Human Resources Comprehensive Assignment - Editing and formatting
mathwiz10101
Chapter4Complete.pptxCHAPTER 4
Defining, Analyzing, and Designing the Work
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LEARNING OUTCOMES
Explain the manager’s and the employee’s roles in defining and designing work
Discuss the relationship between job analysis and HRM processes
Explain the relationship between a job analysis and a job description
Define and describe the sections in a job description
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LEARNING OUTCOMES (continued)
Describe the uses of information gained from job analysis
Explain the relationship of job design to employee contributions
Discuss the different types of work designs to increase employee contribution
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ROLE OF MANAGER AND EMPLOYEE IN JOB DESIGN
Manager is primary individual who determines what work is to be performed and in what order
Takes an active role in determining skills and abilities needed to successfully perform work
Employee contributes by providing information that may be known only by the person doing the job
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RELATIONSHIP OF JOB ANALYSIS AND HRM PROCESSES
Job: group of related activities
Position: specific duties performed by one person
Work: tasks that need to be completed in an organization
Role: the part played by an employee within an organization and the associated expected behaviours
Important to describe what tasks need to be done, in what order, the skills needed, and the role a person plays in the organization
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JOB ANALYSIS
Process to gather job information
Is a cornerstone of HRM
Identifies duties, tasks, knowledge, and abilities to perform work successfully
A job description is the written output from job analysis
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PROCESS OF JOB ANALYSIS
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JOB DESCRIPTIONS
Written document that contains:
Job title
Reports to
Date
Written by and approved by
Summary of job
Job duties and responsibilities
Job specifications (skills, abilities, knowledge, experience)
Performance standards
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PROBLEMS WITH JOB DESCRIPTIONS
Poorly written, using vague rather than specific terms
Lack of updating
May violate law by containing specifications not related to job
Can limit scope of activities
May not contain standards of performance
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WRITING CLEAR AND UNDERSTANDABLE JOB DESCRIPTIONS
Use statements that are concise, direct, and simply worded
Use action-oriented verbs and present tense
Job descriptions must match job requirements
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STANDARDS OF PERFORMANCE
Identifies expected results
Minimizes misunderstandings
Establishes foundation for taking corrective action
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LEGAL CONSIDERATIONS
“Age of specifics”
Any performance assessment must be based on valid job-related criteria
Job description may need revising due to “reasonable accommodation”
Any valid physical and/or mental requirements need to be in job description
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USES OF INFORMATION FROM JOB ANALYSIS
Recruitment
Selection
Performance management
Training and development
Health and safety
Compensation
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DESIGNING THE JOB
Responsibility of supervisor/manager
Designed to achieve organizational objectives
Well-designed jobs can also achieve employee goals
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JOB DESIGN
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JOB CHARACTERISTICS MODEL
Skill variety
Task identity
Task significance
Autonomy
Feedback
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EMPLOYEE EMPOWERMENT
Pushing down decision-making responsibility to those close to internal and external customers
Relies upon shared information and power to act
Culture of organization must be open and receptive to change
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EMPLOYEE EMPOWERMENT (continued)
To grow and thrive, organizations must encourage these conditions:
Participation
Innovation
Access to information
Accountability
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EMPLOYEE TEAMS
Groups of employees who assume a greater role in the production or service process
Can be self-managed where they set own work schedules and deal directly with customers
Can be “virtual”
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MANAGERS AND JOB DESIGN
The manager needs to understand different forms of employee involvement
Line manager will be expected to support and encourage employee involvement
Role of line manager is to help create more opportunities for involvement
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FUTURE DESIGN OF ORGANIZATIONAL WORK
Non-traditional employment forms such as contract work, telework, e-work
Use and convergence of social, mobile, and cloud computing technologies
Dynamic and fluid relationships
More attention needed in job crafting to ensure organization context and culture is part of design
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