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1、PART TWO - STAFFING THE ORGANIZATION,Job Analysis and Job Design,5,Chapter 5 Overview,Basic Terminology Job Analysis Job Design,Basic Terminology Job Analysis Products of Job Analysis Job Analysis Methods Observation Interviews Questionnaires Functional Job Analysis Dictionary of Occupational Titles
2、 O*NET Dictionary of Occupational Titles The ADA and Job Analysis Potential Problems with Job Analysis,Figure 5.1,|,Relationship among Different Job Components,Basic Terminology Job Analysis Products of Job Analysis Job Analysis Methods Observation Interviews Questionnaires Functional Job Analysis D
3、ictionary of Occupational Titles O*NET Dictionary of Occupational Titles The ADA and Job Analysis Potential Problems with Job Analysis,Table 5.1,Area of InformationContents Job title and locationName of job and where it is located. Organizational relationshipA brief explanation of the number of pers
4、ons supervised (if applicable) and the job title(s) of the position(s) supervised. A statement concerning supervision received. Relation to other jobsDescribes and outlines the coordination required by the job. Job summaryCondensed explanation of the content of the job. Information concerningThe con
5、tent of this area varies greatly from job job requirementsto job and from organization to organization. Typically it includes information on such topics as machines, tools, and materials; mental complexity and attention required; physical demands and working conditions.,Information Provided by a Job
6、 Analysis,Basic Terminology Job Analysis Products of Job Analysis Job Analysis Methods Observation Interviews Questionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational Titles The ADA and Job Analysis Potential Problems with Job Analysis,Table 5.2,A job
7、 description should be a formal, written document, usually from one to three pages long. It should include the following: Date written. Job Status (full-time or part-time; salary or wage). Position title. Job summary (a synopsis of the job responsibilities). Detailed list of duties and responsibilit
8、ies. Supervision received (to whom the jobholder reports). Supervision exercised, if any (who reports to this employee). Principal contacts (in and outside the organization). Related meetings to be attended and reports to be filed. Competency or position requirements. Required education and experien
9、ce. Career mobility (positions for which job holder may qualify next).,Contents of a Job Description,Basic Terminology Job Analysis Products of Job Analysis Job Analysis Methods Observation Interviews Questionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupa
10、tional Titles The ADA and Job Analysis Potential Problems with Job Analysis,Basic Terminology Job Analysis Products of Job Analysis Job Analysis Methods Observation Interviews Questionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational Titles The ADA and
11、 Job Analysis Potential Problems with Job Analysis,Basic Terminology Job Analysis Products of Job Analysis Job Analysis Methods Observation Interviews Questionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational Titles The ADA and Job Analysis Potential P
12、roblems with Job Analysis,Table 5.3,Category Information input Mental processes Physical activities Relationships with other people Job context Other job characteristics,Description Where and how does the employee get the information used in performing the job? What reasoning, decision-making, plann
13、ing, and information-processing activities are involved in performing the job? What physical activities does the employee perform, and what tools or devices are used? What relationships with other people are required in performing the job? In what physical or social contest is the work performed? Wh
14、at activities, conditions, or characteristics other than those described above are relevant to the job?,Examples Use of written materials. Near-visual differentiation. Level of reasoning in problem solving. Coding/decoding. Use of keyboard devices. Assembling/disassembling. Instructing. Contacts wit
15、h public, and/or customers. High temperature. Interpersonal conflict situations. Specified work pace. Amount of job structure.,Employee Activity Categories Used in the PAQ,Table 5.4,Source: E. J. McCormick, P. R. Jeanneret, and R. C. Mecham, Position Analysis Questionnaire. Copyright 1969 by Purdue
16、Research Foundation, West Lafayette, Ind. Reprinted with permission.,Sample page from the Position Analysis Questionnaire (PAQ),Information input I.I Sources of Job Information Rate each of the following items in terms of the extent to which it is used by the worker as a source of information in per
17、forming the job. I.I.I Visual Sources of Job Information 1Written materials (books, reports, office notes, articles, job instructions, signs, etc.) 2Quantitative materials (materials which deal with quantities or amounts, such as graphs, accounts, specifications, tables of numbers, etc.) 3Pictorial
18、material (pictures or picturelike materials used as sources of information, for example, drawings, blueprints, diagrams, maps, tracings, photographic films, x-ray films, TV pictures, etc.) 4Patterns/related devices (templates, stencils, patterns, etc., used as sources of information when observed du
19、ring use; do not include here materials described in item 3 above),Code Extent of Use NDoes not apply 1Nominal/very frequent 2Occasional 3Moderate 4Considerable 5Very substantial,(Continued),Table 5.4(concluded),5Visual displays (dials, gauges, signal lights, radarscopes, speedometers, clocks, etc.)
