Transcript Job Requirements - Indiana University

HR Planning Learning Objectives
• Discuss Job Requirements and
Relationships to other HR Functions
• Describe Job Analysis Methods
• Explain Job Descriptions
• List Factors in Job Design
• Describe How to Maximize Employee
Contributions
Job
• Group of Related Activities and Duties
• Many Jobs Within an Organization
• Many Employees do a Certain Type of
Job
• Facilitate the Organization's Goals
Specific Position
• Duties
• Responsibilities
• One Employer Per Position
Position
- The different duties and responsibilities
performed by only one employee.
Job Changes
• Evaluate Content Regularly
• Review Relationship
Job Reengineering
•
•
•
•
Redesign Tasks in a Process
Review Work Team
Adjust Time Commitment
Enhance Productivity
Job Requirements
• Duties
• Tasks
• Responsibilities
Job Description
- Statement of the tasks, duties, and
responsibilities of a job to be performed.
Job Specification
- Statement of the needed knowledge,
skills, and abilities of the person who is to
perform the job.
Relationship of Job Requirements
to Other HRM Functions
J
O
B
R
E
Q
U
I
R
E
M
E
N
T
S
Determine recruitment qualifications.
Provide job duties and job specifications
for selection process.
Determine training needs and develop
instructional programs.
RECRUITMENT
SELECTION
TRAINING AND
DEVELOPMENT
Provide performance criteria for
evaluating employees.
PERFORMANCE
APPRAISAL
Provide basis for determining employee’s
rate of pay.
COMPENSATION
MANAGEMENT
May help to determine bargaining units.
LABOR
RELATIONS
Class Project:
Write a Job Description
•
•
•
•
Job Identification (Facts)
Job Statement - Major Duties
Job Duties and Responsibilities
Job Specification
The Job Title
• Defines Duties
• Indicate Level Within Organization (junior,
etc.)
• Qualifiers on Same Job (I, II, III, etc.)
Job Identification Section
•
•
•
•
Department
Reporting Relationship
Date of Last Review
Classification Level
Job Duties
•
•
•
•
•
Each Task Define
Start with a Verb
Rank in Order of Importance
Usually 8-20 1 to 3 line Statements
See Examples
Characteristics of Job Descriptions
• No set format
• Basic Parts (Title, ID, Duties,
Specifications)
• Qualifications, Separate Section
Qualities of a Good Job Description
• Direct Statements
• Terse
• Direct


