Managing
Human Resources
Bohlander  Snell  Sherman
Chapter 3
Job Requirements &
the Design of
Organizations to
Achieve HR
Productivity
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Chapter 3
Learning Objectives
Discuss the relationship between job requirements
and the performance of HRM functions.
Describe the methods by which job analysis
typically is completed.
Explain the various sections of job descriptions.
List the various factors that must be taken into
account in designing a job.
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Learning Objectives, cont.
Discuss the various job characteristics that
motivate employees.
Describe the different group techniques used to
maximize employee contributions.
Explain the different adjustments in work
schedules.
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentation
Slide 3-1
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Key Terms
Job
Position
Job Family
Job Specification
Job Description
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Job
A group of related activities and duties
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Position
The different duties and responsibilities
performed by only one employee
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Job Family
A group of individual jobs
with similar characteristics
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Job Specification
Statement of the needed knowledge,
skills, and abilities of the person
who is to perform the job
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Job Description
Statement of the tasks, duties, and
responsibilities of a job to be performed
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Job Analysis
Process of obtaining information about jobs
by determining what the duties, tasks,
or activities of jobs are
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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The Process of Job Analysis
Sources of
Data
Job
Description
Job Data
Methods of
Collecting
Data
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
Human
Resources
Functions
Job
Specification
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Presentation Slide 3-2A
Performing Job Analysis
Step 1: Select jobs to study
Step 2: Determine information to collect
• Tasks
• Responsibilities
• Skill requirements
Step 3: Identify sources of data
• Employees
• Supervisors/managers
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentation Slide 3-2B
Performing Job Analysis, cont.
Step 4: Methods of data collection
• Interviews
• Questionnaires
• Observation
• Diaries and Records
Step 5: Evaluate and verify data collection
• Other employees
• Supervisors/managers
Step 6: Write job analysis report
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentation
Slide 3-3
Presentation Slide 3-
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentation Slide 3-
Presentation
Slide 3-4
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentation Slide 3-5
Popular Approaches to Job Analysis
Position
Analysis
Questionnaire
Functional
Job Analysis
Critical
Incident
Method
Computerized
Job Analysis
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Functional Job Analysis (FJA)
Quantitative approach to job analysis
that uses a compiled inventory
of the various functions or work activities
that can make up any job. FJA assumes
that each job involves three broad worker
functions: (1) data, (2) people, and (3) things
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Position Analysis Questionnaire
(PAQ)
Questionnaire covering 194 different tasks
which, by means of a five-point scale,
seeks to determine the degree
to which different tasks are involved
in performing a particular job
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Critical Incident Method
Job analysis method by which important job
tasks are identified for job success
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Job
Descriptions
Job Title
Job Description
1. Title.
Job Identification
2. Statement.
3. Essential Functions.
1. XXX
2. XXX
3. XXX
4. XXX
4. Specifications.
1. XXX
2. XXX
3. XXX
4. XXX
Essential
Functions
Job Specifications
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentation Slide 3-7A
Key Elements of a Job Description
JOB TITLE
• Indicates job duties and organizational
level
JOB IDENTIFICATION
• Distinguishes job from all other jobs
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentation Slide 3-7B
Key Elements of the Job Description, con’t
ESSENTIAL FUNCTIONS (JOB DUTIES)
• In the order of importance or time required
• Indicate responsibilities entailed and results
to be accomplished
JOB SPECIFICATIONS
• Skills required to perform the job
• Physical demands of the job
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Job Design
Outgrowth of job analysis that
improves jobs through technological
and human considerations
in order to enhance organization
efficiency and employee job satisfaction
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Job
Design
Industrial
Engineering
Organizational
Objectives
The Job
Employee
Contributions
Ergonomic
Concerns
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Job Enrichment
Enhancing a job by adding more
meaningful tasks and duties
to make the work more
rewarding or satisfying
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentation Slide 3-8
Principles of Vertically Loading a Job
PRINCIPLE
MOTIVATORS INVOLVED
A.
Removing some controls while
retaining accountability
Responsibility and personal achievement
B.
Increasing the accountability of
individuals for their own work
Responsibility and recognition
C.
Giving a person a complete natural
unit of work
Responsibility, achievement, and
recognition
D.
Granting additional authority to
employees in their activities
Responsibility, achievement, and
recognition
E.
Making periodic reports directly
Internal recognition
available to workers rather than to the
supervisor
Introducing new and more difficult
Growth and learning
tasks not previously handled
F.
G.
Assigning individuals specific or
specialized tasks, enabling them to
become experts.
Responsibility, growth, and advancement
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Job Characteristics Model
Job design that purports that three
psychological states -- experiencing meaningfulness
of the work performed, responsibility for work
outcomes, and knowledge of the results
of the work performed -- of a jobholder result
in improved work performance, internal
motivation, and lower absenteeism and turnover
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Employee Empowerment
Granting employees power to initiate change,
thereby encouraging them to take charge
of what they do
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Employee Empowerment
Participation
Innovation
Access to
Information
Conditions
Necessary to
Empower
Employees
Accountability
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Industrial Engineering
A field of study concerned
with analyzing work methods
and establishing time standards
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Ergonomics
An interdisciplinary approach
to designing equipment and systems
that can be easily and efficiently
used by human beings
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Employee Involvement Groups
(EIs)
Groups of employees who meet
to resolve problems or offer suggestions
for organizational improvement
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentation Slide 3-11
Creating Effective Employee
Involvement Groups #1
Appoint an EI project manager.
 Appoint an advisory group (including
managers) in order to coordinate the process
across departments.
 Recognize employees and EI groups that
generate ideas, regardless of whether the
idea will be implemented.
 Provide training to EI members.

Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentation Slide 3-12
Creating Effective Employee
Involvement Groups #2




Give groups a recess or break from the process in
order to refresh members.
Provide field trips to EI members so that they can
better understand the entire organizational function.
Try natural work groups as well as the more
traditional heterogeneous EI composed from several
work groups.
Do not expect fundamental changes in the
organizational culture to result from EIs.
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Employee Teams
An employee contributions technique
whereby work functions are structured for
groups rather than for individuals. Team
members are given discretion in matters
traditionally considered management
prerogatives, such as process
improvements, product or service
development, and work assignments
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Virtual Team
A team with widely dispersed members
who are linked together through computer
and telecommunications technology
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Flextime
Flexible working hours that permit employees
the option of choosing daily starting
and quitting times, provided that they
work a set number of hours per day or week
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Telecommuting
Use of microcomputers, networks,
and other communications technology
to do work in the home that is
traditionally done in the workplace
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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