Bài giảng Human resource managemen - Chapter 2: Analyzing Work and Designing Job - Ngô Quý Nhâm

 List o  t e essentia   uties wit   etai e  
specifications of the tasks involved in carrying out 
each duty
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Figure 4.2: Sample Job Description
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Job Specifications
• Job Specification: a list of the knowledge, skills, 
abilities, and other characteristics (KSAOs) that an 
individual must have to perform a particular job.
K l d f l d l i f i– now e ge:  actua  or proce ura   n ormat on necessary 
for successfully performing a task.
– Skill: an individual’s level of proficiency at performing a 
particular task.
– Ability: a more general enduring capability that an 
individual possesses. 
– Other Characteristics: job‐related licensing, certifications, 
or personality traits.
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Figure 4.3: Sample Job Specifications
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Sources of Job Information
The incumbents – people who currently hold the 
position in the organization.
Dictionary of Occupational Titles (DOT) – published by 
the U.S. Department of Labor
Occupational Information Network (O*NET) – an online 
job description database developed by the Labor 
D t t
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epar men
Position Analysis Questionnaire (PAQ)
What is it? Key sections:   
• A standardized job 
analysis questionnaire 
1. Information input
2 Mental processes
containing 194 questions 
about work behaviors, 
k di i d j b
.  
3. Work output
4 Relationships with otherwor  con t ons, an   o  
characteristics that apply 
to a wide variety of jobs.
.      
persons
5. Job context         
6. Other characteristics
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Fleishman Job Analysis System
What is it? Categories of abilities:   
• Job analysis technique 
that asks subject‐matter
• Written comprehension
• Deductive reasoning     
experts to evaluate a job 
in terms of the abilities 
• Manual dexterity
• Staminarequired to perform the 
job. • Originality
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Figure 4 4  . :
Example of an 
Ability from the     
Fleishman Job 
Analysis System 
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Test Your Knowledge
• Which of the following jobs would lend             
themselves the best to the observation 
method of collecting job information        .
A. Financial analyst
B Bakery chef.  
C. Administrative assistant
D CEO.
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Importance of Job Analysis
• Job analysis is so  • Work redesign
important to HR 
managers that it has 
been called the building
• Human resource 
planning       
block of all HRM 
functions.
• Selection
• Training
• Almost every HRM 
program requires some 
type of information
• Performance appraisal
• Career planning     
determined by job 
analysis:
• Job evaluation
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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    .
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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:
– the job itself (through job analysis) and
– its place in the units work flow (work flow analysis)
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Figure 4.5: Approaches to Job Design
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Designing Efficient Jobs
• Industrial Engineering: the study of jobs to             
find the simplest way to structure work in 
order to maximize efficiency      .
– Reduces the complexity of work.
Allows almost anyone to be trained quickly and–                
easily perform the job.
– Used for highly specialized and repetitive jobs            .
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Designing Jobs That Motivate: The Job 
Characteristics Model
1 Skill variety – the extent to which a job.                
requires a variety of skills to carry out the 
tasks involved  .
2. Task identity – the degree to which a job 
requires completing a “whole” piece of work             
from beginning to end.
3 T k i ifi h hi h h. as  s gn cance – t e extent to w c  t e 
job has an important impact on the lives of 
h l
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ot er peop e.
Designing Jobs that Motivate: The Job 
Characteristics Model (continued)
4 Autonomy – the degree to which the job.            
allows an individual to make decisions about 
the way work will be carried out            .
5. Feedback ‐ the extent to which a person 
receives clear information about       
performance effectiveness from the work 
itself.
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Figure 4.6:
Characteristics of a Motivating Job
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Designing Jobs That Motivate (continued):
Job Enlargement
Job 
Enlargement
Job 
Extension Job Rotation
• Broadening the 
types of tasks 
f d i
• Enlarging jobs by 
combining 
l l ti l
• Enlarging jobs by 
moving 
lper orme   n a 
job.
severa  re a ve y 
simple jobs to 
form a job with a 
wider range of
emp oyees 
among several 
different jobs.
tasks.
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Designing Jobs That Motivate (continued)
Job Enrichment S lf M i W k T 
• Empowering workers by 
adding more decision‐
e ‐ anag ng  or   eams
• Have authority for an entire 
work process or segment:
making authority to jobs.
• Based on Herzberg’s theory  
of motivation
– schedule work
– hire team members
– resolve team performance 
problems  .
• Individuals are motivated 
more by the intrinsic 
– perform other duties 
traditionally handled by 
management
aspects of work. • Team members motivated 
by autonomy, skill variety, 
and task identity.
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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.   ;   
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Designing Jobs That Motivate (continued):
Flexible Work Schedules
Flextime Job Sharing
• A scheduling policy in which 
full‐time employees may 
h i d di
• A work option in which two 
part‐time employees carry 
c oose start ng an  en ng 
times within guidelines 
specified by the 
out the tasks associated 
with a single job.
• Enables an organization toorganization.
• A work schedule that allows 
time for community and 
attract or retain valued 
employees who want more 
family interests can be 
extremely motivating.
time to attend school or 
take care of family matters.
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Figure 4.7: 
Alternatives to 
the 8‐to‐5 Job   
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Designing Jobs That Motivate (continued):
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.
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Designing Ergonomic Jobs
• Ergonomics – the study of the interface between           
individuals’ physiology and the characteristics of 
the physical work environment.
• The goal is to minimize physical strain on the 
worker by structuring the physical work           
environment around the way the human body 
works.
• Redesigning work to make it more worker‐
friendly can lead to increased efficiencies.
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Designing Jobs That Meet Mental 
Capabilities and Limitations
• Work is designed to reduce the 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.
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Figure 4.8: Volume of E‐mail at Work
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Summary
• Work flow analysis identifies:
– the amount and quality of a work unit’s outputs
– the work processes required to produce these outputs
– the inputs used to carry out the processes and produce the 
outputs
• Within an organization units and individuals must    ,         
cooperate to create outputs, and the organization’s 
structure brings people together for this purpose.
• Job analysis is the process of getting detailed 
information about jobs.
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Summary (continued)
• 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)
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Summary (continued)
• 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 the ability to 
handle broad responsibilities    .
• The basic technique for designing efficient jobs is 
industrial engineering  .
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Summary (continued)
• 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
b i– Jo  Rotat on
– Job Enrichment
– Self‐managing work teams offer greater skill variety and task                 
identity
– Flexible work schedules and telework offer greater autonomy
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Summary (continued)
• The 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.
– The job design may limit the amount of information and 
memorization involved.
The goal is to reduce errors and accidents–               .
– Technology tools may actually cause more distractions, 
errors, and accidents.
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