSES OF JA

• TO REDUCE CONFUSION OF TASKS AND CLARIFIES

JOB RELATIONSHIPS IN MACRO PERSPECTIVE.

• ESTABLISHES A SOUND BASIS FOR SUPERVISORS’

EXPECTATIONS OF SUBORDINATES’ PERFORMANCES
AND SUBSEQUENT COMPENSATION.

• AS THE FOUNDATION ON WHICH HRP AND CAREER

ACTIVITY ARE BASED.
 PURPOSES OF JA

• ORGANIZATION CONSISTS OF POSITIONS THAT

HAVE TO BE STAFFED AND JOB ANALYSIS
PRODUCES INFORMATION USED FOR
WRITING/PREPARE JOB DESCRIPTION (JD) AND
JOB SPECIFICATIONS (JS).

• JA ENSURES THAT THE SELECTION OF

EMPLOYEES ARE DIRECTLY RELATED TO JOB
DUTIES, RESPONSIBILITIES AND
QUALIFICATIONS REQUIRED TO PERFORM THE
JOB.
RELATIONSHIP OF JOB REQUIREMENTS
TO OTHER HRM FUNCTIONS

Job
Job Requirements
Requirements

Recruitment
Recruitment Determine
Determinerecruitment
recruitmentqualifications
qualifications

Provide
Providejob
jobduties
dutiesand
andjob
job
Selection
Selection specifications
specificationsfor
forselection
selectionprocess
process

Performance
Performance Provide
Provideperformance
performancecriteria
criteriafor
for
Appraisal
Appraisal evaluating employees
evaluating employees

Training
Trainingand
and Determine
Determinetraining
trainingneeds
needsand
anddevelop
develop
Development
Development instructional programs
instructional programs

Compensation
Compensation Provide
Providebasis
basisfor
fordetermining
determining
Management
Management employee’s
employee’s rateof
rate ofpay
pay
 PERFORMING JOB ANALYSIS

1. SELECT JOBS TO STUDY

2. DETERMINE INFORMATION TO COLLECT: TASKS,
RESPONSIBILITIES, SKILL REQUIREMENTS
3. IDENTIFY SOURCES OF DATA: EMPLOYEES,
SUPERVISORS/MANAGERS, JOB ANALYST
4. METHODS OF DATA COLLECTION: INTERVIEWS,
QUESTIONNAIRES, OBSERVATION, DIARIES AND RECORDS
5. EVALUATE AND VERIFY DATA COLLECTION: OTHER
EMPLOYEES, SUPERVISORS/MANAGERS
6. WRITE JOB ANALYSIS REPORT
INFORMATION TO BE COLLECTED: ASPECT
OF JOB TO BE ANALYZED

15
16
 INFORMATION TO BE COLLECTED: ASPECTS
OF JOB TO BE ANALYZED
• DUTIES AND TASKS THE BASIC UNIT OF A JOB IS THE PERFORMANCE OF
SPECIFIC TASKS AND DUTIES. FREQUENCY, DURATION, EFFORT, SKILL,
COMPLEXITY, EQUIPMENT, STANDARDS, ETC.
• ENVIRONMENT THIS MAY HAVE A SIGNIFICANT IMPACT ON THE PHYSICAL
REQUIREMENTS TO BE ABLE TO PERFORM A JOB. THE WORK ENVIRONMENT
MAY INCLUDE UNPLEASANT CONDITIONS SUCH AS OFFENSIVE ODOUR AND
TEMPERATURE EXTREMES. THERE MAY ALSO BE DEFINITE RISKS TO THE
INCUMBENT SUCH AS NOXIOUS FUMES, RADIOACTIVE SUBSTANCES,
HOSTILE AND AGGRESSIVE PEOPLE, AND DANGEROUS EXPLOSIVES.
• TOOLS AND EQUIPMENT SOME DUTIES AND TASKS ARE PERFORMED USING
SPECIFIC EQUIPMENT AND TOOLS. EQUIPMENT MAY INCLUDE PROTECTIVE
CLOTHING. THESE ITEMS NEED TO BE SPECIFIED IN A JOB ANALYSIS.
• RELATIONSHIPS SUPERVISION GIVEN AND RECEIVED. RELATIONSHIPS WITH
INTERNAL OR EXTERNAL PEOPLE.
• REQUIREMENTS THE KNOWLEDGES, SKILLS, AND ABILITIES (KSA'S)
REQUIRED TO PERFORM THE JOB. WHILE AN INCUMBENT MAY HAVE HIGHER
KSA'S THAN THOSE REQUIRED FOR THE JOB, A JOB ANALYSIS TYPICALLY
ONLY STATES THE MINIMUM REQUIREMENTS TO PERFORM THE JOB.
SOURCES OF DATA

