Work Analysis and Design

Shaun Pichler, Ph.D.

Multimedia Lecture Support Package to Accompany Basic

Marketing
Lecture Script 6-1
 Work Analysis and Design
• Work-flow analysis
• Job analysis
• Importance to HR
• Job design and re-design
• Importance of job analysis & design to
line mangers

When you think of substantive human resources management activities, work analysis
and design may not be the first to come to mind. In fact, you may be thinking to
yourself “what is work analysis and design and why haven’t I heard of this before”.
When people think of HR, they often think of recruitment and perhaps selection (i.e.,
interviews) and training, but work analysis and design is perhaps the most
fundamental area of HR. It could be argued that none of the other HR disciplines
could be practiced without first doing a job analysis– and a job analysis is dependent
upon a work-flow analysis first. As such, job analysis is considered the “bedrock” of
human resources management in the sense that it lays the groundwork for all other HR
activities. As we will discuss, the result of a job analysis is a job description – and it is
difficult to determine what criteria to use in selection for a particular job without
knowing what the description of that job is. In the rest of the lesson, we will discuss
the topics listed above. We will further consider why job analysis is so important to
management in general and human resources management more specifically. We will
discuss what a work-flow analysis is and the various methods of job analysis. We will
also talk about how to design – and redesign – work.

Multimedia Lecture Support Package to Accompany Basic

Marketing
Lecture Script 6-2
 The Concept of Work Today
• Work analysis

• Changing nature of work

Since we are on the topic, the term “work” is a broader term than the term “job”. A job
is a collection of tasks, duties and responsibilities. Work is broader – it can include
TDR’s, but it can also include other aspects of work, such as skills. In fact, there is
some debate about whether or not the concept of a job will even be relevant in five or
ten years. Why? Because the nature of work is changing much more rapidly today
than every before. Why? Because of technology. Technology changes how, when,
where and under what conditions we work. It also changes the nature of a job. For
instance, what a marketing coordinator did in 1970 was probably pretty much the
same as what a marketing coordinator did in 1960. That said, because of changes in
technology, such as social media, what a marketing coordinator did in 2005 will not
be the same as what a marketing coordinator does in 2015. Jobs – and the nature of
work more generally – is changing at a much more rapid pace than every before in the
history of mankind- and this will increasingly be the case. As such, we often think of
work analysis – which could include job analysis as well as more fine-grained
analysis, such as task analysis or skill analysis. So when we say “work analysis”, this
is a concept that is broader and more inclusive than job analysis, which refers
generally to the analysis of work for the purposes of defining and codifying various
tasks and duties into a stable job description. These issues are discussed in the section
labeled “dynamic elements of job analysis” in your textbook.

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 Work Analysis and Strategy
• Strategy implementation

• The design of work

In the last lesson, we talked about strategy and strategic human resources
management. For a strategy to be effective, it must be implemented
effectively. This means that the way in which work is organized or design has
important implications for the success of a strategy. In fact, you should recall
that one of the five major variables that we have to leverage in strategy
implementation is job design. The link between strategy and job design is
essential to the success of a firm. For instance, if a firm decides that it wants
to compete based on differentiation, and producing a product line that is varied
and differentiated from competitors is important, this has implications for how
work is designed. As an example, automobile manufacturers in the United
States in the latter part of the last century re-organized work from a
mechanistic approach – that is, from assembly lines – to a more motivational
approach – that is, into self-directed work teams. Self-directed work teams
allowed auto manufacturers – like GM – to manufacture and assemble more
varied types of cars, which was in response to more varied demand from
consumers for different types of cars.

For a classic story, which covered Volvo’s shift from the assembly line to work
teams, check out the New York Times piece from 1987 when the shift towards
work teams in the auto industry was relatively novel:

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http://www.nytimes.com/1987/06/23/business/making-cars-the-volvo-way.html

In this story, the Times quotes the Chairman of Volvo as having said:

''I want the people in a team to be able to go home at night and really say, 'I
built that car,' ‘ ''That is my dream.'’ As we will see later in this lesson, this is
highly representative of a motivational approach to work design.

Thus, how work is designed should very much be influenced by and supportive
of a firm’s business strategy, culture and broader approach to managing
human resources. At Volvo, there has long been a people-oriented culture, and
the relatively early move toward a team-based motivational approach to work
design is, in hindsight, no big surprise. If you look at their website, Volvo will
tell you the same: They say that “The Volvo Way is based on the conviction
that every individual has the capability and the determination to improve our
business”. As you textbook explains, the reason that auto manufacturers in
Asia (namely, Japan – at Toyota) and Europe (namely, Volvo) were successful
when US auto manufacturers were getting hit hard competitively was due to
early movement to adopt more motivational work design, and to do so in a way
that was consistent with the external environment, the strengths, weaknesses
and unique characteristics of these firms. They had smart management- which
helped them be so successful at that time.

