UNIT 2 CHAPTER 5: JOB ANALYSIS AND DESIGN
Important elements for employers are:
Having the work completed properly to fulfil organisational goals.
Making sure that the work is logically organized into jobs that can be compensated/remunerated fairly.
Having work that employees are willing (even eager) to do.
Factors important for employees are:
Having a clear understanding of what is expected in the job
Completing tasks they personally enjoy
Being rewarded appropriately for their work
Having a sense that what they do is important and respected.
1. Dividing Work into Jobs
→ Def. work: effort directed towards producing or accomplishing particular results.
→ Def. Job: a grouping of tasks, duties and responsibilities that constitute, the total work assignment for an
employee
Workflow Analysis
→ Workflow Analysis studies the way in which work moves through the organisation and usually begins with an
examination of the desired and actual outputs in terms of both quantity and quality.
- The jobs that lead to the outputs are evaluated to see if they can achieve the desired outputs.
- Finally, the inputs (people, material, information, data, equipment, etc.) must be assessed to
determine if these inputs make the outputs more efficient and better.
- By using the workflow analysis, the company can determine if there are too many steps involving too
many different jobs. If true, the process will have to be redesigned.
- Redesigning involves redefining tasks, duties, and responsibilities of many jobs.
- The use of this analysis can lead to increased employee involvement, increased efficiency, and
greater customer satisfaction.
- Advantages of technology use → identify tracking numbers, easy identification.
Re-engineering business process
Re-engineering may ultimately require the use of work teams, training employees to do more than one job, and
reorganizing operations, workflow and offices to simplify and speed up the work.
External organization factors: environmental changes and uncertainties, availability and the introduction of new
technology, and the profile of the labour market.
Internal organizational factors: management and leadership style as well as the technology available within the firm.
1
, 2. Designing Jobs
→ Def. Job Design: the manipulation of the content, functions, and relationships of jobs in a way that both
accomplishes organizational goals and satisfies the personal needs of individual job holders.
Employee
Concerns of Productivity
HR
Job Satisfaction
→ Job design determines how work is performed, and therefore, greatly affects
o how an employee feels about a job,
o how much authority an employee performs on the job and
o how many tasks the employees should complete.
→ Determines the nature of social relationships
→ Responsibility of HR manager and Line managers
→ The function of a job encompass the work methods used, as well as the coordination of the work,
responsibility, information flow and authority of the job.
→ The design determines the way in which and the extent to which tasks are accomplished by a job holder.
→ An employee’s favorable reaction to job design might mean greater accomplishment, greater job satisfaction,
less absenteeism, increased productivity, fewer grievances and lower labour turnover.
Dimensions of Job Design
2
Important elements for employers are:
Having the work completed properly to fulfil organisational goals.
Making sure that the work is logically organized into jobs that can be compensated/remunerated fairly.
Having work that employees are willing (even eager) to do.
Factors important for employees are:
Having a clear understanding of what is expected in the job
Completing tasks they personally enjoy
Being rewarded appropriately for their work
Having a sense that what they do is important and respected.
1. Dividing Work into Jobs
→ Def. work: effort directed towards producing or accomplishing particular results.
→ Def. Job: a grouping of tasks, duties and responsibilities that constitute, the total work assignment for an
employee
Workflow Analysis
→ Workflow Analysis studies the way in which work moves through the organisation and usually begins with an
examination of the desired and actual outputs in terms of both quantity and quality.
- The jobs that lead to the outputs are evaluated to see if they can achieve the desired outputs.
- Finally, the inputs (people, material, information, data, equipment, etc.) must be assessed to
determine if these inputs make the outputs more efficient and better.
- By using the workflow analysis, the company can determine if there are too many steps involving too
many different jobs. If true, the process will have to be redesigned.
- Redesigning involves redefining tasks, duties, and responsibilities of many jobs.
- The use of this analysis can lead to increased employee involvement, increased efficiency, and
greater customer satisfaction.
- Advantages of technology use → identify tracking numbers, easy identification.
Re-engineering business process
Re-engineering may ultimately require the use of work teams, training employees to do more than one job, and
reorganizing operations, workflow and offices to simplify and speed up the work.
External organization factors: environmental changes and uncertainties, availability and the introduction of new
technology, and the profile of the labour market.
Internal organizational factors: management and leadership style as well as the technology available within the firm.
1
, 2. Designing Jobs
→ Def. Job Design: the manipulation of the content, functions, and relationships of jobs in a way that both
accomplishes organizational goals and satisfies the personal needs of individual job holders.
Employee
Concerns of Productivity
HR
Job Satisfaction
→ Job design determines how work is performed, and therefore, greatly affects
o how an employee feels about a job,
o how much authority an employee performs on the job and
o how many tasks the employees should complete.
→ Determines the nature of social relationships
→ Responsibility of HR manager and Line managers
→ The function of a job encompass the work methods used, as well as the coordination of the work,
responsibility, information flow and authority of the job.
→ The design determines the way in which and the extent to which tasks are accomplished by a job holder.
→ An employee’s favorable reaction to job design might mean greater accomplishment, greater job satisfaction,
less absenteeism, increased productivity, fewer grievances and lower labour turnover.
Dimensions of Job Design
2
