Class Objectives

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Class Objectives
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Class Objectives Job analysis

• Review
• Finish off strategy
• Describe the methods by which job analysis
  typically is completed
• Explain the various sections of job descriptions
• Discuss the relationship between job requirements
  and the performance of HRM functions

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METHODS OF COORDINATION AS A CONTINUUM OF WORKER
DISCRETION
Low cost Innovation
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MECHANISTIC VERSUS ORGANIC STRUCTURES
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• MECHANISTIC STRUCTURES
• Organizational structures characterized by
• Tallness
• Specialization
• Centralization
• Formalization

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• ORGANIC STRUCTURES
• Organizational structures characterized by
• Flatness
• Low specialization
• Low formalization
• Decentralization

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Models of business/corp. strategies talking the
language

• Boston consulting group strategy
• Figure 1.1

Rel. Mkt. share
Hi
Lo
Ind. Growth rate
Hi
Stars
Question marks
Cash cows
Dogs
Lo
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Models of business strategies

• Boston consulting group strategy
• Stars
• Excellent profit and growth opportunities
• Relatively rich units

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Strategy

• Question marks/problem children
• Opportunities not exploited
• Can invest or divest
• Dogs
• Competitive market
• Marginal profits

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Strategy

• Cash cows
• High market share in a low growth market
• Profitable
• Keep cow healthy

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Strategy

• Miles and Snows organizational types
• Defender
• Stable and predictable environment
• Low cost value prop.
• Prospector
• Dynamic environment
• Innovation/adaptation is key strategy
• Analyzer
• Combination of defender and prospector
• Scan competitors and develop better ways to do
  things

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Strategy

• Miles and Snows organizational types
• Reactor
• No strategy
• Ineffective

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Strategy

• Porters model
• Low-cost provider
• Low prices while appealing to many people

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Strategy

• Porters model
• Broad differentiation strategy
• Differentiation from competitors while appealing
  to a lot of potential buyers
• Best-cost provider strategy
• Low-cost differentiation with upscale
  differentiation

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Strategy

• Porters model
• Focused or market niche strategy based on lower
  cost
• Low cost product to a select group of customers
• Focused or market niche strategy based on
  differentiation
• Niche product or service customized to a narrow
  market segment

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Job analysis

• The role and importance of jobs (traditional
  view)
• Jobs
• Group of related activities and duties
• Position
• Consists of the different duties and
  responsibilities performed by only one employee
• Job Families
• Groups of jobs that are clearly related by
  similar duties, responsibilities, skills or job
  elements

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Job analysis

• The role of jobs in the organization
• Set of tasks designed for 1 person
• Specifically designed to facilitate the
  achievement of organizational objectives
• Interrelate to produce goods and services
• Organizational change (can produce unproductive
  jobs)

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Job analysis

• The role of jobs in the organization
• For most of the last 100 years people had 2-3
  related jobs
• Sanchez

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Job analysis

• Environmental audit
• Increased
• Gov. reg.
• Social reg.
• Foreign comp.
• Technical change
• Diversity
• Service-driven economy
• Mergers and acquisitions

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Dejobbing

• JA assumes
• Jobs exist
• Jobs are static
• Focus on content validity
• Harvey says
• behaviorally specific job analysis is the only
  effective strategy for identifying and content
  validating, knowledge-skilled based job
  specification

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Dejobbing

• Roles versus job
• - roles are socially constructed negotiated
  work behaviour
• roles are increasingly important
• roles are personal and dynamic and job elements
  are nested in roles
• Dejobbing can be described as work involving more
  roles and fewer actual job elements

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Job analysis

• Changing role of jobs in society
• Decline of jobs in manufacturing and more service
  industry jobs
• What do service jobs require?
• management skills
• interpersonal skills
• technical abilities

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Job analysis

• Job Analysis
• Process of obtaining information about jobs by
  determining the duties, tasks or activities
  associated with those jobs
• Job analysis objective and verifiable
  information about the actual requirements of the
  job

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Job analysis

• Systematic process of collecting, evaluating and
  organizing information
• No one best method
• Job Design
• ideal requirements of a job future orientation
  (autonomy, variety, task identity, significance)

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(No Transcript)
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Commitment