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 Developing a Work-Unit Activity Analysis

4-5

A theme common to nearly all organizations is the need to identify clearly the
outputs of work, to specify the quality and quantity standards for those outputs, and
to analyze the processes and inputs necessary for producing outputs that meet the
quality standards. This conception of the work-flow process is called a work-unit
analysis – and it is useful because it provides a means for the manager to understand
all the tasks required to produce a number of high-quality products as well as the
skills necessary to perform those tasks. This work-flow process is depicted in Figure
above . The final stage in work-flow analysis is to identify the inputs used in the
development of the work unit’s product. As shown in the figure, these inputs can be
broken down into the raw materials, equipment, and human skills needed to perform
the tasks. Raw materials consist of the materials that will be converted into the work
unit’s product. Equipment refers to the technology and machinery necessary to
transform the raw materials into the product. The final inputs in the work-flow
process are the human skills and efforts necessary to perform the tasks. Every work
unit—whether a department, team, or individual—seeks to produce some output
that others can use. An output is the product of a work unit and is often an
identifiable thing, such as a completed purchase order, an employment test, or a
hamburger. However, an output can also be a service, such as the services provided
by an airline or a housecleaning service.

It is important to conduct a work-flow analysis because it tells HR managers and line

managers what tasks are needed to produce a firm’s products and/or services, and
what qualifications are necessary to perform those tasks. This is a high level of

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analysis – we are talking about work outputs as the outcome, which can be at the
department of even business unit level. A large variety of tasks is probably necessary
to produce many different types of outputs. When we talk about job analysis, we will
be talking about a lower level of analysis- that of the job.

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 Job Analysis
• What is job analysis?

• What is the outcome of a job analysis?

• Briefly, what are some methods of job

analysis?

At a high level, job analysis is a “process of getting detailed information about

jobs”, as per your textbook. More simply put, a job analysis is a process of
analyzing various aspects of work so as to come about a job description. As
we will see in more detail soon, and to reiterate, a job description, by definition,
must include the tasks, duties and responsibilities that are co-located within a
job.

Job analysis has a variety of potential uses, which include: organization

design, HR management and work design. Organization design isn’t
something we are going to cover in detail in our lesson, but it is discussed
briefly in your textbook. That said, we can note here that smaller companies
tend to have more open-ended approaches to job design because they need
employees to be more flexible in general and they need them to perform a
wider variety of tasks. Larger organizations, which tend to be more
specialized, usually have more formality around how work is to be done. As we
will discuss in more detail below, job analysis is useful if not necessary for
other HR activities or disciplines. And job analysis is important when
considering how to design or re-design work, which we will talk about later in
this lesson. Job analysis can also be useful in connection with vocational and
rehabilitational counseling, when, for instance, current or recently laid-off
workers are considering their career progress or what their next job

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opportunity should potentially be.

Before moving forward it is important that you familiarize yourself with some
key terms. A task is a distinct work activity with a specific purpose. A job is a
collection of tasks. A job family is a group of jobs with similar characteristics,
such as the engineering job family in an organization, which might include
engineer, senior engineer, consultant engineer and so on. An occupation is at
a higher level than a job: it is, in other words, a profession. So, for instance,
“accounting” is an occupation, and so would be “laborer”. Accountant is high-
level and it can includes a variety of different types of jobs – such as auditor,
analyst, accountant and so on.

There are a number of different job analysis methods or techniques, and we

can’t cover them all in detail here. For instance, we will discuss two methods in
detail, which are considered standardized approaches – meaning they can be
used in the same way across different bodies of work, and across different
organizations. These are O*Net and the Position Analysis Questionnaire.
There are other methods, however, and other sources of job analysis
information, and we should briefly consider these.

A more customized or organization-specific job analysis can be conducted in

one of several ways. For instance, a task inventory approach focuses on
collecting information about the tasks that need to be done to perform a job.
With this method, subject matter experts – persons who are expert in terms of
understanding a job – generate statements about the tasks needed to perform
the job. Then, job incumbents – persons performing the job – put a checkmark
next to the statements that they feel describe their job. In this way, if we get
data from a reasonable sample of SMEs and job incumbents, this presents a
potentially reliable picture of the tasks needed to perform a job.

