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Chapter 04 dessler 12-ce_ppt_ch04
1.
Chapter 4: Designing
and Analyzing Jobs Designing and Analyzing Jobs | 4-1 Copyright © 2014 Pearson Canada Inc. All rights reserved. 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 Copyright © 2014 Pearson Canada Inc. All rights reserved. • 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 Copyright © 2014 Pearson Canada Inc. All rights reserved. • 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 Copyright © 2014 Pearson Canada Inc. All rights reserved. Job
5.
reserved. Copyright © 2014
Pearson Canada Inc. All rights reserved Uses of Job Analysis Designing and Analyzing Jobs | 4-5
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. Copyright © 2014 Pearson Canada Inc. All rights reserved 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 Copyright © 2014 Pearson Canada Inc. All rights reserved. •
8.
reserved. Copyright © 2014
Pearson Canada Inc. All rights reserved Organization Chart Designing and Analyzing Jobs | 4-8
9.
continued Designing and Analyzing
Jobs | 4-9 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Common Types of Organization Structure
10.
reserved. Copyright © 2014
Pearson Canada Inc. All rights reserved 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. Copyright © 2014 Pearson Canada Inc. All rights reserved 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 Copyright © 2014 Pearson Canada Inc. All rights reserved. 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 Copyright © 2014 Pearson Canada Inc. All rights reserved. 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 Copyright © 2014 Pearson Canada Inc. All rights reserved. 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 Copyright © 2014 Pearson Canada Inc. All rights reserved. • 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 Copyright © 2014 Pearson Canada Inc. All rights reserved. • Observations
17.
reserved. Copyright © 2014
Pearson Canada Inc. All rights reserved Sample Questionnaire Designing and Analyzing Jobs | 4-17 continued
18.
continued Designing and Analyzing
Jobs | 4-18 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Sample Questionnaire
19.
reserved. Copyright © 2014
Pearson Canada Inc. All rights reserved Sample Questionnaire Designing and Analyzing Jobs | 4-19 continued
20.
reserved. Copyright © 2014
Pearson Canada Inc. All rights reserved Sample Questionnaire Designing and Analyzing Jobs | 4-20
21.
reserved. Copyright © 2014
Pearson Canada Inc. All rights reserved Sample Position Analysis Questionnaire (PAQ) Designing and Analyzing Jobs | 4-21 continued
22.
reserved. Copyright © 2014
Pearson Canada Inc. All rights reserved Sample Position Analysis Questionnaire (PAQ) Designing and Analyzing Jobs | 4-22
23.
reserved. Copyright © 2014
Pearson Canada Inc. All rights reserved 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 Copyright © 2014 Pearson Canada Inc. All rights reserved. • 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 Copyright © 2014 Pearson Canada Inc. All rights reserved. • statement of duties, responsibilities, reporting relationships, and working conditions of the job
27.
reserved. Copyright © 2014
Pearson Canada Inc. All rights reserved Sample Job Description continued Designing and Analyzing Jobs | 4-27
28.
continued Designing and Analyzing
Jobs | 4-28 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Sample Job Description
29.
reserved. Copyright © 2014
Pearson Canada Inc. All rights reserved Sample Job Description Designing and Analyzing Jobs | 4-29
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 Copyright © 2014 Pearson Canada Inc. All rights reserved. • 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 Copyright © 2014 Pearson Canada Inc. All rights reserved. • all listed qualifications are bona fide occupational requirements (BFORs)
32.
reserved. Copyright © 2014
Pearson Canada Inc. All rights reserved Physical Demands Analysis Designing and Analyzing Jobs | 4-32 continued
33.
continued Designing and Analyzing
Jobs | 4-33 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Physical Demands Analysis
34.
reserved. Copyright © 2014
Pearson Canada Inc. All rights reserved Physical Demands Analysis Designing and Analyzing Jobs | 4-34
35.
continued Designing and Analyzing
Jobs | 4-35 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Sample Job Specification
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 Copyright © 2014 Pearson Canada Inc. All rights reserved. • anticipate modifications
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