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Chapter 04 dessler 12-ce_ppt_ch04
- 1. Chapter 4: Designing and Analyzing
Jobs
Designing and Analyzing Jobs | 4-1
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Dessler, Chhinzer, Cole
Human Resources
Management in Canada
Canadian Twelfth Edition
- 2. Learning Outcomes
• DEFINE job design and explain the
difference between a job and a position.
• DESCRIBE the evolution of job design and
how organizational structure influences job
design.
Designing and Analyzing Jobs | 4-2
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• EXPLAIN the steps in job analysis.
- 3. Learning Outcomes
• DESCRIBE and evaluate multiple methods of
collecting job analysis information.
• EXPLAIN the difference between a job
description and a job specification.
Designing and Analyzing Jobs | 4-3
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• EXPLAIN the three reasons why
competency-based job analysis has become
more common.
- 4. Job Analysis
“A process by which information about jobs
is systematically gathered and organized.”
• a group of related activities/duties for one
or more employees
Position
• the collection of tasks/responsibilities
performed by one person
Designing and Analyzing Jobs | 4-4
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Job
- 6. Steps in Job Analysis
Step 6: Communicate and update
information as needed
Step 4: Verify/modify data if required
Step 3: Collect data on job activities
Step 2: Select jobs to be analyzed
Step 1: Review relevant background information
Designing and Analyzing Jobs | 4-6
reserved.
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Step 5: Write job descriptions and job
specifications
- 7. Step 1: Review Relevant
Background Information
Organizational Structure
the formal relationships among jobs in an
organization
•
should be appropriate given strategic goals
Organization Chart
•
clarifies chain of command; who reports to
whom
•
does not explain communication
patterns, degree of
supervision, power, authority, or specific
duties
Designing and Analyzing Jobs | 4-7
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•
- 10. reserved.
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Common Types of
Organization Structure
Designing and Analyzing Jobs | 4-10
- 11. Process Chart
• shows the flow of inputs and outputs from the job
under study.
Designing and Analyzing Jobs | 4-11
reserved.
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Process Chart
- 12. Step 2: Select Jobs to be
Analyzed
Necessary when there are a number of similar jobs
• the process of systematically organizing work
into tasks that are required to perform a specific
job
Designing and Analyzing Jobs | 4-12
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Job Design
- 13. The Evolution of Jobs and Job
Design
Job Specialization
• work simplification
• industrial engineering
• job enlargement, job rotation, job
enrichment, team based job design
Ergonomic Aspects
• physical needs of workers
Designing and Analyzing Jobs | 4-13
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Behavioural Aspects
- 14. • Competencies: demonstrable characteristics
that enable performance of a job
• shift from job-specific duties to
competencies in job descriptions; emphasis
on employee capabilities
• examples of competencies:
• general (reading, writing, mathematics)
• leadership (strategic thinking, motivating)
• technical competencies for specific jobs
Designing and Analyzing Jobs | 4-14
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Competency-Based Job Analysis
- 15. Competency Based Job Analysis
• Use of competency analysis is becoming
more common:
• it encourages workers to learn and rotate among jobs
• supports performance management process
Designing and Analyzing Jobs | 4-15
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• more strategic approach to defining jobs
- 16. Step 3: Collect Job Analysis
Information
• Interviews (individual, group, supervisory)
• Questionnaires
• Participant diary/log
• National Occupation Classification (NOC)
Designing and Analyzing Jobs | 4-16
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• Observations
- 17. reserved.
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Sample Questionnaire
Designing and Analyzing Jobs | 4-17
continued
- 19. reserved.
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Sample Questionnaire
Designing and Analyzing Jobs | 4-19
continued
- 21. reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved
Sample Position Analysis
Questionnaire (PAQ)
Designing and Analyzing Jobs | 4-21
continued
- 22. reserved.
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Sample Position Analysis
Questionnaire (PAQ)
Designing and Analyzing Jobs | 4-22
- 23. reserved.
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Sample NOC Job Description
continued
Designing and Analyzing Jobs | 4-23
- 24. reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved
Sample NOC Job Description
Designing and Analyzing Jobs | 4-24
- 25. Step 4: Verifying Information
• Verify with:
• Increases validity and reliability
• inconsistencies/concerns can be addressed
• participants will be more honest
Designing and Analyzing Jobs | 4-25
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• workers currently performing the job
• supervisors
- 26. Step 5: Writing Job Descriptions
and Job Specifications
• job description
• job specifications
• statement of requisite knowledge, skills, and
abilities needed to perform the job
Designing and Analyzing Jobs | 4-26
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• statement of duties, responsibilities, reporting
relationships, and working conditions of the job
- 27. reserved.
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Sample Job Description
continued
Designing and Analyzing Jobs | 4-27
- 30. Human Rights Legislation
Considerations
• not legally required but highly advisable
• the only criteria examined should be
knowledge, skills, and abilities required for the
essential duties of the job
• when an employee cannot perform an essential
duty because of reasons related to a prohibited
ground, reasonable accommodation to the point of
undue hardship is required
Designing and Analyzing Jobs | 4-30
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• essential job duties should be clearly identified
- 31. Job Specifications
• answers the question “What human traits and
experience are required to do this job?”
• unjustifiably high educational/experience
requirements may lead to systemic
discrimination
• qualifications of incumbents should not be
confused with the minimum requirements
• for entry-level jobs, identify actual physical and
mental demands
Designing and Analyzing Jobs | 4-31
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• all listed qualifications are bona fide
occupational requirements (BFORs)
- 32. reserved.
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Physical Demands Analysis
Designing and Analyzing Jobs | 4-32
continued
- 34. reserved.
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Physical Demands Analysis
Designing and Analyzing Jobs | 4-34
- 36. reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved
Sample Job Specification
Designing and Analyzing Jobs | 4-36
- 37. Step 6: Communication and
Preparedness for Revisions
• communicate to all relevant stakeholders
•
•
•
•
restructuring
new product development
technological changes
competitors
Designing and Analyzing Jobs | 4-37
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• anticipate modifications