Creative thinking and synthesis.
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Mathis_16e_PPT_Ch04_IE.pptxCHAPTER 4
Workforce, Jobs, and
Job Analysis
© 2020 Cengage Learning ®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Explain how the workforce is changing in unpredictable ways
Understand how technology changes jobs and workflow
Define job design and identify common approaches to job design
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives (continued)
Discuss how flexible work arrangements help employees achieve work–life integration
Describe job analysis and the steps in the process
List the components of job descriptions
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Workforce Profile
Labor force participation rate: Percentage of the population working or seeking work
Important elements
Age and generational groups
Skill gaps
Improving readiness to work
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Nature of Work and Jobs
Work: Effort directed toward accomplishing results
Job: Grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee
Workflow analysis: Study of the way work (inputs, activities, and outputs) moves through an organization
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Figure 4-4: Workflow Analysis
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Job Design and Job Redesign
Job design: Organizing tasks, duties, responsibilities, and other elements into a productive unit of work
Influences performance
Affects overall job satisfaction
Impacts both physical and mental satisfaction
Job redesign: Changing existing jobs in different ways to improve them
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Figure 4-5: Some Characteristics of Jobs and People
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Types of Employees
Full-Time Employees
Part-Time Employees
Independent Contractors
Temporary Workers
Contingent worker: Not a full-time employee but is a temporary or freelance worker for a specific period of time and type of work
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Person–Job Fit
Person–job fit: Matching the characteristics of people with the characteristics of jobs
Based on the match between individual characteristics and the unchangeable components of a job
Different people will find that they fit different kinds of work in unique ways
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Common Approaches to Job Design
Job simplification: Breaking a more complex job into relatively small subparts
Job enlargement: Broadening the scope of a job by expanding the number of different tasks that are performed
Job enrichment: Increasing the depth of a job by adding responsibility for planning, organizing, controlling, and/or evaluating the job
Job rotation: Process of shifting a person from job to job
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Characteristics of Jobs to Consider in Design
Skill variety: Work requires several activities for successful completion
Task identity: Job includes a recognizable unit of work that is carried out from start to finish
Task significance: Impact the job has on other people
Autonomy: Individual freedom and discretion in the work and its scheduling
Feedback: Amount of information employees receive about how well or how poorly they have performed
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Figure 4-6: Job Characteristics Model
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Special Types of Teams
Special-purpose team: Formed to address specific problems, improve work processes, and enhance the overall quality of products and services
Self-directed team: Composed of individuals who are assigned a cluster of tasks, duties, and responsibilities to be accomplished
Virtual team: Includes individuals who are separated geographically but linked by communications technology
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Global Teams
Global operations have increased the use of virtual teams
Members may seldom or never meet in person
Managers and H R should address task and responsibility issues
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Benefits of Work Teams
Improved productivity
Increased employee involvement
Greater coworker trust
Widespread individual learning
Greater individual diversity in knowledge, skills, and abilities
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Telework and Coworking Space
Telework: Employees complete work through electronic interactions, telecommunications, and Internet technology
Coworking space: Communal space shared by freelancers and remote workers
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Advantages of Telework
Fewer expenditure (gas, lunches, dry cleaning, etc.) for employees
Saves commuting time
Increased productivity due to higher morale and decreased stress
Higher employee satisfaction and commitment
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Disadvantages of Telework
Possibility of working more hours
Social isolation
Electronic media limits employee interaction
Role conflict between work and family
Teams may allow poor performance
Absence of work and home boundaries
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Work Scheduling Flexibility
Shift work
Compressed workweek: Full week’s work is accomplished in fewer than five days of eight working hours each
Part-time schedules
Job sharing: Two employees perform the work of one full-time job
Flextime: Employees work a set number of hours a day but vary starting and ending times
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Time Flexibility: Work Scheduling
