MGT 430
CLASS 5 - CHAPTER 4
• Analyzing work and describing jobs
Work Flow In Organizations
Work Flow
Design
• Process of
analyzing tasks
necessary for
production of a
product or
service.
Position
• Set of job
duties
performed by a
particular
person.
Job
• Set of related
duties.
4-2
Developing a Work Flow Analysis
4-3
Firefighters work as a team.
They and their equipment are
the inputs and the output is
an extinguished fire and the
rescue of people and pets and
preservation of property.
In any organization or team,
workers need to be crosstrained in several skills to
create an effective team.
4-4
JOB ANALYSIS
This is the systematic study of the tasks, duties and
responsibilities that are expected to be performed in a single
job.
Typically done for a new job or a greatly re-defined job
Job Analysis
Job Analysis
Process of getting
detailed information
about jobs.
Job
Descriptions
Job
Specifications
4-6
Job Specifications
A list of knowledge, skills, abilities, and other characteristics
(KSAO) needed to perform a particular job.
– Knowledge: factual or procedural information necessary for
successfully performing a task.
– Skill: an individual’s level of proficiency at performing a
particular task.
– Ability: a general enduring capability that an individual
possesses.
– Other Characteristics: job-related licensing, certifications, or
personality traits.
4-7
PURPOSE OF THE PAYROLL CLERK FUNCTION
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Paychecks delivered on time
Correctly
Make timely payroll changes
Tabulate data for payroll analysis
Onboarding new employees
Terminating employees
Other
Sources of Job Information
The incumbents – people who currently hold
the position in the organization.
Managers or Supervisors of the employee
Customers, employees, stakeholders of the
job deliverables.
4-9
Importance of Job Analysis
Job analysis is so important to HR
managers that it has been called
the building block of all HRM
functions.
Almost every HRM program
requires some type of
information determined by job
analysis.
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Work redesign
HR planning
Selection
Training
Performance appraisal
Career planning
Job evaluation
4-10
Job Analysis Practical Exercise
You are asked to analyze the position of counter person at
McDonalds. What is this person supposed to be doing or
know in order to complete the tasks successfully?
Do
1.
2.
3.
4.
5.
Know
1.
2.
3.
4.
5.
PRACTICAL EXERCISE
You are the shift manager (8:00 am – 4:00 pm) for
McDonalds. You are to identify 10 areas of your work
that will make the difference between a successful shift
and an unsuccessful shift.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Practical Exercise
Possible Responses
Physical facility
Staff
Customer service
Cleanliness
Cash on hand
Safety
Deliveries
Equipment
Food materials
Maintenance
Supplies
Cash control
Security
Customer complaints
Trends Impacting Job Analysis
• Organizations are being viewed as a field of work
needing to be done, rather than as a set series of jobs
held by individuals
• Downsizing
• Exploring technology opportunities
• Outsourcing
• Focus on the delivery of work outcomes
4-14
JOB DESIGN
Consider the impact on technology
& globalization on manufacturing, e.g.
Outsourcing
Digitization
International trade & politics
Economics
Make it where the customers are
Logistics
Sourcing
Job Function and Linkage to Corporate Success:
• Task: Install automobile transmissions on an assembly line
• Technical instructions … KSA
• Job linkage:
1. How does the proper assembly of a transmission affect the
performance of the vehicle?
2. How does the performance of the automobile affect the
sales and profitability of the vehicle?
3. How does the performance of the vehicle affect the
financial health of the organization?
Some Approaches to Job Design
4-17
Job Descriptions
Job Description: A list of tasks, duties, and responsibilities and
deliverables that a particular job entails.
Key components:
 Job justification (why does this job exist?)
 Linkage to department/company/business plan
 List/description of essential duties or accountabilities;
 Performance standards against which the employee will be
measured.
4-18
WHY ARE JOB DESCRIPTIONS SO IMPORTANT
• Clear linkage between job performance &
organizational success
• Visible or measureable and desired outcomes
• Justification for pay
• Criteria for hiring, management and employee
development decisions
Job Description Format
1. Narrative description justifying the existence of the position –
linkage to organizational success – justifies wage or salary for
position
2. Description of critical duties, responsibilities, and deliverables
3. How is performance to be measured
4. Required and desired KSA qualifications
5. Administration, e.g.
Title
Direct reports
Position reports to
FLSA category, etc.