• Procedural justice
• Psychological contract
• Psychological climate
• LMX
• Work-family conflict

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Job analysis

• Gathering job information
• Steps
• 1. Study the organization
• 2. Determine the use of the job analysis
  information
• 3. Identify jobs to be analyzed
• 4. Pick data collection approaches
• 5. Start information collection

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Job analysis

• Common methods
• 1. Interviews
• Gets employees and managers ideas about the
  content of the job
• Allows probing

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Job analysis

• 2. Questionnaires
• Gets a lot of information from many employees in
  a short period of time
• Generally, questionnaires collect information on
  job duties, purpose of the job, physical
  surroundings, and job specifications needed to
  successfully perform the job
• example

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Job analysis

• 3. Observation/video
• trained analyst directly collects information
• Accuracy may vary

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Job analysis

• 4. Diaries
• Record of daily work activities
• Used for jobs with longer job cycles
• NB
• Care must be taken to ensure that employees do
  not exaggerate the functions of their job
• -- Use the same method on similar jobs.
• 5. Combination of methods

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Job analysis
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Job analysis

• Commonly used JA approaches
• 1. Position Analysis Questionnaire (PAQ)
• Standardized questionnaire (2.5 hrs)
• 5 -point scale is used to determine the degree to
  which 194 different tasks and job elements are
  involved in performing the job
• Contains six categories of items
• a) Information input
• b) Mental processes
• c) Work output
• d) Relations with other persons
• e) Job context
• f) Other job characteristics

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Job analysis

• Well-researched and useful for small companies
  seeking job specifications etc.
• Difficult language requires trained
  administrator
• 2. MPDQ (Management Position Description
  Questionnaire)
• 274 items (2.5 hrs)
• 3. Functional Job Analysis (FJA)
• Steps
• a) Identification of organizations goals
• b) Identification and description of tasks
• c) Analysis of tasks into 3 broad worker
  functions
• 1) data, 2) people and 3) things
• Subcategories based on difficulty

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Job analysis

• d) Develop performance standards
• e) Development of training content required for
  an occupant of the job
• It is costly and time consuming
• 4. Critical Incident Method
• Identify critical job tasks those that lead to
  job success
• Decide upon 5-10 task statements for the job
• The NOC and Job Analysis
• National Occupational Classification
• Comprehensive description of about 25,000
  different jobs
• NOC Code designation

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Job analysis

• groups occupations based on the
  interrelationships of jobs tasks and requirements
• Means of checking information in a job analysis
  and serves employees and employers in vocational
  counseling and career development

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Use of JA Information

• Job Descriptions
• Written statement explaining duties, working
  condition, and other aspects of the specific job.
• Contain at least a
• I. Job identification section
• job title
• job location
• job code
• job grade/status
• II. Job summary/duties section (e.g., essential
  functions, actions expected etc.)
• III. Working conditions

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Use of JA Information

• Problems with Job Descriptions
• Often poorly written and provide little guidance
• Not updated when duties and specifications change
• Violate federal and provincial legislation by
  containing specifications not related to the job
• Job duties may be written in vague rather than
  specific terms
• Can limit the scope of the activities of the job
  holder

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Use of JA Information

• Writing clear and specific job descriptions
• Terse, direct and simple wording Sentences
  normally begin with a verb in its present tense
  (maintains, supervises, coordinates, operates or
  performs).
• the employee should perform other duties as may
  be necessary
• Job duties and responsibilities must be essential
  functions of the job.

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Use of JA Information

• Job Specifications
• Qualifications that a person needs to perform the
  job
• Skills required
• Experience
• Training
• Education
• Physical demands
• Mental demands
• Must be job-related (Bonefide Occupational
  Requirements)

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Job analysis

• Relationship of job requirements and HRM
  functions
• Recruitment
• Recruit/Pre-screening on KSAs based on job
  requirements
• Selection/orientation
• List of tasks, duties and responsibilities of the
  job to be performed
• Legal defensibility

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Job analysis

• Training and development
• Determine if training is necessary
• Performance Appraisals
• Job descriptions provide the basis and criteria
  against which employees are appraised
• Must protect against charges of unfair
  discrimination
• Compensation management
• Job requirements are used to determine how
  valuable a job is to the organization
• Comparable worth