Chapter-Three

Job Analysis and Design

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 Job Analysis Terminologies
Job: a group of tasks, duties and responsibilities that need to
be performed to achieve the organization’s goal.

Duty: a larger work segments composed of several tasks

performed by an individual.
Task: is the smallest units of analysis or identifiable work
activities composed of motions.
Position: a collection of task ,duties and responsibilities
performed by one person.
Job title: brief description of a job, it also indicate the
relative level of the jobholder
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 Job Analysis

• Process of obtaining information about jobs

determining what the duties, tasks, or activities
of jobs are.
• Job analysis is the process of determining
what will be done in a job.

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 Cont’d
 Systematic process of determining duties, skills, and
knowledge required for performing a job.
 Systematic process of collecting information about all of the
parameters of a job:
 Basic responsibilities,

 Required behaviors,

 Skills, and

 The physical and mental requirements of the people who

do it.
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 Types of Information Collected
Work
Activities

Human Human
Requirements Behaviors
Information
Collected Via
Job Analysis Machines, Tools,
Job Equipment, And Work
Context Aids

Performance
Standards
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 Uses of Job Analysis Information
Recruitment
and Selection

EEO
Compliance Compensation
Information
Collected via
Discovering Job Analysis
Performance
Unassigned
Appraisal
Duties

Training
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 Steps in Job Analysis
Steps in doing a job
analysis:

1 Decide how you will use the information.

2 Review relevant background information.
3 Select representative positions.
4 Actually analyze the job.
5 Verify the job analysis information.
Develop a job description and job
6
specification.

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 Cont’d
• Internal factors that affect t

 Assigning new duties to a job or individual

 New technology in the workplace

 Hiring new employees

• External factors that affect the frequency of job analysis

include:
 Increases/decreases in customer demand

 Seasonality

 New competition
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 Job Description

• Statement of the tasks, duties, and responsibilities of

a job to be performed.

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 Job Specification

• Statement of the needed knowledge, skills, and

abilities of the person who is to perform the job.

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 Cont’d

• Skill Requirement

• Physical Demands

• Social Skills

• Education Level

• Personal Qualities

• Interests

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 Job Specification
• A written summary of tasks, duties and
responsibilities of a job.

Job Description
• The minimum skills, education, and experience
necessary for an individual to perform a job.

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 Cont’d
• Diagrams
Job Analysis

Job Description Job Specification

 Job Title
 Qualifications
 Working Hours
 Qualities
 Duties and
 Experience
Responsibilities
 Family Background
 Working Conditions
 Training
 Salaries and Incentives

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 Job Designing

• Job design involves determining the specific task and

responsibilities to be performed and carried out by the
employees.
• For example, if an employee normally assembles parts,
the job may be enlarged to include new tasks such as
work planning, inspection / quality control, or
maintenance.

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 Goal of Job Design

 To Meet the organizational requirements such as

higher productivity, operational efficiency, quality
of product/service etc.
 To specify the needs of individual employees like
interest, challenges, achievement or accomplishment
etc.
 Integrate the needs of the individual with the
organizational requirements.
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 Cont’d
• Poorly designed jobs can lead to unnecessary stress
and low job satisfaction. Five techniques are
commonly used in job redesign:

1. Job simplification

2. Job enlargement

3. Job enrichment

4. Job rotation

5. Team building
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 Characteristics of a Motivating Job

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 Job Simplification
• Sometimes called time and motion analysis.

• Involves breaking down jobs into their smallest

components and assessing how work is done in each.
• Useful when the skills required to perform the tasks
are not extensive and/or do not require a great deal of
managerial involvement.
• High concern for specialization

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 Job enlargement
• Sometimes called horizontal job expansion.

• Is the process of broadening jobs by adding tasks

involving similar skills and abilities together.
• Can help to motivate employees who perceive
increased responsibility as a step toward advancing
their careers.

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 Job enrichment
• Sometimes called vertical job expansion.

