1. Job Analysis, Employee
Involvement and Flexible
Work Schedules
Chapter 4
Human Resources Management

2. What is Job Analysis
• A job analysis adalah proses sistematis
mengumpulkan informasi tentang semua parameter
dari pekerjaan-nya tanggung jawab dasar, perilaku,
keterampilan, dan persyaratan fisik dan mental dari
orang-orang yang melakukannya.
• A job analysis juga harus menjelaskan peralatan
yang diperlukan untuk melakukan pekerjaan,
lingkungan dan waktu di mana perlu dilakukan,
dengan siapa itu perlu dilakukan, dan tingkat hasil
atau kinerja itu harus menghasilkan.
1–2

3. Job Requirements
• Job Description
 Statement of the tasks, duties, and responsibilities
(TDRs) of a job to be performed
• Job Specification
 Statement of the needed knowledge, skills, and
abilities (KSAs) of the person who is to perform
the job
 Since Griggs v Duke Power and the Civil Rights Act
of 1991, job specifications used in selection must
relate specifically to the duties of the job.

4. HRM Functions Affected by a Job Analysis

6. Methods Used to Collect Job Analysis Data
• Five of the more popular methods are
1. The functional job analysis
2. The Position Analysis questionnaire system
3. The critical incident method
4. A task inventory analysis
5. A competency-based job analysis.

7. Key Elements of a Job Description
• Job Title
 Indicates job duties and organizational level
• Job Identification
 Membedakan pekerjaan dari semua pekerjaan lainnya
• Essential Functions (Job Duties)
 Menunjukkan tanggung jawab dalam menyelesaikan
hasil pekerjaan dan pekerjaan tersebut harus
diselesaikan
• Job Specifications
 Skills required to perform the job and physical
demands of the job

10. Highlights in HRM

11. Problems with Job Descriptions
1. If they are poorly written, using vague rather
than specific terms, they provide little guidance
to the jobholder.
2. They are sometimes not updated as job duties
or specifications change.
3. Mereka mungkin melanggar hukum dengan
mengandung spesifikasi yang tidak
berhubungan dengan keberhasilan pekerjaan.
4. They can limit the scope of activities of the
jobholder, reducing an organization’s flexibility.

12. Job Design
• Industrial Engineering
 Sebuah bidang studi yang berhubungan dengan
menganalisis metode kerja dan menetapkan standar
waktu
• Job Design
 Hasil dari analisis pekerjaan yang meningkatkan
pekerjaan melalui pertimbangan teknologi dan manusia
dalam rangka meningkatkan efisiensi organisasi dan
kepuasan kerja karyawan
• Ergonomics
 The process of studying and designing equipment and
systems that are easy and efficient for people to use and
that ensure their physical well-being.

13. Basis of Job Design

14. Job Characteristics Model: Designing Jobs to
Motivate Employees
Job Characteristics Psychological States Job Outcomes
 Meaningfulness of  Improved work
 Skill variety
the work performed performance
 Task identity
 Responsibility for
 Increased Internal
 Task significance motivation
work outcomes
 Autonomy  Lower
 Knowledge of the absenteeism and
 Feedback results of the work turnover
performed.

15. Enlargement, Rotation, & Enrichment
• Job enlargement
 The process of adding a greater variety of tasks
to a job.
• Job rotation
 a process whereby employees rotate in and out
of different jobs.
• Job enrichment
 Enhancing a job by adding more meaningful
tasks and duties to make the work more
rewarding or satisfying

16. Empowerment, Crafting, & Engagement
• Employee Empowerment
 Memberikan kepercayaan kepada karyawan untuk
memulai perubahan, sehingga mendorong mereka
untuk mengambil alih apa yang mereka lakukan
• Job Crafting
 Sebuah fenomena alami dimana karyawan melakukan
tugas mereka sesuai kekuatan masing-masing,
dengan motifasi yang lebih baik
• Employee Engagement
 Situasi di mana pekerja antusias dan tenggelam
dalam pekerjaan mereka dimana hal tersebut dapat
membantu meningkatkan kinerja perusahaan.

17. Designing Work for Group/Team Contributions
• Employee Involvement Groups (EIs)
 Groups of employees who meet to resolve problems
or offer suggestions for organizational improvement
 Also known as quality circles (QCs)
 Success with EIs requires:
– Comprehensive training for group members
– Recognition of the group’s contributions
– Continuing input and encouragement by management
– Use of a participative/democratic leadership style

18. Synergistic Team Characteristics

19. Forms of Employee Teams

20. Characteristics of Successful Teams
• A commitment to shared goals and objectives
• Motivated and energetic team members
• Open and honest communication
• Shared leadership
• Clear role assignments
• A climate of cooperation, collaboration, trust,
and accountability
• The recognition of conflict and its positive
resolution

21. Benefits of Employee Teams
• Increased integration of individual skills
• Better performance (quality and quantity)
solutions to unique and complex problems
• Reduced delivery time
• Reduced turnover and absenteeism
• Accomplishments among team members

22. Flexible Work Schedules
• Flextime
 Working hours that permit employees the option of choosing
daily starting and quitting times, provided that they work a set
number of hours per day or week.
• Compressed Workweek
 Shortening the number of days in the workweek by
lengthening the number of hours worked per day.
• Job Sharing
 The arrangement whereby two part-time employees perform a
job that otherwise would be held by one full-time employee.
• Telecommuting
 The use of personal computers, networks, and other
communications technology such as fax machines to do work
in the home that is traditionally done in the workplace.

23. Keys for Successful Telecommuting

24. Key Terms
critical incident method job description
dejobbing job design
employee empowerment job enlargement
employee teams job enrichment
ergonomics job rotation
flextime job specification
industrial engineering position analysis questionnaire
job (PAQ)
job analysis task inventory analysis
job characteristics model telecommuting
job crafting virtual team

25. Chapter 4 - Learning Outcomes
Learning Outcome Statements Related Outcomes from Body of the Text
Explain what a job analysis is, the parts that comprise it and Are there any HR functions that are not affected by the job analysis process?
1 how the information it generates is used in conjunction with If so, what are they?
a firm’s HRM functions.
Explain how the data for a job analysis typically is collected. Answer the questions in Highlights in HRM 1 based on the job you currently
2 hold or most recently held. Do the answers give you enough information to
create a job analysis?
Identify and explain the various sections of job descriptions. Using your answers to the questions asked in Highlights in HRM 1, write
3 a job description for your job or the job you most recently held. Are there
elements of the job that are not reflected in the job description?
Provide examples illustrating the various factors that must Explain how industrial engineering and ergonomics can both clash with
4 be taken into account when designing a job. and complement each other in the design of jobs.
Discuss the various job characteristics that motivate Can a firm’s managers control the process of job crafting? What
5 employees. challenges does it present for them?
Describe the different group techniques used to broaden a Describe the types of teams you have worked in. Were some more
6 firm’s job functions and maximize the contributions of successful than others? If so, why? How might what you have learned
employees. from being a team member be applied in an HR context?
Identify the different types of work schedules organizations Name some of the jobs people do at your school. Which of the jobs do
7 are using today to motivate their employees. you think could effectively incorporate flexible work schedules? Which
could not?