Subject Matter Experts (SME)

• Incumbent
• Supervisors

Records

Database
• Dictionary of Occupational Title DOT
• Occupational Information Network O*Net

18
 METHOD OF GATHERING JOB INFORMATION

• INTERVIEWS
 INTERVIEW THE EMPLOYEES TO DESCRIBE THE DUTIES PERFORMED AND
CHECK WITH THE SUPERVISOR FOR THE ADDITIONAL INFORMATION AND
ACCURACY OF THE INFORMATION GIVEN BY THE EMPLOYEE
(MANAGERIAL AND CLERICAL WORKERS)

• QUESTIONNAIRES
 ASKING STRUCTURED QUESTIONS TO IDENTIFY THE TASKS THEY
PERFORM IN ACCOMPLISHING THE JOB.

• OBSERVATION
 JOB ANALYST WATCHES THE WORKER PERFORM JOB TASKS AND
RECORDS THE FINDINGS (INVOLVE FILED DUTIES; MOLDING,
MANUFACTURING)

• DIARIES
 INFORMATION IS GATHERED BY HAVING EMPLOYEES TO DESCRIBE THEIR
DAILY JOB ROUTINE.
 APPROACHES TO JOB ANALYSIS

• FIVE OF THE MORE POPULAR METHODS ARE

1. THE FUNCTIONAL JOB ANALYSIS
2. THE POSITION ANALYSIS
QUESTIONNAIRE SYSTEM
3. THE CRITICAL INCIDENT METHOD
4. A TASK INVENTORY ANALYSIS
5. A COMPETENCY-BASED JOB ANALYSIS.
• FUNCTIONAL JOB ANALYSIS
 QUANTITATIVE METHOD OF JOB DATA
COLLECTION
 COVERS THREE BROAD EMPLOYEES’ FUNCTION ;
DATA, PEOPLE AND THINGS
 WEIGHTAGE FOR EACH FUNCTION DETERMINE
ITS KEY ROLES
 IMPORTANCE IN DEVELOPING JD AND JS
 METHODS USED TO COLLECT JOB ANALYSIS DATA
(CONT’D)

• POSITION ANALYSIS QUESTIONNAIRE (PAQ)

 A QUESTIONNAIRE COVERING 194 DIFFERENT
TASKS THAT, BY MEANS OF A FIVE-POINT SCALE,
SEEKS TO DETERMINE THE DEGREE TO WHICH
DIFFERENT TASKS ARE INVOLVED IN
PERFORMING A PARTICULAR JOB
25
• CRITICAL INCIDENT METHOD
• JOB ANALYSIS METHOD BY WHICH JOB TASKS ARE IDENTIFIED THAT ARE CRITICAL TO JOB SUCCESS.
• THE JOB ANALYST WRITES FIVE TO TEN IMPORTANT TASK STATEMENTS FOR EACH JOB UNDER STUDY.

26
27
 METHODS USED TO COLLECT JOB ANALYSIS DATA
(CONT’D)

• TASK INVENTORY ANALYSIS

 IS AN ORGANIZATION-SPECIFIC ANALYSIS DEVELOPED BY
IDENTIFYING—WITH THE HELP OF EMPLOYEES AND
MANAGERS—A LIST OF TASKS AND THEIR DESCRIPTIONS
THAT ARE COMPONENTS OF DIFFERENT JOBS.