Salary/wage range
Preferred Job Description - Handout
Interfaith Partnership for the Homeless
Designing Efficient Jobs
Industrial Engineering: study of jobs to find the
simplest way to structure work to maximize
efficiency.
 Reduces complexity of work.
 Allows almost anyone to be trained quickly and easily
perform the job.
 Used for highly specialized and repetitive jobs.
 CAD/CAM
4-22
Designing Jobs That Motivate:
The Job Characteristics Model
1. Skill variety – extent to which a job requires a
variety of skills to carry out tasks involved.
2. Task identity – degree to which a job requires
completing a “whole” piece of work from
beginning to end.
3. Task significance – extent to which the job has
an important impact on lives of other people.
4-23
Designing Jobs that Motivate: Job
Characteristics Model
4. Autonomy – degree to which the job allows
an individual to make decisions about the
way work will be carried out.
5. Feedback - extent to which a person
receives clear information about
performance effectiveness from the work
itself.
4-24
Figure 4.6: Characteristics of a Motivating Job
4-25
Designing Jobs That Motivate
Job Enlargement - Broadening types of tasks
performed in a job.
Job Extension –
Enlarging jobs by
combining several
relatively simple jobs to
form a job with a wider
range of tasks.
Job Rotation –
Enlarging jobs by moving
employees among several
different jobs.
4-26
Designing Jobs That Motivate
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Job Enrichment
Empowering workers by
adding more decisionmaking authority to jobs.
Based on Herzberg’s
theory of motivation.
Individuals motivated
more by intrinsic aspects
of work.
Self-Managing Work Teams
Have authority for an entire
work process or segment
Team members - motivated by
autonomy, skill variety,
and task identity.
4-27
Frederick Herzberg
1923 - 2000
Motivation Factors
– Achievement
– Recognition
– Work itself
– Responsibility
– Promotion
– Growth
– What motivates you?
Hygiene Factors
Policies & administration
Supervision - technical
Supervision - personal
Working conditions
Designing Jobs That Motivate
Flexible Work Schedules
Flextime
A scheduling policy in which fulltime employees may choose
starting and ending times within
guidelines specified by the
organization.
Job Sharing
A work option in which two
part-time employees carry out
the tasks associated with a
single job.
A work schedule that allows time
for community and family
interests can be extremely
motivating.
Enables an organization to
attract or retain valued
employees who want more time
to attend school or take care of
family matters.
4-29
Figure 4.7:
Alternatives to
8-to-5 Job
4-30
Designing Jobs That Motivate Telework
Telework – the broad term for doing one’s
work away from a centrally located office.
• Advantages to employers include:
 less need for office space
 greater flexibility to employees with special needs
• Easiest to implement for managerial,
professional, or sales jobs.
• Difficult to set up for manufacturing workers.
4-31
Designing Ergonomic Jobs
Ergonomics – study of interface between individuals’
physiology and characteristics of physical work
environment.
• Goal is to minimize physical strain on the worker by
structuring physical work environment around the way
the human body works.
• Redesigning work to make it more worker- friendly can
lead to increased efficiencies.
4-32
Designing Jobs That Meet Mental Capabilities
and Limitations
• Work is designed to reduce information- processing
requirements of the job.
• Workers may be less likely to make mistakes or have
accidents.
• Simpler jobs may be less motivating.
• Technology tools may be distracting employees from
their primary task resulting in increased mistakes and
accidents.
4-33
In Your Job Can You
• Describe the value that you add from the customer’s
perspective
• Describe a direct line of sight between your work and
the consumers of your product
• Justify the wage/salary that you receive
• Go home at night feeling that you have done something
productive and beneficial
DISCUSSION QUESTION
After you graduate from SUNY, consider your
ideal first job:
1. Specifically what would you like to be doing
2. What are the job characteristics that you
need to have in order to do your job
successfully?
3. What are the job characteristic s that
motivate you.