(Journal) J. Barton Cunningham and Ted Eberle - A Guide To Job Enrichment and Redesign PDF
(Journal) J. Barton Cunningham and Ted Eberle - A Guide To Job Enrichment and Redesign PDF
(Journal) J. Barton Cunningham and Ted Eberle - A Guide To Job Enrichment and Redesign PDF
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GALE GROUP
Information Integrity
Personnel
Page 2
GALE GROUP
Information Integrity
Personnel
Page 3
GALE GROUP
Information Integrity
Personnel
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A Suggested Procedure
We have used the following procedure in organizations
that have been reluctant to begin large-scale job-design
programs:
1. Define the systems goals. Select the organization,
system, or subsystem to be studied. Define which groups
of workers will be involved and how they relate to each
other. What are the broad objectives of the larger
organization - the department, plant, and company - of
which these jobs are a part? How is the organization
structured to accomplish these goals? What is the current
job-classification structure?
2. Define the relevant tasks and activities. What work tasks
lead to the accomplishment of the organizations
objectives? What unique managerial or personal skills are
required? What unique needs and aspirations do workers
in these jobs have? Managers should keep in mind the
function of the organization and the need to balance social
and technical requirements.
3. Interview. In conducting a job analysis, an analyst gets
information from the following sources: direct observation
or on-the-job experience; interviews with job incumbents
and their supervisors; meetings with higher-level
management and human resources representatives;
questionnaires or checklists completed by job incumbents,
their supervisors, and/or others familiar with the job;
psychological tests and ratings of requirements; and other
sources of available information such as training manuals
and existing job guides. The primary goal is to obtain a
GALE GROUP
Information Integrity
Personnel
Page 5
GALE GROUP
Information Integrity