• COMPETENCY-BASED ANALYSIS
 INVOLVES CONSTANT DEVELOPMENT OF JOB PROFILES
OF CURRENT WORKER TASKS, DUTIES, AND
RESPONSIBILITIES THAT ARE “KEY” COMPETENCIES FOR
USE IN CREATING JOB DESCRIPTIONS, SETTING
RECRUITMENT REQUIREMENTS, AND IN PERFORMANCE
EVALUATION.
 METHODS USED TO COLLECT JOB ANALYSIS DATA
(CONT’D)

• HRIS AND JOB ANALYSIS

 HUMAN RESOURCE INFORMATION SYSTEMS
(HRIS) AND SPECIALIZED SOFTWARE HELP
AUTOMATE JOB ANALYSIS.
–ANALYZE JOBS AND WRITE JOB DESCRIPTIONS
AND JOB SPECIFICATIONS BASED ON THOSE
ANALYSES.
–COMBINE JOB ANALYSIS WITH JOB EVALUATION
AND THE PRICING OF ORGANIZATIONAL JOBS.
 JOB REQUIREMENTS

• JOB DESCRIPTION
 STATEMENT OF THE TASKS, DUTIES, AND
RESPONSIBILITIES (TDRS) OF A JOB TO BE PERFORMED

• JOB SPECIFICATION
 STATEMENT OF THE NEEDED KNOWLEDGE, SKILLS, AND
ABILITIES (KSAS) OF THE PERSON WHO IS TO PERFORM

THE JOB
 SINCE GRIGGS V DUKE POWER AND THE CIVIL RIGHTS
ACT OF 1991, JOB SPECIFICATIONS USED IN SELECTION
MUST RELATE SPECIFICALLY TO THE DUTIES OF THE
JOB.
 KEY ELEMENTS OF A JOB DESCRIPTION

• JOB TITLE
 INDICATES JOB DUTIES AND ORGANIZATIONAL
LEVEL

• JOB IDENTIFICATION
 DISTINGUISHES JOB FROM ALL OTHER JOBS

• ESSENTIAL FUNCTIONS (JOB DUTIES)

 INDICATE RESPONSIBILITIES ENTAILED AND
RESULTS
TO BE ACCOMPLISHED

• JOB SPECIFICATIONS
 SKILLS REQUIRED TO PERFORM THE JOB AND
PHYSICAL DEMANDS OF THE JOB
HIGHLIGHTS IN HRM
 PROBLEMS WITH JOB DESCRIPTIONS

1. IF THEY ARE POORLY WRITTEN, USING VAGUE RATHER

THAN SPECIFIC TERMS, THEY PROVIDE LITTLE
GUIDANCE TO THE JOBHOLDER – LEAD TO VARIOUS
WORK PROBLEM; STRESS AND BEHAVIORAL PROBLEM
2. THEY ARE SOMETIMES NOT UPDATED AS JOB DUTIES OR
SPECIFICATIONS CHANGE –LOAFING PROBLEM,
CONFUSE, CONFLICTS, TASK SPILLOVER.
3. THEY MAY VIOLATE THE LAW BY CONTAINING
SPECIFICATIONS NOT RELATED TO JOB SUCCESS – EEO
CONCERN
4. THEY CAN LIMIT THE SCOPE OF ACTIVITIES OF THE
JOBHOLDER, REDUCING AN ORGANIZATION’S
FLEXIBILITY.
 JOB DESIGN

• JOB ANALYSIS
 STUDY OF JOBS AS CURRENTLY PERFORMED BY EMPLOYEES.

 IDENTIFIES JOB DUTIES AND REQUIREMENTS NEEDED TO PERFORM

THE WORK SUCCESSFULLY.

• JOB DESIGN
 AN OUTGROWTH OF JOB ANALYSIS THAT IMPROVES JOBS THROUGH
TECHNOLOGICAL AND HUMAN CONSIDERATIONS IN ORDER TO
ENHANCE ORGANIZATION EFFICIENCY AND EMPLOYEE JOB
SATISFACTION.