• Involves responsibilities being added to an

employee’s job that are not extremely similar to the
tasks the employee performs.
• Differs from job enlargement in that it does not
typically give the employee additional levels of
responsibility, but just requires him or her to perform
additional tasks.
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 The Difference
• The difference between job enrichment and job
enlargement is quality and quantity.
• Job enrichment, an employee finds satisfaction in respect
to their position and personal growth potential.
• Job enrichment involves adding more responsibility to
organizing and planning in order to gain more control
over their duties and work as a manager.
• Whereas job enlargement means to add more duties, and
an increased workload.
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 Job Rotation
• Often used to alleviate some of the boredom
employees face when performing the same job
repeatedly.
• Requires that employees be cross-trained in several
different jobs.

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 Team Building

• Directs goals and rewards toward team efforts rather

than toward individual efforts.
• Views employees as members of work groups rather
than as individuals.
• Encourages employees to work well together and to
assist one another.
• started and can sometimes lead to counterproductive
competition among groups.
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• Who is involved in the job analysis?

Management

Supervisors

Job analysts

Job incumbent

Unions

Consultants

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 An Exercise

• Mr. Dinaol, a customer service manager at Ililli Hotel,

wants to conduct a job analysis on how his employees
interact with customers and other employees.
• What steps should Mr. Dinaol take to implement a
successful job analysis, and what method should he
use to analyze the job?

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 Manpower Planning, Recruitement and
Selection
• HRP: Is a process of reviewing human resource
requirements to ensure that the required numbers of
employees, with the required skills, knowledge and
abilities are available when and where an organization
needed.
• HRP: Involves matching internal and external supply of
people with job openings anticipated in an organization
over a specific period of time.
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 HR Planning Process
 HRP is determined from the organizational plans. and has
two components:

1. HR Requirements and 2. HR Availability

 HR Requirements involve determining the numbers and
types of employees needed, by skills levels, knowledge,
abilities and location.
 Human Resource Availability involves looking to both
internal sources (presently employed employees), and
external sources (labor market).
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 Cont’d

• When a comparison of human resource

requirements and availability indicates a
labor surplus result, organization will have
plan to downsize the people to meet the
needs of organization.
• What are the strategies to be used to
downsize firm employees?
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 Labor Surplus-Downsizing Strategy

• Restrict Hiring: Reduce the workforce by not

replacing employees who leave. New staff are hired
only when the overall performance of organization
may be affected.
• Reduced Hours of Work: Organization can react to a
reduced workload requirement by reducing the total
number of hours worked (e.g. 40-hours a week, to
30hours a week). Workload or work hours’ policy.
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 Cont’d
• Early Retirement: of some present employees is one way to
reduce the number of staff. Some employees will be happy to
retire, but others will be not or reluctant. Some employees are
willing to accept early retirement if total retirement package is
made sufficiently attractive.
• Layoffs:: Sometime, organization may stop some staff, no
longer employment temporarily or ever. Layoffs have been
used when the economic conditions are worse or down.
Organization tries major layoffs, such as to eliminate people at
higher pay levels.
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 Determining Labor Shortage
When a comparison of human resource requirements and
availability indicates a worker shortage will result,
organization will have plan to recruit the necessary people
to meet the needs of organization.

Shortage of Workers Forecasted

Creative Recruiting: Organization may have to recruit from
different sources and in different methods or different
geographic areas and seek different kinds of candidates.

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 Cont’d
• Compensation Incentives: Organization competing
for staff in a high-demand situation may have to rely
on compensation incentives.
• Premium pay is one of the best method. Most
attractive rewards may be required to attract the best
and qualified employees to an organization, such as
four-day workweek, flexible working hours, part-time
employment, and child-care centers.
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 Cont’d

• Training Programs: Special training programs may be

needed to prepare individuals for positions with an
organization.
• Educational and skill training are types of programs
that may help attract individuals.
• Options for Avoiding an Expected Labor Shortage:
Overtime, temporary employees, outsourcing,
transfers, turnover reductions, new external hires.
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