Relaxes some of the traditional “time clock” control of employees, while still covering workloads
Work–life integration: Employer-sponsored programs designed to help employees balance work and personal life
Ensures much-needed downtime
Reduces conflicts between work and family
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Job Analysis
Job analysis: Gathering and analyzing information about the content, context, and human requirements of jobs
Purpose
Aids in H R planning, recruiting, and hiring
Provides accurate information for equal employment opportunity matters
Is the basis for compensation, training, and employee performance appraisals
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Figure 4-8: Essentials of Job Analysis
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Typical Division of H R Responsibilities: Job Analysis
H R Unit
Coordinates job analysis
Writes job descriptions and specifications for review by managers
Periodically reviews job descriptions and specifications
Reviews managerial input to ensure accuracy
May seek assistance from outside experts for difficult or unusual analyses
Managers
Complete or help complete job analysis information
Review job descriptions and specifications and maintain their accuracy
Request new analyses as jobs change
Use job analysis information to identify performance standards
Provide information to outside experts
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Task-Based Job Analysis
Task: Distinct, identifiable work activity comprised of motions that employees perform
Duty: Work segment comprised of several tasks that are performed by individuals
Responsibilities: Obligations to perform certain tasks and duties within a job
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Competency-Based Job Analysis
Competencies: Individual capabilities that can be linked to enhanced performance by individuals or teams
Technical competencies
Behavioral competencies
Identifies characteristics that make employees successful on the job
Strives to influence future job performance
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Figure 4-10: Steps in the Job Analysis Process
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Job Analysis Methods
Observation
Work Sampling
Employee Diary/Log
Interviewing
Questionnaires
O*Net
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Information Collected in a Job Analysis
Job Content
Tasks and duties
Responsibilities and accountabilities
Tools, equipment, software used
Decision-making
Supervision received/supervision provided to others
Job Context
Working hours/schedule
Work environment/hazards
Relationships (internal and external contacts)
Travel requirements
Physical, psychological, and emotional demands
Worker Characteristics
Education and experience
Knowledge, skills, and abilities
Certification/licensure
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Job Analysis and O*Net
O*Net: Online database containing information on a wide range of jobs and occupational characteristics
O*Net database contains data on 800+ occupations, classified by industry, and includes:
Task statements of importance, relevance, and frequency
Abilities, training, work experiences, and education
Interests, work values, work styles, and job zones
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Behavioral Aspects of Job Analysis
Current Incumbent Emphasis
Focus on core duties and necessary knowledge, skills, and abilities
Inflation of Jobs and Job Titles
Employee and Managerial Concerns
Employee Fears
Managerial Straitjacket
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Legal Aspects of Job Analysis
Job Analysis and the Americans with Disabilities Act (A D A)
Employers must identify essential job functions, not marginal functions
Job Analysis and Wage/Hour Regulations
Fair Labor Standards Act (F L S A)
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Job Analysis and the Americans with Disabilities Act (A D A)
Essential job functions: Fundamental duties of the job
Marginal job functions: Duties that are part of a job but are incidental or ancillary to the purpose and nature of the job
Considerations used in determining essential functions and marginal functions are:
Percentage of time spent on tasks
Frequency of tasks performed on the job
Importance of tasks performed
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Job Description and Job Specifications
Job description: Identifies a job’s tasks, duties, and responsibilities
Job specifications: Knowledge, skills, and abilities (K S As) an individual needs to perform a job satisfactorily
Performance standards: Indicators of what the job accomplishes and how performance is measured in key areas of the job description
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Job Description Components
Identification
Job title and department
Reporting relationships
Location and date of analysis
General Summary
General responsibilities and components of a job
Acts as a complete overview
Essential Job Functions and Duties
Functions and duties listed in order of importance
Lists tasks, duties, and responsibilities
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Job Description Components (continued)
Job Specifications
Knowledge, skills, and abilities
Education and experience
Physical requirement and/or working conditions
Disclaimers and Approvals
Many job descriptions include approval signatures and legal disclaimers
Allows employers to change job duties
© 2020 Cengage Learning®. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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