The Analysis and
Design of Work
Chapter Four
D r. A s e e l A b u A j a m i e h
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Human Resource Management
Practices
• There is no “one best
way” to design jobs
Introducti and structure
organizations.
on • Organizations need to
create a fit between
environment,
competitive strategy,
and philosophy and its
jobs and
organizational design.
• Failing to design
effective organizations
and jobs has
important implications
Work-flow design:
Work-Flow
Analysis and • The process of analyzing the
tasks necessary for the
Organization production of a product or service,
prior to allocating and assigning
Structure these tasks to a particular job
category or person.
• Important in understanding how
to bundle tasks into discrete jobs
Organizational Structure:
• Organization structure refers to
the stable and formal network of
vertical and horizontal
interconnections among jobs that
constitute the organization.
• Need to understand how jobs at
different levels relate.
Work-Flow Analysis
and Organization
Structure
Work-Flow Analysis:
• A means to understand all tasks
required to produce high-quality
products, and the skills necessary to
perform those tasks.
• All organizations need to identify the
outputs of work, to specify the
quality and quantity standards for
those outputs, and to analyze the
processes and inputs necessary for
Figure 4.1 Developing a Work–Unit
Activity Analysis
Job analysis
• Refers to the process of getting detailed
information about jobs.
• Job analysis is the building block of everything
that human resource managers do.
Job
Analysis
Almost every human resource
management program requires
some type of information that is
gleaned from job analysis:
work redesign, human
resource planning, selection,
training and development,
performance appraisal, career
planning, and job evaluation.
Job Analysis
Two types of information are most useful in job
analysis:
Job description Job specification
• A list of the tasks, duties, and • A list of the knowledge, skills,
responsibilities (TDRs) that a abilities, and other
job entails. characteristics (KSAOs) that an
• TDRs are observable actions. individual must have to
When a manager attempts to perform the job.
evaluate job performance, it is
most important to have
detailed information about the
work performed in the job (that
is, the TDRs).
Who should be responsible for
providing the job analysis information?
Subject-matter experts.
Job incumbent.
Supervisors.
Social networks.
Answer
Other sources may be customers,
external job analysts.
Dynamic Job
Analysis
• Dynamic Elements of Job
Analysis:
• Jobs change and evolve
over time.
• Job analysis process
must also detect
changes in nature of
jobs.
• “Jobs” being replaced by
“gigs.”
• Workers act as private
contractors.
Job Design
It is the process of defining how work
will be performed and tasks required in
a given job.
Job
Design
• Job Redesign.
Changing tasks or way
work is performed in
existing job.
Four basic Mechanistic
approaches:
Motivational.
Research has identified four basic Biological.
approaches that have been used
among the various disciplines (such
as psychology, management,
engineering, and ergonomics) that
Perceptual-motor.
have dealt with job design issues:
mechanistic, motivational, biological,
and perceptual-motor.
1
Mechanistic Approach:
2
Motivational
Approach
3
Biological Approach
4
Perceptual–motor
Approach