Healthcare
Human Resource
Management
Flynn
Mathis
Jackson
Chapter 5
Job Design and Analysis
PowerPoint Presentation by
Tonya L. Elliott, PHR
Langan
Learning Objectives
After you have read this chapter, you should
be able to:
 Explain the relationship between productivity and job
design
 Describe the importance of job analysis
 Discuss the typical uses of job analysis
 List the common methods of job analysis
 Identify the stages of the job analysis process
 Define the elements of job descriptions and job
specifications
 Explain the relationship of JCAHO standards to job
descriptions
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Organizational Objectives Through Job Design
Figure 5-1
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Productivity and Job Design
Job Design
Organizing tasks, duties, and responsibilities into a
productive unit of work
Impacts:
Performance
Job Satisfaction
4
Re-Engineering & Work Analysis
Re-engineering
Rethinking and redesigning work to improve
cost, service, and speed
Work Analysis
Studies the workflow, activities, context, and
output of a job
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Nature of Job Analysis
Collecting information on the characteristics of a job that
differentiates it from other jobs – consider:
Work activities and behaviors
Equipment used
Interactions with others
Working conditions
Performance Standards
Supervision given and received
Financial and budgeting impact
Knowledge, skills, and abilities needed
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Task-Based Job Analysis
Task
 A distinct, identifiable work activity composed of
motions
Duty
 Larger work segment composed of several tasks that
are performed by an individual
Job Responsibilities
 Obligations to perform certain tasks and duties
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Job Analysis in Healthcare Organizations
The Competency Approach to Healthcare Job Analysis
 Focus on: competencies needed to perform the jobs
X Not: tasks, duties, responsibilities that compose a job
Competencies – basic characteristics that can be linked
to enhanced performance by individuals or teams
*Skill
*Team Orientation
*Knowledge
*Technical expertise
*Ability
*Leadership
*Training
*Adaptability
*Education
*Licensure, certification, and/or registration
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Healthcare Competency
Approach
Figure 5-2
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Use of Job Analysis
Job Analysis is a logical process to determine:
Purpose – the reason for the job
Essential Functions – the job duties that are critical
or fundamental to the performance of the job
Job Setting – the work station and conditions where
the essential functions are performed
Job Qualifications – the minimal skills an individual
must possess to perform the essential functions
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The
Job Analysis Process
Figure 5-3
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Job Descriptions & Specifications
Job Description
 A document that indicates the tasks, duties, and
responsibilities of a job
Performance Standards
 Tells what the job accomplishes and how
performance is measured in key areas
Job Specifications
 Lists the knowledge, skills, and abilities (KSAs) an
individual needs to perform a job satisfactorily
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Job Families, Departments, & Organizational Charts
Job Families
 A grouping of jobs with similar characteristics
Department
 A distinct grouping of organizational responsibilities
Organizational Chart
 Depicts the relationships among jobs in an
organization
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Job Analysis and Other HR Activities
Figure 5-5
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Job Analysis and Legal Issues
Americans with Disabilities Act (ADA)
Must identify how physical aspects of jobs are determined
Essential functions
The fundamental job duties required of the position
Reasons for defining physical requirements of essential
functions:
1.
2.
To ensure safe performance and patient safety
To facilitate nondiscriminatory hiring decisions
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Determining Essential Functions
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Wage/Hours Regulations & Fair Labor Standards Act
Non-Exempt Classification
Employees not exempt from overtime
Exempt Classification*
Employees exempt from overtime
4 Exempt Categories:
1. Executive
2. Administrative
3. Professional
4. Outside Sales
*Determined by Fair Labor Standards Act (FLSA) – amount of time
spent on manual, routine, and clerical duties
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Behavioral Aspects of Job Analysis
Can be a demanding & threatening experience because
it identifies difference between what is currently being
performed in a job and what should be done
 Employees may inflate importance of job
 Employees may fear job analysis will create
“straightjacket”
Solution
Involve employees in revision process
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Job Analysis Methods
Method
Aspects
Concerns
Observation
Works well with repetitive
jobs
Many jobs don’t have
easily observed duties
or complete job cycles
Interviews
Should speak with
employee and supervisor to
gain complete
understanding of job
May be time consuming
Questionnaires
Lots of data for minimal
cost and time requirement
Employees must be
able to understand,
analyze & communicate
information over forms
Computerized Job
Analysis
System can analyze specific
and detailed data, which can
save time and effort
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The Job Analysis Process
I.
Planning
A.
B.
II.
Identify objectives of job analysis
Obtain top management support
Preparing
A.
B.
C.
III.
Identify jobs and methodology
Review existing job documentation
Communicate process to managers/employees
Conducting the Job Analysis
A.
B.
Gather job analysis data
Review and compile data
… cont’d….
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The Job Analysis Process (cont’d)
IV.
Developing Job Descriptions and Job
Specifications
A.
B.
C.
D.
V.
Draft job descriptions and specifications
Review drafts with managers and employees
Identify recommendations
Finalize job descriptions and recommendations
Maintaining and Updating Job Descriptions
and Job Specifications
A.
B.
Update job descriptions and specifications as
organization changes
Periodically review all jobs
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Job Description Components
Identification
 Job title, reporting department, relationships, location,
FLSA status, other tracking information
General Summary
 Concise statement of general responsibilities and
components that make the job different from others
Essential Functions and Duties
 Clear, precise statement on the major tasks, duties,
and responsibilities performed
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Essential Functions: Use of Action Verbs
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Job Description Components (cont’d)
Job Specifications
1.
2.
3.
Knowledge, skills, and abilities
Education and experience
Physical requirements and/or working conditions
Performance Standards

Indicates what the job accomplishes and how
performance is measured in key areas
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