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McGraw-Hill/Irwin Copyright © 2014 by the McGraw-Hill Companies, Inc. All rights reserved.
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 Need to Know

1. Elements of work flow analysis and how work

flow is related to an organization’s structure.
2. How to obtain information for a job analysis.
3. Elements and trends in job analysis and their
significance in HRM.
4. Methods for designing a job so that it
can be done efficiently and motivating.
5. How organizations apply ergonomics to
design safe jobs and plan for mental
demands of a job.
4-2
Work Flow In Organizations

4-3
Figure 4.1: Developing a Work Flow
Analysis

4-4
Work Flow Design and Organization’s
Structure
Within an organization, units and individuals must
cooperate to create outputs.
The organization’s structure brings together people
who must collaborate to efficiently produce
desired outputs.
 Centralized
 Decentralized
 Functional
 Product or Customer

4-5
Firefighters work as a
team.
They and their

equipment are the inputs

and the output is an
extinguished fire and the
rescue of people and pets.
In any organization or

team, workers need to be

cross- trained in several
skills to create an
effective team.

4-6
Job Analysis

Process of getting
detailed information
about jobs.

4-7
Job Descriptions
 Job Description: a list of tasks, duties,
and responsibilities (TDRs) that a
particular job entails.
 Key components:
 Job Title
 Brief description of the TDRs
 List of the essential duties with detailed
specifications of the tasks involved in
carrying out each duty

4-8
Figure 4.2: Sample Job Description

4-9
Job Specifications
Job Specification: list of knowledge, skills,
abilities, and other characteristics (KSAO needed
to perform a particular job).
 Knowledge: factual or procedural information
necessary for successfully performing a task.
 Skill: an individual’s level of proficiency at
performing a particular task.
 Ability: a general enduring capability that an
individual possesses.
 Other Characteristics: job-related licensing,
certifications, or personality traits.

4-10
Figure 4.3: Sample Job Specifications

4-11
Sources of Job Information

4-12
4-13
Position Analysis Questionnaire (PAQ)

What is it? Key sections:

A standardized job 1. Information input

analysis 2. Mental processes
questionnaire
containing 194 3. Work output
questions about work 4. Relationships with
behaviors, work other persons
conditions, and job 5. Job context
characteristics that
6. Other
apply to a wide
variety of jobs.
characteristics
4-14
Fleishman Job Analysis System
What is it? Categories of abilities:

Job analysis • Written

technique that asks comprehension
subject-matter • Deductive
experts to evaluate a
reasoning
job in terms of the
abilities required to • Manual dexterity
perform the job. • Stamina
• Originality

4-15
Figure 4.4: Example of an Ability from Fleishman
Job Analysis System

4-16
Importance of Job Analysis
Job analysis is so • Work redesign
important to HR • HR planning
managers that it has
been called the • Selection
building block of all • Training
HRM functions. • Performance
Almost every HRM
appraisal
program requires
some type of • Career planning
information • Job evaluation
determined by job
analysis.
4-17
 Table 4.1: competency model

Project Manager Proficiency Ratings

Competencies
Organizational & Planning Skills 1—Below Expectations
Ability to establish priorities on 2—Meets Expectations
projects and schedule activities to 3—Exceeds Expectations
achieve results
Communications 1—Below Expectations
Ability to build credibility and trust 2—Meets Expectations
through open and direct 3—Exceeds Expectations
communications with internal and
external customers.
Financial & Quantitative Skills 1—Below Expectations
Ability to analyze financial 2—Meets Expectations
information accurately and set 3—Exceeds Expectations
financial goals that have a positive
impact on company’s bottom line
4-18
and fiscal objective
Trends in Job Analysis

Organizations are being viewed as a field of work

needing to be done, rather than as a set series of jobs
held by individuals.
“Dejobbing” – designing work by project rather than
jobs.

4-19
Job Design
 Job Design: the process of defining how
work will be performed and what tasks
will be required in a given job.
 Job Redesign: a similar process that
involves changing an existing job design.
 To design jobs effectively, a person must
thoroughly understand:
 job itself (through job analysis) and
 its place in the units work flow (work flow
analysis)

4-20
Figure 4.5: Approaches to Job Design

4-21
Designing Efficient Jobs
 Industrial Engineering: study of jobs to
find simplest way to structure work to
maximize efficiency.
 Reduces complexity of work.
 Allows almost anyone to be trained quickly and
easily perform the job.
 Used for highly specialized and repetitive jobs.

4-22
Designing Jobs That Motivate: The Job
Characteristics Model
1. Skill variety – extent to which a job requires a
variety of skills to carry out tasks involved.
2. Task identity – degree to which a job requires
completing a “whole” piece of work from
beginning to end.
3. Task significance – extent to which the job has an
important impact on lives of other people.