 CONCERNED WITH CHANGING, MODIFYING AND ENRICHING JOBS

PERFORMANCE.
 JOB DESIGN

• JOB DESIGN IS THE PROCESS OF DECIDING

ON THE
 CONTENTS OF A JOB IN TERMS OF ITS DUTIES
AND RESPONSIBILITIES,
 ON THE METHODS TO BE USED IN CARRYING
OUT THE JOB,
 IN TERMS OF TECHNIQUES, SYSTEMS AND
PROCEDURES, AND
 ON THE RELATIONSHIPS THAT SHOULD EXIST
BETWEEN THE JOB HOLDER AND HIS SUPERIOR
SUBORDINATES AND COLLEAGUES.
 THE IMPORTANCE OF JOB DESIGN

• THE WAY THE JOB IS DESIGNED CAN GIVE INFLUENCE

ON JOB PERFORMANCE (EASY, MODERATE, DIFFICULT
TO PERFORM) AND ALSO AFFECTING MENTAL AND
PHYSICAL HEALTH OF THE EMPLOYEES WHO
PERFORMING THE JOB.

• JOB DESIGN MUST TAKES INTO ACCOUNT BOTH THE

TECHNOLOGICAL AND THE HUMAN CONSIDERATIONS
NEEDED TO PERFORM THE JOB SUCCESSFULLY.

• CAN AFFECT JOB SATISFACTION (EMPLOYEES

INVOLVEMENT AND EMPOWERMENT).
BASIS OF JOB DESIGN
 INDUSTRIAL ENGINEERING

• INDUSTRIAL ENGINEERING
 A FIELD OF STUDY CONCERNED WITH ANALYZING WORK
METHODS AND ESTABLISHING TIME STANDARDS
 WORK CYCLE - INVOLVES MODIFIED, COMBINED, REARRANGED
OR ELIMINATED TO REDUCE TIME NEEDED TO COMPLETE THE
TASK
 STANDARD TIME - TO COMPLETE EACH TASK OR JOB AND
ADJUSTED WITH THE SKILL AND EFFORT IN PERFORMING THE
WORK
 EFFICIENCY AND IMPROVING TIME MAY CAUSE NEGLECT IN
BEHAVIORAL CONSIDERATION – SELECT WORKERS BASED ON
THEIR ABILITY, TRAIN THEM AND OFFER COMPETITIVE PAY
STRUCTURE
 INDUSTRIAL ENGINEERING

• ERGONOMICS
AN INTERDISCIPLINARY APPROACH TO
DESIGNING EQUIPMENT AND SYSTEMS THAT CAN
BE EASILY AND EFFICIENTLY USED BY HUMAN
BEINGS
 MATCHING THE PRODUCTS AND JOBS TO HUMAN
CAPABILITIES, PREFERENCES AND LIMITATIONS
OF THOSE WHO PERFORMING THE JOBS
 FOCUSES ON DESIGNING THE JOBS WITH SAFE
AND EFFICIENT WORK WHILE IMPROVING THE
SAFETY, COMFORT AND PERFORMANCE OF
USERS
According to Safe Work Australia, the total economic cost of work-related injuries and illnesses is estimated to
be $60 billion dollars. Recent research has shown that lower back pain is the world’s most common work-
related disability – affecting employees from offices, building sites and in the highest risk category, agriculture.
• ERGONOMICS
 RAILWAY TRAIN SEATS
 SEATS FOR FORKLIFTS
 CRANE CABIN DESIGN
 DESIGN OF REHABILITATION EQUIPMENT
 DESIGNING FOR DISABLED USERS
 DISABLED WORKERS: MODIFICATION OF EQUIPMENT TO SUIT
 EMERGENCY SERVICES ROOMS – DESIGN, LAYOUT
 INDUSTRIAL HAND TRUCKS: DESIGN
 OUTPATIENTS’ DEPARTMENTS: DESIGN
 SHIP INTERIORS
 SUPERMARKET ENTRANCES
 BEHAVIORAL CONCERNS

• JOB ENRICHMENT (HERZBERG)

 ENHANCING A JOB BY ADDING MORE
MEANINGFUL TASKS AND DUTIES (VERTICAL
EXPANSION) TO MAKE THE WORK MORE
REWARDING OR SATISFYING.
 INCREASING AUTONOMY AND RESPONSIBILITY
 PROVIDING OPPORTUNITIES FOR ACHIEVEMENT,
RECOGNITION, GROWTH, RESPONSIBILITY, AND
PERFORMANCE.
 BEHAVIORAL CONCERNS