20、 6Measuring devices (rules, calipers, tire pressure gauges, scales, thickness gauges, pipettes, thermometers, protractors, etc., used to obtain visual information about physical measurements; do not include here devices described in item 5 above) 7Mechanical devices (tools, equipment, machinery, and
21、 other mechanical devices which are sources of information when observed during use or operation) 8Materials in process (parts, materials, etc., which are sources of information when being modified, worked on, or otherwise processed, such as bread dough being mixed, workpiece be turned in a lathe, f
22、abric being cut, shoe being resoled, etc.) 9Materials not in process (parts, materials, objects, etc., not in the process of being changed or modified, which are sources of information when being inspected, handled, packaged, distributed, or selected, etc., such as items or materials in inventory, s
23、torage, or distribution channels, items being inspected, etc.) 10Features of nature (landscapes, fields, geological samples, vegetation, cloud formations, and other features of nature which are observed or inspected to provide information) 11“Man-made” features of environment (structures, buildings,
24、 dams, highways, bridges, docks, railroads, and other “man-made” or altered aspects of the indoor or outdoor environment which are observed or inspected to provide job information; do no consider equipment, machines, etc., that individuals use in their work, as covered by item 7),Sample page from th
25、e Position Analysis Questionnaire (PAQ),Table 5.5,Source: W. B. Tornov and P. R. Pinto, “The Development of a Managerial Job Taxonomy: A System for Describing, Classifying, and Evaluating Executive Positions,” Journal of Applied Psychology 61, no. 4 (1976), p. 414.,Management Position Description Qu
26、estionnaire Categories,1.Product, marketing, and financial strategy planning. 2.Coordination of other organizational units and personnel. 3.Internal business control. 4.Products and services responsibility. 5.Public and customer relations. 6.Advanced consulting. 7.Autonomy of actions. 8.Approval of
27、financial commitments. 9.Staff service. 10.Supervision. 11.Complexity and stress. 12.Advanced financial responsibility. 13.Broad personnel responsibility.,Basic Terminology Job Analysis Products of Job Analysis Job Analysis Methods Observation Interviews Questionnaires Functional Job Analysis Dictio
28、nary of Occupational Titles O*NET Dictionary of Occupational Titles The ADA and Job Analysis Potential Problems with Job Analysis,Table 5.6,Source: U. S. Department of Labor, Revised Handbook for Analyzing Jobs (Washington, D. C.: U. S. Government Printing Office, 1991), p. 73.,Levels of Difficulty
29、for Worker Functions in FJA,DataPeopleThings 0Synthesizing0Mentoring0Setting up 1Coordinating1Negotiating1Precision working 2Analyzing2Instructing2Operating-controlling 3Compiling3Supervising3Driving-operating 4Computing4Diverting4Manipulating 5Copying5Persuading5Tending 6Comparing6Speaking-signalin
30、g6Feeding-offbearing 7Serving7Handling 8Taking instructions-helping,Basic Terminology Job Analysis Products of Job Analysis Job Analysis Methods Observation Interviews Questionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational Titles The ADA and Job Ana
31、lysis Potential Problems with Job Analysis,Table 5.7,1.Professional, technical, and managerial 2.Clerical and sales 3.Service 4.Agriculture, fishing, forestry, and related 5.Processing 6.Machine trades 7.Bench work 8.Structural work 9.Miscellaneous,Nine Occupational Categories Used by the DOT,Figure
32、 5.2,|,Human Resources Manager as Classified by the DOT,Source: U. S. Department of Labor, Employment and Training Administration, Dictionary of Occupational Titles, 4th ed., rev. 1991 (Washington, D. C.: U. S. Government Printing Office, 1991).,Basic Terminology Job Analysis Products of Job Analysi
33、s Job Analysis Methods Observation Interviews Questionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational Titles The ADA and Job Analysis Potential Problems with Job Analysis,Basic Terminology Job Analysis Products of Job Analysis Job Analysis Methods Ob
34、servation Interviews Questionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational Titles The ADA and Job Analysis Potential Problems with Job Analysis,Table 5.8,Source: Wayne E. Barlow and Edward Z. Hare, “A Practical Guide to the Americans with Disabilit
35、ies Act,” Personnel Journal, June 1992, p. 54. 1.Does the position exist to perform these functions? If the performance of a particular function is the principal purpose for hiring a person, it would be an essential function. 2.Would the removal of the function fundamentally alter the position? If t
36、he purpose of the position can be fulfilled without performing the function, it isnt essential. 3.Whats the degree of expertise or skill required to perform the function? The fact that an employee is hired for his or her specialized expertise to perform a particular function is evidence that the fun
37、ction is essential. 4.How much of the employees time is spent performing the function? The fact that an employee spends a substantial amount of time performing a particular function is evidence that the function is essential. 5.What are the consequences of failure to perform the function? The fact t
38、hat the consequences of failure are severe is evidence that the function is essential. 6.How many other employees are available among whom the function can be distributed? The smaller the number of employees available for performing a group of functions, the greater the likelihood that any one of th
39、em will have to perform a particular function.,Questions to Be Addressed to Determine Essential Functions,Basic Terminology Job Analysis Products of Job Analysis Job Analysis Methods Observation Interviews Questionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of O
40、ccupational Titles The ADA and Job Analysis Potential Problems with Job Analysis,Job Design Job Scope and Job Depth Sociotechnical Approach to Job Design The Physical Work Environment Alternative Work Schedules Flextime Telecommuting Job Sharing Condensed Workweek,Table 5.9,1.Fewer skills required p
41、er person, which makes it easier to recruit and train employees. 2.Increased proficiency through repetition and practice of the same tasks. 3.More efficient use of skills by primarily utilizing each employees best skills. 4.Low wages due to the ease with which labor can be substituted. 5.More confor
42、mity in the final product or service. 6.Different tasks performed concurrently.,Advantages of Job Specialization,Job Design Job Scope and Job Depth Sociotechnical Approach to Job Design The Physical Work Environment Alternative Work Schedules Flextime Telecommuting Job Sharing Condensed Workweek,Job
43、 Design Job Scope and Job Depth Sociotechnical Approach to Job Design The Physical Work Environment Alternative Work Schedules Flextime Telecommuting Job Sharing Condensed Workweek,Job Design Job Scope and Job Depth Sociotechnical Approach to Job Design The Physical Work Environment Alternative Work Schedules Flextime Telecommuting Job Sharing Condensed Workweek,Job Design Job Scope and Job Depth Sociotechnical Approach to Job Design The Physical Work Environment Alternative Work Schedules Flextime Telecommuting Job Sharing Condensed Workweek,?,Questions,