4-23
Designing Jobs that Motivate: Job
Characteristics Model
4. Autonomy – degree to which the job allows an
individual to make decisions about the way work
will be carried out.
5. Feedback - extent to which a person receives clear
information about performance effectiveness
from the work itself.

4-24
Figure 4.6: Characteristics of a Motivating
Job

4-25
Designing Jobs That Motivate
Job Enlargement

4-26
Designing Jobs That Motivate

Job Enrichment Self-Managing Work

Teams
• Empowering workers Have authority for
by adding more an entire work
decision-making process or
segment
authority to jobs. Team members
• Based on Herzberg’s motivated by
theory of motivation. autonomy, skill
• Individuals motivated variety, and task
identity.
more by intrinsic
aspects of work.
4-27
Test Your Knowledge
 Adding more tasks to an existing job is
called ____________, while adding more
decision- making authority to jobs is
called _________.
A. Job extension; job rotation
B. Job rotation; job enrichment
C. Job enlargement; job enrichment
D. Job enlargement; job rotation

4-28
Designing Jobs That Motivate Flexible
Work Schedules
Flextime Job Sharing
•A scheduling policy in •A work option in which
which full-time two part-time
employees may choose employees carry out
starting and ending the tasks associated
times within guidelines with a single job.
specified by the •Enables an organization
organization. to attract or retain
•A work schedule that valued employees who
allows time for want more time to
community and family attend school or take
interests can be care of family matters.
extremely motivating.
4-29
Figure 4.7:
Alternatives to
8-to-5 Job

4-30
Designing Jobs That Motivate Telework

Telework – the broad term for doing one’s work away

from a centrally located office.
• Advantages to employers include:
 less need for office space
 greater flexibility to employees with special needs
• Easiest to implement for managerial, professional,
or sales jobs.
• Difficult to set up for manufacturing workers.

4-31
Designing Ergonomic Jobs

Ergonomics – study of interface between

individuals’ physiology and characteristics
of physical work environment.
• Goal is to minimize physical strain on the
worker by structuring physical work
environment around the way the human
body works.
• Redesigning work to make it more worker-
friendly can lead to increased efficiencies.

4-32
 Although employers in all
industries are supposed to
protect workers under the
OSHA “general duty” clause,
nursing homes, grocery stores,
and poultry- processing plants
are the only three industries
for which OSHA has published
ergonomic standards.

4-33
Designing Jobs That Meet Mental
Capabilities and Limitations
• Work is designed to reduce information-
processing requirements of the job.
• Workers may be less likely to make
mistakes or have accidents.
• Simpler jobs may be less motivating.
• Technology tools may be distracting
employees from their primary task
resulting in increased mistakes and
accidents.

4-34
Ways to Simplify a Job’s Mental
Demands
 Limit amount of information and
memorization that the job requires.
 Organizations can provide:
 adequate lighting
 easy-to-read gauges and displays
 simple-to-operate equipment
 clear instructions

4-35
Summary

Work flow analysis identifies:

 amount and quality of a work unit’s outputs
 work processes required to produce these outputs
 inputs used to carry out processes and produce outputs
• Within an organization, units and individuals must
cooperate to create outputs, and organization’s
structure brings people together for this purpose.
• Job analysis is the process of getting detailed
information about jobs.

4-36
Summary

 Job analysis includes preparation of

 Job descriptions
 Job specifications
 Information for analyzing an existing job
often comes from incumbents and their
supervisors.
 The U.S. Department of Labor provides
information:
 Dictionary of Occupational Titles
 Occupational Information Network (O*NET)
4-37
Summary
 The nature of work and job design is
changing.
 Viewing organizations in terms of a field of
work needing to be done instead of specific
job descriptions
 Organizations are adopting project-based
structures and teamwork, which also require
flexibility and ability to handle broad
responsibilities.
 The basic technique for designing efficient
jobs is industrial engineering.
4-38
Summary
 According to the Job Characteristics Model, jobs
are more motivating if they have greater skill
variety, task identity, task significance,
autonomy, and feedback.
 Ways to create such jobs include:
 Job Enlargement

 Job Rotation

 Job Enrichment

 Self-managing work teams offer greater skill

variety and task identity
 Flexible work schedules and telework offer
greater autonomy
4-39
Summary
 Goal of ergonomics is to minimize physical
strain on the worker by structuring the
physical work environment around the way
the human body works
Employers may seek to reduce the mental as
well as physical strain and reduce errors and
accidents.
 Job design may limit amount of information and
memorization involved.
 Technology tools may actually cause more
distractions, errors, and accidents.

4-40
GROUP ACTIVITY
 Prepare job descriptions and job
specification for the following positions:
- Secretary
- Executive Assistant
- Financial Assistant
- Legal/para-legal Assistant
- Gym Instructor
- Sales Associate