• JOB ENRICHMENT:
 INCREASING THE LEVEL OF DIFFICULTY AND
RESPONSIBILITY OF THE JOB
 ALLOWING EMPLOYEES TO RETAIN MORE AUTHORITY
AND CONTROL OVER WORK OUTCOMES
 PROVIDING UNIT OR INDIVIDUAL JOB PERFORMANCE
REPORTS DIRECTLY TO EMPLOYEES
 ADDING NEW TASKS TO THE JOB THAT REQUIRE
TRAINING AND GROWTH
 ASSIGNING INDIVIDUALS SPECIFIC TASKS, ENABLING
THEM TO USE THEIR PARTICULAR COMPETENCIES OR
SKILLS
 BEHAVIORAL CONCERNS

• EMPLOYEE EMPOWERMENT
 GRANTING EMPLOYEES POWER TO INITIATE
CHANGE.
 ENCOURAGING THEM TO TAKE CHARGE OF WHAT
THEY DO (RESPONSIBILITY).
 BEFORE EMPOWER THE EMPLOYEES,
ORGANIZATIONS MUST ENCOURAGE THESE
CONDITIONS:
–PARTICIPATION
–INNOVATION
–ACCESS TO INFORMATION
–ACCOUNTABILITY
 BEHAVIORAL CONCERNS: JOB
CHARACTERISTICS

• JOB CHARACTERISTICS MODEL

(HACKMAN AND OLDHAM)
 JOB DESIGN THEORY THAT PURPORTS THAT THREE
PSYCHOLOGICAL STATES OF A JOBHOLDER:
–EXPERIENCING MEANINGFULNESS OF THE WORK
PERFORMED
–RESPONSIBILITY FOR WORK OUTCOMES
–KNOWLEDGE OF THE RESULTS OF THE WORK
PERFORMED
 THESE WILL RESULT IN IMPROVED WORK
PERFORMANCE, INTERNAL MOTIVATION, AND
LOWER ABSENTEEISM AND TURNOVER.
 JOB CHARACTERISTICS (CONT’D)

1.SKILL VARIETY: THE DEGREE TO WHICH A JOB ENTAILS A VARIETY OF DIFFERENT

ACTIVITIES, WHICH DEMAND THE USE OF A NUMBER OF DIFFERENT SKILLS AND
TALENTS BY THE JOBHOLDER
2.TASK IDENTITY: THE DEGREE TO WHICH THE JOB REQUIRES COMPLETION OF A
WHOLE AND IDENTIFIABLE PIECE OF WORK, THAT IS, DOING A JOB FROM BEGINNING
TO END WITH A VISIBLE OUTCOME
3.TASK SIGNIFICANCE: THE DEGREE TO WHICH THE JOB HAS A SUBSTANTIAL IMPACT
ON THE LIVES OR WORK OF OTHER PEOPLE, WHETHER IN THE IMMEDIATE
ORGANIZATION OR IN THE EXTERNAL ENVIRONMENT
4.AUTONOMY: THE DEGREE TO WHICH THE JOB PROVIDES SUBSTANTIAL FREEDOM,
INDEPENDENCE, AND DISCRETION TO THE INDIVIDUAL IN SCHEDULING THE WORK
AND IN DETERMINING THE PROCEDURES TO BE USED IN CARRYING IT OUT
5.FEEDBACK: THE DEGREE TO WHICH CARRYING OUT THE WORK ACTIVITIES
REQUIRED BY THE JOB RESULTS IN THE INDIVIDUAL BEING GIVEN DIRECT AND CLEAR
INFORMATION ABOUT THE EFFECTIVENESS OF HIS OR HER PERFORMANCE
 JOB CHARACTERISTICS MODEL: DESIGNING
JOBS TO MOTIVATE EMPLOYEES

PSYCHOLOGICAL STATES Job Outcomes

 Improved work
 MEANINGFULNESS OF
JOB performance
CHARACTERISTICS THE WORK PERFORMED
 Increased Internal
 SKILL VARIETY  RESPONSIBILITY FOR motivation
 TASK IDENTITY WORK OUTCOMES  Lower absenteeism
and turnover
 TASK SIGNIFICANCE  KNOWLEDGE OF THE
 AUTONOMY RESULTS OF THE WORK
 FEEDBACK PERFORMED.
 EMPLOYEE INVOLVEMENT GROUPS (EIS) AND
EMPLOYEE TEAMS

