Chapter 4

The Analysis
and Design of Work
Principles of Human Resource

Management
16 e
Bohlander | Snell
1–1
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Chapter Objectives
After studying this chapter, you should be able to
LEARNING OUTCOME 1 Explain what a job analysis is, the parts that comprise it and how
the information it generates is used in conjunction with a firm’s
HRM functions.
LEARNING OUTCOME 2 Explain how the data for a job analysis typically is collected.
LEARNING OUTCOME 3 Identify and explain the various sections of job descriptions.
LEARNING OUTCOME 4 Provide examples illustrating the various factors that must be
taken into account when designing a job.
LEARNING OUTCOME 5 Discuss the various job characteristics that motivate employees.
LEARNING OUTCOME 6 Describe the different group techniques used to broaden a firm’s
job functions and maximize the contributions of employees.
LEARNING OUTCOME 7 Identify the different types of work schedules organizations are
using today to motivate their employees.
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What is Job Analysis
• A job analysis is 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.
• A job analysis should also outline the tools needed

to do the job, the environment and times at which it
needs to done, with whom it needs to be done, and
the outcome or performance level it should produce.
1–3
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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.
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HRM Functions Affected by a Job Analysis
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Methods Used to Collect Job Analysis Data
• 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.
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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
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Highlights in HRM
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Problems with Job Descriptions
1. If they are poorly written, using vague rather

than specific terms, they provide little guidance
to the jobholder.
2. They are sometimes not updated as job duties
or specifications change.
3. They may violate the law by containing
specifications not related to job success.
4. They can limit the scope of activities of the
jobholder, reducing an organization’s flexibility.
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Job Design
• 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
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Basis of Job Design
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• Ergonomics
 Study of people efficiency in their working
environment.
 The process of studying and designing equipment and
systems that are easy and efficient for people to use
and that ensure their physical well-being.
• Industrial Engineering
 A field of study concerned with analyzing work
methods and establishing time standards
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Job Characteristics Model: Designing Jobs to
Motivate Employees
Job Characteristics Psychological States Job Outcomes

 Meaningfulness of  Improved work
 Skill variety
the work performed performance
 Task identity
 Responsibility for  Increased Internal
 Task significance motivation
work outcomes
 Autonomy  Lower
 Knowledge of the absenteeism and
 Feedback results of the work turnover
performed.
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Enlargement, Rotation, & Enrichment
• Job enlargement
 The process of adding a greater variety of tasks
to a job.
• Job rotation
 a process whereby employees rotate in and out
of different jobs.
• Job enrichment
 Enhancing a job by adding more meaningful
tasks and duties to make the work more
rewarding or satisfying
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Empowerment, Crafting, & Engagement
• Employee Empowerment
 Granting employees power to initiate change, thereby
encouraging them to take charge of what they do
• Job Crafting
 A naturally occurring phenomenon whereby
employees mold their tasks to fit their individual
strengths, passions, and motives better
• Employee Engagement
 A situation in which workers are enthusiastic and
immersed in their work to the degree that it improves
the performance of their companies
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• Designing Work for Group/Team
Contributions.
Team Work
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Designing Work for Group/Team Contributions.
Team Work
• Employee Involvement Groups (EIs)

 Groups of employees who meet to resolve problems
or offer suggestions for organizational improvement
 Also known as quality circles (QCs)
 Success with EIs requires:
– Comprehensive training for group members
– Recognition of the group’s contributions
– Continuing input and encouragement by management
– Use of a participative/democratic leadership style
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Forms of Employee Teams
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Characteristics of Successful Teams
• A commitment to shared goals and objectives

• Motivated and energetic team members
• Open and honest communication
• Shared leadership
• Clear role assignments
• A climate of cooperation, collaboration, trust,
and accountability
• The recognition of conflict and its positive
resolution
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Benefits of Employee Teams
• Increased integration of individual skills

• Better performance (quality and quantity)
solutions to unique and complex problems
• Reduced delivery time
• Reduced turnover and absenteeism
• Accomplishments among team members
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• Flexible Work Schedules
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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.
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Keys for Successful Telecommuting
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Key Terms
critical incident method job description

dejobbing job design
employee empowerment job enlargement
employee teams job enrichment
ergonomics job rotation
flextime job specification
industrial engineering position analysis questionnaire
job (PAQ)
job analysis task inventory analysis
job characteristics model telecommuting
job crafting virtual team
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Chapter 4 - Learning Outcomes
Learning Outcome Statements Related Outcomes from Body of the Text

Explain what a job analysis is, the parts that comprise it and Are there any HR functions that are not affected by the job analysis process? If
1 how the information it generates is used in conjunction with so, what are they?
a firm’s HRM functions.
Explain how the data for a job analysis typically is collected.

2 Answer the questions in Highlights in HRM 1 based on the job you currently
hold or most recently held. Do the answers give you enough information to
create a job analysis?
Identify and explain the various sections of job descriptions. Using your answers to the questions asked in Highlights in HRM 1, write
3 a job description for your job or the job you most recently held. Are there
elements of the job that are not reflected in the job description?
Provide examples illustrating the various factors that must Explain how industrial engineering and ergonomics can both clash with
4 be taken into account when designing a job. and complement each other in the design of jobs.
Discuss the various job characteristics that motivate Can a firm’s managers control the process of job crafting? What
5 employees. challenges does it present for them?
Describe the different group techniques used to broaden a

6 firm’s job functions and maximize the contributions of
Describe the types of teams you have worked in. Were some more
successful than others? If so, why? How might what you have learned
employees.
from being a team member be applied in an HR context?
Name some of the jobs people do at your school. Which of the jobs do
7 Identify the different types of work schedules organizations
are using today to motivate their employees. you think could effectively incorporate flexible work schedules? Which
could not?
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Chapter 4

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The Analysis

and Design of Work

Principles of Human Resource

• A job analysis is the systematic process of

• A job analysis should also outline the tools needed

• Five of the more popular methods are

1. If they are poorly written, using vague rather

Job Characteristics Psychological States Job Outcomes

• Employee Involvement Groups (EIs)

• A commitment to shared goals and objectives

• Increased integration of individual skills

critical incident method job description

Learning Outcome Statements Related Outcomes from Body of the Text

Explain how the data for a job analysis typically is collected.

Describe the different group techniques used to broaden a

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