Chapter
Job Analysis, Employee
Involvement, and
Flexible Work Schedules
Managing Human Resources
PowerPoint Presentation by Monica Belcourt, York University
and Charlie Cook, The University of West Alabama
Learning Outcomes
After studying this chapter, you should be able to:
1.
2.
3.
4.
5.
Discuss the relationship between job requirements and
the performance of HRM functions.
Indicate the methods by which job analysis typically is
completed.
Identify and explain the various sections of job
descriptions.
Provide examples illustrating the various factors that
must be taken into account in designing a job.
Discuss the various job characteristics that motivate
employees.
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Learning Outcomes (cont’d)
6.
7.
Describe the different group techniques used to
maximize employee contributions.
Differentiate and explain the different adjustments in
work schedules.
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What is a Job?
Job
Position
Job
Job Family
Job
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Job
Job
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Job Requirements
Job Specification
Job Description
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Relationship of Job Requirements to Other HRM
Functions
Job Requirements
Recruitment
Determine recruitment qualifications
Selection
Provide job duties and job specifications for
selection process
Performance
Appraisal
Provide performance criteria for evaluating
employees
Training and
Development
Determine training needs and develop
instructional programs
Compensation
Management
Provide basis for determining employee’s
rate of pay
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Job Analysis
Job Analysis
 The process of obtaining information about jobs by determining
what the duties, tasks, or activities of jobs are.
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Figure 4–1
The Process of Job Analysis
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Performing Job Analysis
1. Select jobs to study
2. Determine information to collect: Tasks, responsibilities, skill
requirements
3. Identify sources of data: Employees, supervisors/managers
4. Methods of data collection: Interviews, questionnaires,
observation, diaries and records
5. Evaluate and verify data collection: Other employees,
supervisors/managers
6. Write job analysis report
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Gathering Job Information
Interviews
Questionnaires
Observation
Diaries
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Controlling the Accuracy of Job Information
Factors influencing the accuracy of job information
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National Occupational Classification
The purpose is to compile, analyze and communicate
information about occupations.
The NOC is a composite of the Canadian labour force.
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Approaches to Job Analysis
Position Analysis Questionnaire (PAQ)
 A questionnaire covering 194 different tasks that, by means of a
five-point scale, seeks to determine the degree to which different
tasks are involved in performing a particular job
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Figure 4–2 A Sample Page from the PAQ
Source: Position Analysis Questionnaire, copyright 1969, 1989 by Purdue
Research Foundation, West Lafayette, Ind. 47907. Reprinted with permission.
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Approaches to Job Analysis (Cont’d)
Critical Analysis Method
Competency-Based Analysis
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Approaches to Job Analysis (cont’d)
Task Inventory Analysis
HRIS and Job Analysis
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Preparing the Job Description
Interview
Questionnaire
Supervisor
Securing
consensus
Job
Analyst
Interview
Questionnaire
Observation
Employees
Combine and
reconcile data
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Final
Draft
Tentative
draft
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Key Elements of a Job Description
Job Title
Job Identification
Essential Functions (Job Duties)
Job Specifications
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Job Descriptions
Job Title
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Job Descriptions (cont’d)
Job Identification Section
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Job Descriptions (cont’d)
Job Duties or Essential Functions, Section
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Job Descriptions (cont’d)
Job Duties, or Essential Functions, Section
 Statements of job duties that:
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Job Descriptions (cont’d)
Job Specifications Section
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Problems with Job Descriptions include:
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Writing Clear and Specific Job Descriptions
Create statements that:
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Determining Job Requirements
Nature of:
Basis for:
Job Analysis
• What employee does?
• Why employee does it?
• How employee does it?
• Determining job requirements
Job Description
• Summary statement of the job
• List of essential functions of the
job
• Employee orientation
• Employee instruction
• Disciplinary action
Job Specification
• Personal qualifications required
in terms of skills, education and
experience
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• Recruitment
• Selection
• Development
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Job Design
Job Design
Job Enrichment (Herzberg)
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Job Enrichment Factors include:
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Job Characteristics
Job Characteristics Model
(Hackman and Oldham)
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Job Characteristics (cont’d)
1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback
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Employee Empowerment
Employee Empowerment
 Granting employees power to initiate change, thereby
encouraging them to take charge of what they do.
 Organizational conditions favouring empowerment:
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Industrial Engineering Considerations
Industrial Engineering
Ergonomics
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Designing Work for Group/Team Contributions
Employee Involvement Groups (EIs)
 Groups of employees who meet to resolve problems or offer
suggestions for organizational improvement.
 Success with EIs requires:
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Employee Teams
Employee Teams
 An employee contributions technique whereby:
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Flexible Work Schedules
Compressed Workweek
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Flexible Work Schedules
• Benefits
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• Disadvantages
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Flexible Work Schedules
Flextime
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Flexible Work Schedules
Job Sharing
Telecommuting
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Advantages of Telecommuting include:
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Keys for Successful Telecommuting include:
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