• EMPLOYEE INVOLVEMENT GROUPS (EIS)

 GROUPS OF EMPLOYEES WHO MEET TO RESOLVE PROBLEMS OR OFFER
SUGGESTIONS FOR ORGANIZATIONAL IMPROVEMENT
 ALSO KNOWN AS QUALITY CIRCLES (QCS)
 CONCEPT OF BRAINSTORMING

• EMPLOYEE TEAMS
 WORK FUNCTIONS ARE STRUCTURED FOR GROUPS RATHER THAN FOR INDIVIDUALS
 CONCEPT OF SYNERGY
 FORMS OF EMPLOYEE TEAMS (FIGURE 4.6):
–CROSS-FUNCTIONAL TEAM
–PROJECT TEAM
–SELF-DIRECTED TEAM
–TASK FORCE TEAM
–PROCESS-IMPROVEMENT TEAM
–VIRTUAL TEAM
FORMS OF EMPLOYEE TEAMS
 FLEXIBLE WORK SCHEDULES
• FLEXTIME
 WORKING HOURS THAT PERMIT EMPLOYEES THE
OPTION OF CHOOSING DAILY STARTING AND QUITTING
TIMES, PROVIDED THAT THEY WORK A SET NUMBER OF
HOURS PER DAY OR WEEK.
• COMPRESSED WORKWEEK
 SHORTENING THE NUMBER OF DAYS IN THE
WORKWEEK BY LENGTHENING THE NUMBER OF HOURS
WORKED PER DAY.
• JOB SHARING
 THE ARRANGEMENT WHEREBY TWO PART-TIME
EMPLOYEES PERFORM A JOB THAT OTHERWISE WOULD
BE HELD BY ONE FULL-TIME EMPLOYEE.
• TELECOMMUTING
 THE USE OF PERSONAL COMPUTERS, NETWORKS, AND
OTHER COMMUNICATIONS TECHNOLOGY SUCH AS FAX
MACHINES TO DO WORK IN THE HOME THAT IS
TRADITIONALLY DONE IN THE WORKPLACE.
• JOB ROTATION
 JOB ROTATION INVOLVES SHIFTING A PERSON FROM ONE JOB TO ANOTHER,
SO THAT HE IS ABLE TO UNDERSTAND AND LEARN WHAT EACH JOB
INVOLVES.
 AT ANOTHER LEVEL OF A LARGER COMPANY, MANAGERS AND SUPERVISORS
ARE SOMETIMES MOVED, IN A SERIES OF PLANNED JOB ROTATIONS.
BUSINESS OWNERS AND OPERATING OFFICERS MIGHT USE A ROTATION
PLAN SO THAT MANAGEMENT PERSONNEL ARE FAMILIAR WITH VARIOUS
SECTIONS OF THE BUSINESS. THEN, WHEN THE TIME COMES TO FILL A
VACANT POSITION DUE TO RETIREMENT, FOR EXAMPLE, THERE MAY BE
MORE THAN ONE CANDIDATE FAMILIAR WITH THE DUTIES OF THAT SLOT.
 IN CERTAIN INDUSTRIES AND WITH WORK THAT INVOLVES PHYSICAL LABOR,
JOB ROTATION MAY BE USED TO AVOID OVER-STRESSING SOME WORKERS.
THE CONSTANT, REPETITIVE USE OF THE SAME MUSCLES CAN BE ONE OF
THE HAZARDS OF THE WORKPLACE. WISE USE OF ROTATION MAY HELP
WORKERS STAY HEALTHY, AND MAINTAIN A GOOD WORK ATMOSPHERE AS
WELL. SAFETY IS OFTEN A KEY CONSIDERATION IN THIS SITUATION.
 KEY TERMS

job description
CRITICAL INCIDENT METHOD
DEJOBBING job design
EMPLOYEE EMPOWERMENT job enlargement
EMPLOYEE TEAMS job enrichment
ERGONOMICS job rotation
FLEXTIME job specification
INDUSTRIAL ENGINEERINGposition analysis questionnaire
JOB (PAQ)
JOB ANALYSIS task inventory analysis
JOB CHARACTERISTICS MODEL
telecommuting
JOB CRAFTING virtual team