Human Resource Management:
Gaining a Competitive Advantage
Chapter 04
The Analysis and Design of
Work
McGraw-Hill/Irwin
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
1. Analyze an organization’s structure and work flow process,
identifying output, activities and inputs in production of a product or
service.
2. Understand importance of job analysis in strategic HRM.
3. Choose the right job analysis technique for a variety of HR
activities.
4. Identify tasks performed and skills required in a given job.
5. Understand different approaches to job design.
6. Comprehend trade-offs among various approaches to designing
jobs.
4-2
Work-flow Design
 Work-flow design- process of analyzing
tasks necessary for production of a product or
service, prior to assigning tasks to a particular
job category or person.
 Organization structure - relatively stable and
formal network of vertical and horizontal
interconnections among jobs that constitute
the organization.
4-3
Work-flow Analysis
 Work-flow analysis is useful in providing a
means for managers to understand all tasks
required to produce a high-quality product and
the skills necessary to perform those tasks.
 Work-flow analysis includes analyzing:
 work outputs
 work processes
 work inputs
4-4
Developing a Work-Unit Activity Analysis
U
4-5
Lean Production vs Batch Work Methods
Lean Production is processes that emphasize
manufacturing goods with minimum amount of
time, materials, money and people to leverage
technology and flexible, well-trained and skilled
personnel to produce more custom products for
less.
Batch Work Methods use large groups of low
skilled employees to churn out long runs of
identical mass products stored in inventories for
later sale.
4-6
Organization Structure
 Organization structure provides a crosssectional overview of the static relationship
between individuals and units that create
outputs.
 Two dimensions of structure are:
1. Centralization
2. Departmentalization
4-7
McGraw-Hill/Irwin
©2012 The McGraw-Hill Companies, All Rights Reserved
McGraw-Hill/Irwin
©2012 The McGraw-Hill Companies, All Rights Reserved
Structural Configuration
4-10
Importance of Job Analysis to HR Managers
Work Redesign
Performance Appraisal
HR Planning
Training &
Development
Selection
Career Planning
Job Evaluation
Job Analysis
Job Analysis
4-11
Job Analysis Information
4-12
Sample Job Description
Job Title: Maintenance Mechanic
General Job Description: General maintenance and
repair of all equipment used in operations of a particular
district. Includes servicing company used vehicles, shop
equipment and machinery used on job sites.
1. Essential duty (40%) Maintenance of Equipment
2. Essential duty (40%) Repair of Equipment
3. Essential duty (10%) Testing and Approval
4. Essential duty (10%) Maintain Stock
Nonessential functions: Other duties assigned
4-13
Job Analysis Methods
(FJAS)
4-14
PAQ’s 6 Sections
Information Input – how
and where information
comes from
Relationships – how the
individual interacts with
other persons to perform
the job
Mental Processes –
reasoning, decision
making, planning &
information processing
Work Output – physical
activities, tools &
devices used
Job Context – physical
and social
Other Characteristics
4-15
PAQ Rating
Once an item is found to apply to a position, that
item is rated against other items using six scales:
1.
2.
3.
4.
5.
6.
Extent of use,
Amount of time,
Importance to the job,
Possibility of occurrence,
Applicability, and
Special code (applicable to that item)
McGraw-Hill/Irwin
©2012 The McGraw-Hill Companies, All Rights Reserved
Position Analysis
Questionnaire Dimensions
 Decision/communication/general responsibilities
 Clerical/related activities
 Technical/related activities
 Service/related activities
 Regular day schedule versus other work schedules
 Routine/repetitive work activities
 Environmental awareness
 General physical activities
 Supervising/coordinating other personnel
 Public/customer/related contact activities
 Unpleasant/hazardous/demanding environment
 Non-typical work schedules
4-17
Job Design and Job Redesign
4-18
Four Approaches Used in Job Design
4-19
Mechanistic Approach
Specialization
Skill Variety
Work Methods Autonomy
4-20
Motivational Approach
Decision-making autonomy
Task significance
Interdependence
4-21
Job Characteristics Model
A model of how job design affects employee reaction
4-22
Job Design Using the Motivational Approach
Jobs designed using this approach tend to focus on
the meaningfulness of the job:
1. Job Enlargement – broadens the types of tasks
performed in the job
2. Job Enrichment – adds more decision making
authority to the job
3. Self Managing Teams – work performed without
specific guidance from management
McGraw-Hill/Irwin
©2012 The McGraw-Hill Companies, All Rights Reserved
Biological Approach
Physical demands
Ergonomics
Work conditions
4-24
Perceptual-Motor Approach
Job complexity
Information processing
Equipment use
4-25
The Importance of Job
Analysis to Line Managers
1. Managers must have detailed information
about all the jobs in their work group to
understand work-flow process.
2. Managers need to understand job
requirements to make intelligent hiring
decisions.
3. Managers must clearly understand tasks
required in every job.
4-26
Trade-Offs Among Job Design Approaches
4-27
Summary
 Job analysis and design is a key component for a
competitive advantage and strategy.
 Managers need to understand the entire work-flow
process to ensure efficiency and effectiveness and
have clear, detailed job information.
 Managers can redesign jobs so the work unit is able to
achieve its goals while individuals benefit from
motivation, satisfaction, safety, health and achievement.
4-28