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1、1Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian Edition.2T W OJob Analysis and Job Analysis and DesignDesignC H A P T E R2Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian EditionJob AnalysisJob Analysis Systematic study of a job to discover its specifications and skill requiremen
2、ts Used for: Wage-setting, recruitment, training, or job- simplification 3Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian EditionJob Analysis Terminology Job Group of related activities and duties May be held by one or several employees Position Collection of tasks and responsibilities per
3、formed by an individual4Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian EditionHR Activities Relying on Job AnalysisImprove productivityImprove productivityAvoid discrimination in Avoid discrimination in employmentemploymentPerson-job matchingPerson-job matchingPlanningPlanningTrainingTrai
4、ningCompensationCompensationQuality of work lifeQuality of work lifePerformance Performance standardsstandardsRe-design of jobsRe-design of jobsPerformance appraisalPerformance appraisal5Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian EditionSteps in Job AnalysisSteps in Job AnalysisPhase
5、2Phase 2Phase 3Phase 3 Collection of Job Analysis Information Use of Job Analysis Information Phase 1Phase 1 Preparation for Job Analysis6Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian EditionPhase 1: Preparation Step 1: Familiarize with the organization and its job Step 2: Determine uses
6、 of job analysis information Step 3: Identify jobs to be analyzed7Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian EditionPhase 2: Collection of Information Step 4: Determine sources of job data Human and nonhuman Step 5: Data collection instrument design Job analysis schedules Step 6: Choi
7、ce of method for data collection Interviews Mailed questionnaires Employee log Observation Combinations8Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian EditionJob AnalysisJob Analysis InformationInformationJob Job PerformancePerformance StandardsStandardsJob Job DesignDesignJobJob Descript
8、ions &Descriptions & SpecificationsSpecificationsPhase 3: Use of InformationHR Systems &HR Systems & ChangeChange9Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian EditionJob Description A recognized list of functions, tasks, accountabilities, working conditions, and competencies for a parti
9、cular occupation or job Job identity e.g job title, location, grade Job summary and duties e.g. what the job is Working conditions e.g. hours of work, travel Approvals10Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian EditionJob Descriptions vs. SpecificationsDefines what the job Defines wh
10、at the job doesdoesDescribes what the job Describes what the job demands of employees demands of employees and the human factors and the human factors requiredrequiredJob DescriptionJob DescriptionJob SpecificationJob Specification11Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian EditionJo
11、b Specification A written statement that explains what a job demands of jobholders and the human skills and factors required Should include tools, actions, experiences, education and training Competency-based approaches growing in popularity Competency: knowledge, skills, ability, or characteristic
12、associated with superior job performance Competency model (framework): describes a group of competencies required in a particular job12Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian EditionJob Performance Standards The work performance expected from an employee on a particular job Objecti
13、ves or targets for employee efforts Criteria for measuring job success Sources of standards Job analysis information Alternative sources e.g. industry standards13Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian EditionKey Considerations in Job DesignJob DesignOrganizationalOrganizational co
14、nsiderationsconsiderationsEmployeeEmployee considerationsconsiderationsEnvironmentalEnvironmental considerationsconsiderationsErgonomicErgonomic considerationsconsiderations14Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian EditionOrganizational Considerations Efficiency Achieving maximal o
15、utput with minimal input Scientific management & industrial engineering principles Stresses efficiency in effort, time, labour costs, training, and employee learning time Workflow Sequence of and balance between jobs in an organization needed to produce the firms goods or services15Copyright 2010 by
16、 McGraw-Hill RyersonSchwind 9th Canadian EditionErgonomic Considerations Considers the physical relationship between the worker and the work Multi-disciplinary Anatomy, physiology, psychology, sociology, physics, and engineering Fitting the task to the worker rather than forcing employees to adapt to the task Can lead to significant impr