For more information on what job analysis is at a high level and how to make
sure a job analysis actually matches what imcumbents do on the job, take a
look at the short article from SHRH “Job Analysis: How do I conduct a job
analysis to ensure the job description actually matches the duties
performed by the employee in the job?”.

http://www.shrm.org/templatestools/hrqa/pages/conductjobanalysis.asp
x

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You might also consider taking a look at the job analysis templates offered on
the SHRM website as well- they’re free!

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 Job Analysis Information

Job Description- list of Job Specification - list of

tasks, duties, and skills, knowledge,
responsibilities abilities, and other
characteristics
(TDRs) tasks, duties and
responsibilities
(KSAOs) knowledge, skills,
abilities and other
characteristics

4-7

Two types of information are most useful in job analysis: job descriptions and job
specifications.

A job description is a list of the tasks, duties, and responsibilities (TDRs) that a job
entails. TDRs are observable actions. For example, a clerical job requires the
jobholder to type. If you were to observe someone in that position for a day, you
would certainly see some typing. When a manager attempts to evaluate job
performance, it is most important to have detailed information about the work
performed in the job (that is, the TDRs). This makes it possible to determine how well
an individual is meeting each job requirement. It is important to balance breadth and
specificity when constructing job descriptions. Usually, a job description will also
include the following types of information: 1. Job Title, 2. Job Activities &
Procedures, 3. Working Conditions & Physical Environment, 4.
Social Environment, and 5. Conditions of Employment. For an
example of a job description, check out the Dental Hygenist job
description from SHRM:

http://www.shrm.org/templatestools/samples/jobdescriptions/pages/cms_003763.a
spx

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A job specification is a list of the knowledge, skills, abilities, and other characteristics
(KSAOs) that an individual must have to perform the job. Knowledge refers to factual
(declarative) knowledge or procedural information that is necessary for successfully
performing a task. A skill is an individual’s level of proficiency at performing a
particular task. Ability refers to a more general enduring capability that an individual
possesses. Finally, other characteristics might be personality traits such as one’s
achievement motivation or persistence.

Job specifications identify the essential elements of a job – those tasks that can not
be re-assigned to someone else in a different position. These can be used as
guidelines for recruitment, selection and placement – and they may be included in a
job description or they may be in a separate document. The Americans with
Disabilities Act prescribes that reasonable accommodations be made to persons with
disabilities so that they can perform the essential elements of a job. For more
information about this, please review the chapter on legal issues & EEO. You can also
consult the ADA.gov website, which indicates that:

“A Reasonable accommodation is any modification or adjustment to a job or

the work environment that will enable a qualified applicant or employee with a
disability to participate in the application process or to perform essential job
functions. Reasonable accommodation also includes adjustments to assure
that a qualified individual with a disability has rights and privileges in
employment equal to those of employees without disabilities.”

According to the American Bar Association:

“The employer's judgment regarding what functions are essential in a job

description shall be given consideration by a court (29 C.F.R. 1630, 2(n)).
However, the employer's judgment as to what is an essential function can be
rebutted by evidence from a plaintiff regarding the actual makeup of the job.”

And finally, according to an analysis from the Cornell Industrial and Labor
Relations school,

“The employer need not create a new job for the person with the disability, nor
must the employer reallocate essential functions to another worker. An
employer may be required to restructure a job by reallocating nonessential,
marginal job functions.”

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Thus, it is important to carefully consider the essential elements of a job – and
to make sure they are relevant and that they are derived in a reliable way.

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 Job Analysis Methods

• Position Analysis • Occupational Information

Questionnaire Network

(PAQ) (ONET)

Job Analysis- process of getting detailed information

about jobs.

4-8

Two of the more scientifically-derived approaches to work analysis are the Position
Analysis Questionnaire and the Occupational Information Network, or O*Net,
and these are discussed in some detail in your textbook.

a. The Position Analysis Questionnaire (PAQ) is a standardized job-analysis

questionnaire containing 194 items representing work behaviors, work
conditions, or job characteristics that are generalizable across a wide variety of
jobs.

b. The Occupational Information Network (O*NET) -- Instead of relying on fixed job

titles and narrow task descriptions, the O*NET uses a common language that
generalizes across jobs to describe the abilities, work styles, work activities, and
work context required for various occupations that are more broadly defined.

