Analysis of Work

Session 3
Session Plan
• Previous sessions?

• Analysis of work

• Videos
• Michelin (5m)
• Toyota (5m)
• Job crafting (3m)
Objectives
• Understand the nature of job analysis and describe the process of
conducting job analysis

• Understand the next logical step to job analysis is job design and
describe the factors which affect job design

• Understand the various techniques of job design and explain each of

them

• Understand job evaluation, its process and methods

Analysis of work: Work Specialization
• Henry Ford became famous by • By the late 1940s, most
building automobiles on an manufacturing jobs were being
assembly line done with high work specialization
• Every worker was assigned a specific, • Some tasks required highly developed
repetitive task skills; others could be performed by
the untrained
• Small standardized tasks could be • If all workers were engaged in each
step, all would have the skills
performed with limited skills necessary to perform the most
demanding and the least demanding
• Work can be performed more jobs
efficiently if employees are allowed to
specialize • Paying highly skilled workers to do
easy tasks represents an inefficient
usage of organizational resources
Discussion: Specialization Hawthorn
studies

Advantages Disadvantages
• Efficiencies could be achieved through work • By the 1960s, increasing evidence showed that job
specialization specialization can be carried too far
• Employee skills at performing a task successfully
increase through repetition
• Less time is spent in changing tasks • In some jobs the human diseconomies from
• Putting away one’s tools and equipment from a prior specialization more than offset the economic
step in the work process, and in getting ready for advantages
another
• Training for specialization is more efficient from the • Boredom
organization’s perspective • Fatigue
• Easier and less costly to find and train workers to do • Stress
specific and repetitive tasks
• Low productivity
• It encourages the creation of special inventions and
machinery • Poor quality
• Absenteeism
• High turnover
• *Because specialization was not widely practiced,
it generated higher productivity
Analysis of work: Definitions
• Job analysis
• The process of collecting job
related information
• For job description and job Uses of Job Analysis Information
specification
• The procedure for determining the
duties and skill requirements of a
job and the kind of person who
should be hired for it

• Job descriptions
• A list of job’s duties,
responsibilities, reporting
relationships, working conditions,
and supervisory responsibilities

• Job specifications
• A list of a job’s “human
requirements”
• Education, skills, personality, and
so on
 Analysis of work: Organization Chart
• Shows the organization
wide distribution of
work, with titles of each
position and
interconnecting lines
that show who reports
to and communicates
with whom
Job
Description
and Job
Specification
What?

Who?
Who? Advantages and Limitations
Information gathering
Methods of Collecting Job Data (human sources)

Sources of Job Data: Documents

Process chart

• Shows the flow of inputs

to and outputs from a
particular job

• Workflow analysis
• Detailed study of the
flow of work from job to
job in a work process
Discussion: Job analysis and Japanese
approaches
Essential features of Total
Video: How Toyota Changed The Way Quality Management
We Make Things (5m)
• Creation of a common company theme
• https://www.youtube.com/watch?v=F5vtCRFRAK
0&list=PLcrlV77TJqsp9YoQzKb24hmXdZSmSoZwK
&index=18&ab_channel=BloombergQuicktake%3 • Creation of customer centric mentality
AOriginals
• Lean manufacturing
• Kaizen • Improvements become part of the job in a
• Kanban continuous process

• Each function reassesses its purpose

• Improved communications

• Reduced bureaucracy
 “That’s not my

Competency-based job analysis job” attitude

Ideally measurable, observable, behavioral

High performance work systems are designed competencies (knowledge, skills, and/or
to encourage employees to be self-motivated behaviors)
• Work is organized around projects or processes in • Employees are hired using tests that measure the
which jobs may blend or overlap profile’s list of competencies
• Work is organized around teams
• Team member are encouraged to rotate freely among jobs
• The responsibility for day-to-day supervision is pushed • Employees are trained with courses that develop
down to the workers these competencies

• Jobs are changing so rapidly that HR professionals • Performance is appraised by assessing the
cannot keep up worker’s competencies
Competency-based job analysis Competencies
HR Manager Competency Model • Self-control
• Self-development
• Personal organization
• Positive approach
• Delivering results
• Providing solutions
• Systemic thinking
• Attention to detail
• Creating customer service
• Delivering customer service
• Continuous improvement
• Developing people
• Working with others
• Influencing
• Leading
• Delivering the vision
• Change and creativity
Skills Matrix
Job-evaluation
Process

Methods

Hierarchy
of wages
and salaries
Job
Job design: Why?
Characteristics of job enrichment
Job Characteristics Model
Job design and empowerment
Empowerment is a by-product
of job enrichment Video: The "Empowering Organizations"
work method | Michelin (5m)
• Job enrichment demands
delegation of accountability and • https://www.youtube.com/watch?
hence the need for empowerment v=8dTfgnkmJGs&list=PLcrlV77TJqsp
MzOToSBGHHJjYwns14hgz&index=
10&t=152s&ab_channel=Michelin
• Empowering means passing on
authority and responsibility

• Empowerment occurs when power

goes to employees who, then,
experience a sense of ownership
and control over their jobs
Job design
Factors to consider Approaches

Characteristics of tasks
Work flow
Ergonomics

Employee abilities and availability

Social and cultural expectations

Feedback
Autonomy
Use of abilities
Variety
Job Design Approaches
• Reengineering • Job enrichment
• Redesigning work around processes • Opportunities for the worker to
(around the beneficiary) experience feelings of responsibility,
• Combining steps so that small achievement, growth, and recognition
multifunction process teams using
information technology do the jobs
formerly done by a sequence of • Socio-technical systems and
departments ergonomics
• Designed with respect to one another
and to the demands of customers,
• Job enlargement suppliers and other stakeholders
• Additional same-level activities • Minimizing the physical demands and
risks of work
• Ensures that job demands are consistent
• Job rotation with people’s physical capabilities to
perform them with least risk
• Systematically moving workers from one • Jobs are altered to meet the employees
job to another changing physical needs
An Example of Job An Example of Job
Rotation Enlargement
 Contemporary issues in job design
The Nature of Traditional Work and
Knowledge Work
The Re-engineered Organisation
Video: What is Job Crafting? (3m)
• https://www.youtube.com/watch?v=Tv_Ox2xjXho&list=PLcrlV77TJqsp
9YoQzKb24hmXdZSmSoZwK&index=22&ab_channel=TailoredThinking
Summary • A combination of methods is used depending upon the situation and
the organization
• Observation method
• Job analysis is the process of collecting job-related data • Interview
• The data collected will be useful for preparing job description and job • Questionnaire
specification
• Job description lists job title, duties, machines and equipment • Checklists
involved, working conditions surrounding a job • Technical conference
• Job specification lists the human qualities and qualifications necessary • Diary method
to do the job

• Job analysis seems to be inconsistent with total quality management

• Job analysis is a four-step sequential process (TQM)
• Select jobs for analysis
• Gather information, process information
• Job description • Job design is the organization of tasks, duties, and responsibilities into
• Job specification a unit of work
• Job design affects employee productivity, motivation, and satisfaction
• Organizational, environmental, and behavioral factors affect job design
• Job analysis is useful for • The popular techniques of job design are
• Human resource planning • Work simplification
• Recruitment and selection • Job rotation
• Job enlargement
• Training and development
• Job enrichment
• Job evaluation • Autonomous group working (process engineering)
• Remuneration • High-performance work design (sociotechnical)
• Performance appraisal
• Personnel information
• Safety and health programs • Job evaluation is the process of ranking jobs to establish salary
differentials
Next Session
• Read Case Group 1
• Golden Careers: Money Isn’t Everything

• Read Chapter 4