Simple
Concise
• Begin Statements with Verbs
• Maintains
• Supervises
• Performs



Coordinates
Operates
Directs
• Umbrella Statement:
• "Other duties as assigned"
Preparing the Job Description
Interview
Supervisor
Questionnaire
Securing
consensus
Job Analyst
Interview
Questionnaire
Employees
Observation
Combine and
reconcile data
Alternative/optional
Tentative
draft
Final
Draft
Key Elements of the Job Description
JOB TITLE
• Ideally three words or less
• Non-sexist
• Indicates job duties and organizational level
STATEMENT OF THE JOB
• Distinguishes job from all other jobs
ESSENTIAL FUNCTIONS (JOB DUTIES)
• Listed in the order of importance or time required
• Indicate:
– weight or value of the duties
– results to be accomplished
• Start phrases with active verbs; subject implied
The Job Analysis
(Collecting Facts)
Job Analysis
- Process of obtaining information about
jobs determining what the duties, tasks,
or activities of jobs are.
Sources of Data
• Employee
• Supervisor
• HRM Job Analyst
Methods of Collecting Data
•
•
•
•
•
•
Interviews
Questionnaires
Observations
Past Records
Standardized Descriptions (DOT)
Job Diaries
Job Data
•
•
•
•
•
•
•
•
•
Tasks
Performance Standards
Responsibilities
Knowledge Required
Skills Required
Experience Needed
Job Context (Relationship)
Duties
Equipment Used
Performing Job Analysis #1
STEP 1:
Select jobs to study
STEP 2:
Determine information to collect
• Tasks
• Responsibilities
• Skill requirements
STEP 3:
Identify Sources of Data
• Employees
• Supervisors/managers
Performing Job Analysis #2
STEP 4:
Methods of data collection
• Interviews
• Questionnaire
• Observation
• Records
STEP 5:
Evaluate and verify data collected
• Other employees
• Supervisors/managers
STEP 6:
Write job analysis report
Determining Job Requirements
Nature of:
Basis for:
JOB ANALYSIS
• What the employee does
• How the employee does it
• Why the employee does it
• Determining job
requirements
JOB DESCRIPTION
• Summary statement of the job
• List of essential functions of the job
• Employee orientation
• Employee instruction
• Disciplinary action
JOB SPECIFICATION
• Personal qualifications required in terms of:
– Skills
– Education
– Experience
• Recruitment
• Selection
• Development
Job Specifications
•
•
•
•
•
•
Skill Requirement
Physical Demands
Social Skills
Education Level
Personal Qualities
Interests
Dictionary of Occupational Titles
(DOT)
• U.S. Employment Service
• “Comprehensive Descriptions of 20,000+
Jobs”
Approaches to Job Analysis
• Functional Job Analysis (FJA)
• Inventory of Work Activities
• Assumes Every Job Performs Certain Functions
• Position Analysis Questionnaire (PAQ)
• Critical Incident Method (CIM)
Functional Job Analysis (FJA)
•
Quantitative approach to job analysis
that utilizes a complied inventory of the
various functions of work activities that
can make up any job and that assumes
that each job involves three broad
worker functions:
1. data
2. people
3. things
Position Analysis Questionnaire
(PAQ)
•
•
•
194 Different Tasks
5 Point Scale (Nominal, Occasional,
Moderate, Considerable, Substantive)
6 Divisions:
1.
2.
3.
4.
5.
6.
Information Input
Mental Process
Work Output
Relationships
Job Context
Other Characteristics
Position Analysis Questionnaire
(PAQ)
- Questionnaire covering 194 different tasks
which, by means of a five-point scale,
seeks to determine the degree to which
different tasks are involved in performing
a particular job.
Critical Incident Method (CIM)
- Job analysis method by which important
job tasks are identified for job success.
Critical Incident Method (CIM)
• Identify Critical Job Tasks
• Most Important Duties and
Responsibilities
• Describe the Job (What, Where, When,
How, etc.)
• Start Task with Verb
• 5-10 Task Statement
• Compare Other Job to the Key Jobs
Job Design
•
•
•
•
Structuring Jobs
Focus on Employee Satisfaction
Integrate Technology
Consider Human Characteristics
Four Most Important
Design Techniques
• Job Enlargement (Horizontal Loading)
• Job Rotation (Variety)
• Job Enrichment (Vertical ExpansionDelayering)
• Job Empowerment
Behavioral Considerations
• Avoid Problems
• Overspecialization
• Work Simplification
• Division of Labor
• Focus on Psychological Rewards
•
•
•
•
•
Interesting Tasks
Challenging Projects
Reduce Boredom
Quality
Pride in Job
Job Enrichment
- Enhancing a job by adding more
meaningful tasks and duties to make the
work more rewarding or satisfying.
Five Enrichment Factors
•
•
•
•
•
Achievement
Recognition
Growth
Responsibility
Complete Product/Service
Employee Teams
- An employee contributions technique
whereby work functions are structured for
groups rather than for individuals and
team members are given discretion in
matters traditionally considered
management prerogatives, such as
process improvements, product or service
development, and individual work
assignments.
Employee Participation Teams
•
•
•
•
•
Joint Decision Making
Intrinsically Fulfilling
Team Develops Loyalty
Builds Pride of Ownership
Involved in the Result
Employee Empowerment
- Granting employees power to initiate
change, thereby encouraging them to
take charge of what they do.
Increasing Organizational
Commitment
• Increase job challenge through enriched jobs with
high autonomy, feedback and responsibility.
• Use work teams where appropriate.
• Clarify job responsibilities through effective
communication.
• Emphasize the long-run opportunities with the
organization.
• Encourage employees to use their unique talents to
improve the organization.
• Provide employees with a sense of power and
control over their jobs by encouraging participation.
The Employee Involvement (EI) Group Process
Principles of Vertically Loading
a Job
PRINCIPLE
MOTIVATORS INVOLVED
A.
Removing some controls while retaining
accountability
Responsibility and personal
achievement
B.
Increasing the accountability of individuals Responsibility and
for their own work
recognition
C.
Giving a person a complete natural unit of Responsibility, achievement,
work (module, division, area, and so on)
and recognition
D.
Granting additional authority to employees Responsibility, achievement,
in their activities; job freedom
and recognition
E.
Making periodic reports directly available
to workers rather than to the supervisor
Internal recognition
F.
Introducing new and more difficult tasks
not previously handled
Growth and learning
G.
Assigning individuals specific or
specialized tasks, enabling them to
become experts
Responsibility, growth, and
advancement
Alternate Work Schedules
•
•
•
•
•
Four Day Week
Flextime
Telecommuting
Job Sharing
Shift Work
Four Day Week
• 10 Hour Workday
• Long Weekend
• Reduced
Commuting
• Lower Costs
• Problem on
Serving
• Customers
Flextime
- Flexible 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.
Flextime
•
•
•
•
•
•
Flexible Start and Ending Ties
Core Mid-day Period
Lower Tardiness and Absenteeism
Higher Morale and Productivity
Not Suited to all Jobs
Increased Overhead Costs
Telecommuting
- Use of microcomputers, networks, and
other communications technology such
as fax machines to do work in the home
that is traditionally done in the workplace.
Job Sharing
• 2 Part-Timers Make one Full-Time
Position
• Accommodate Special Needs
• Provides Back-up Redundancy
• Extra Training Costs
• Increase Morale and Productivity
Shift Work
• Used Where Continuous Operation
Required
• 7:00 a.m. - 3:00 p.m.
• 3:00 - 11:00 p.m.
• 11:00 p.m. - 7:00 a.m.
• Rotate Employees (Seniority-Desire)
Job Requirements Summary
•
•
•
•
•
Relationships to all HRM functions
Defined Job Families
The Job Description
Job Analysis
Job Design
Job Description Examples
Amoco Facility Manager
Amoco Sales Manager
Amoco Sales Operations Manager
Emery Sales Representative
Marathon Marketing Representative
Position Analysis Questionnaire
Indiana University PAQ