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 Information Contents Job title and location Name of job and where it is located. Organizational relationship A brief explanation of the number of p
4、ersons supervised (if applicable) and the job title(s) of the position(s) supervised. A statement concerning supervision received. Relation to other jobs Describes and outlines the coordination required by the job. Job summary Condensed explanation of the content of the job. Information concerning T
5、he content of this area varies greatly from job job requirements to 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 b
6、y a 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 Problems with Job Analysis,Table 5.
7、2,A job 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 respon
8、sibilities. 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 e
9、xperience. 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
10、 Occupational 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
11、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 Job Analysis Pote
12、ntial Problems with Job Analysis,Table 5.3,Category Information inputMental processesPhysical activitiesRelationships with other peopleJob contextOther job characteristics,Description Where and how does the employee get the information used in performing the job? What reasoning, decision-making, pla
13、nning, 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?
14、What 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 with
15、 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 R
16、esearch 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 perf
17、orming the job.I.I.I Visual Sources of Job Information1 Written materials (books, reports, office notes, articles, job instructions, signs, etc.)2 Quantitative materials (materials which deal with quantities or amounts, such as graphs, accounts, specifications, tables of numbers, etc.)3 Pictorial ma
18、terial (pictures or picturelike materials used as sources of information, for example, drawings, blueprints, diagrams, maps, tracings, photographic films, x-ray films, TV pictures, etc.)4 Patterns/related devices (templates, stencils, patterns, etc., used as sources of information when observed duri
19、ng use; do not include here materials described in item 3 above),Code Extent of Use N Does not apply 1 Nominal/very frequent 2 Occasional 3 Moderate 4 Considerable 5 Very substantial,(Continued),Table 5.4 (concluded),5 Visual displays (dials, gauges, signal lights, radarscopes, speedometers, clocks,
20、 etc.)6 Measuring 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)7 Mechanical devices (tools, equipment, machiner
21、y, and other mechanical devices which are sources of information when observed during use or operation)8 Materials 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 la
22、the, fabric being cut, shoe being resoled, etc.)9 Materials 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 invent
23、ory, storage, or distribution channels, items being inspected, etc.)10 Features 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, buil
24、dings, 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 f
25、rom the 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 Descript
26、ion Questionnaire 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. Appro
27、val of 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
28、 Dictionary 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 Diff
29、iculty for Worker Functions in FJA,Data People Things0 Synthesizing 0 Mentoring 0 Setting up1 Coordinating 1 Negotiating 1 Precision working2 Analyzing 2 Instructing 2 Operating-controlling3 Compiling 3 Supervising 3 Driving-operating4 Computing 4 Diverting 4 Manipulating5 Copying 5 Persuading 5 Ten
30、ding6 Comparing 6 Speaking-signaling 6 Feeding-offbearing7 Serving 7 Handling 8 Taking 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
31、 Occupational Titles The ADA and Job Analysis 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,Ni
32、ne Occupational Categories Used by the DOT,Figure 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
33、 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,Basic Terminology Job Analysis
34、 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 5.8,Source: Wayne E. Barlow and Edward Z. Hare, “
35、A Practical Guide to the Americans with Disabilities 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
36、the function fundamentally alter the position? If the 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 pe
37、rform a particular function is evidence that the function 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 conse
38、quences of failure to perform the function? The fact that 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 f
39、unctions, the greater the likelihood that any one of them 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
40、Dictionary of Occupational Titles O*NET Dictionary of Occupational 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
41、 Condensed Workweek,Table 5.9,1. Fewer skills required per 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
42、the ease with which labor can be substituted. 5. More conformity 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 Schedu
43、les 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
44、 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,