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 Position Analysis
Questionnaire Dimensions
❑ Decision/communication/general responsibilities
❑ Clerical/related activities
❑ Technical/related activities
❑ Service/related activities
❑ Regular day schedule versus other work schedules
❑ Routine/repetitive work activities
❑ Environmental awareness
❑ General physical activities
❑ Supervising/coordinating other personnel
❑ Public/customer/related contact activities
❑ Unpleasant/hazardous/demanding environment
❑ Non-typical work schedules

4-9

The PAQ has six sections – it analyzes six features of a job: information input,
relationships, mental processes, job context, work output and other characteristics. It
measures these aspects of a job using 194 questions or items. Thus, this is a
standardized tool that can be used across different job types and across different
industries and organizations. The person filling out the survey is asked whether each
of the 194 items applies to the job under consideration – and does so using six
different scales. These scores are then submitted to a computer analysis at PAQ
headquarters.

Research has indicated that the PAQ measures 32 specific dimensions and 12 more
global overall dimensions of jobs (listed above) The PAQ database has linked scores
on certain dimensions to scores on subtests of the General Aptitude Test Battery
(GATB). Thus, knowing the dimension scores provides some guidance regarding the
types of abilities that are necessary to perform the job. Obviously, this technique
provides information about the work performed in a format that allows for
comparisons across jobs, whether those jobs are similar or dissimilar. Another
advantage of the PAQ is that it covers the work context as well as inputs, outputs, and
processes.

In other words, it is both standardized and comprehensive. It has limitations and

weaknesses, though. For instance, for one thing it is long and time consuming.
Evaluating 194 questions along six different dimensions is a big deal. Moreover, the
PAQ is accordingly relatively complicated and, in general, only persons familiar with

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the tool should use it as a way to analyze a job. This means that a firm must have
persons with specialized job analysis knowledge or otherwise find persons who do
(perhaps through outsourcing or external consulting). Moreover, the PAQ, because it
is standardized and not particularly customized, results in a sort of abstract picture of
what a job looks like. It focuses on more general work behaviors– and it may not be
very applicable to certain types of work, namely white collar workers. Thus, it is not
ideal for the purpose of developing a job description or for redesigning jobs. Despite
this, it is a widely used job analysis tool.

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 O*NET
• Occupation-level

• Transition from DOT

• Different uses

O*Net is the Occupational Information Network. This essentially replaced the

Department of Labor’s Dictionary of Occupational Titles or DOT, which relied
on fixed job titles and relatively narrow job descriptions. O*Net uses a
vernacular or language system that can be used across different types of work
do describe the qualifications, work styles, activities and contexts relevant to
broadly defined occupations– 1,000 of them. This is more useful in a rapidly
changing, increasingly complex, global economy where jobs are not as static
as they once were and more broadly defined occupations are more flexible
and useful. Research suggests that O*Net may also generalize across
countries, even though it was developed in the U.S. by the United States
Government. The reason your book devotes and entire section to O*Net is that
it is widely available and widely used. It is used by employers, employment
agencies, vocational counselors, and even job seekers. Individuals can use
O*Net to determine the types of knowledge and skills they would need – or
would need to acquire – to be qualified for different occupations.

O*Net also offers an “Ability Profiler”, which is meant to help individuals with
career planning. Take a look:

http://www.onetcenter.org/AP.html

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For information on the limitations of O*Net, you might consider:

http://www.theworksuite.com/id13.html

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 Importance of Job Analysis to HR
Managers & Line Managers
Work Redesign Performance Appraisal

HR Planning Training & Development

Selection Career Planning

Job Evaluation Job Analysis

Job Analysis

4-11

As mentioned earlier, job analysis is sort of the bedrock of HR, which is meant to be
illustrated in the figure above, although not perfectly to be sure. It is foundational in
the sense that most all HR activities rely on some sort of job analysis having been
done a priori or in advance. In general, it is important for organizations to match job
requirements with human capital and human resources management so as to achieve
effectiveness. If you think about it, having a job description – as well as job specs – is
important and probably necessary to be able to recruit for a specific position. It is
also necessary for selection – to determine what types of selection methods would
be useful for a given job and also to determine how to tailor them to the job. For
instance, structured interview questions should be designed to assess the extent to
which there is person-job fit. The examples go on all the way through all of the HR
activities we will talk about in this course. Line managers too must have job
descriptions and job specs so that they can effectively evaluate performance and give
relevant, critical performance feedback. As we will talk about when we discuss
performance appraisal, feedback should be as job-relevant as possible for it to be
perceived as useful and fair, and job descriptions help managers connect their
feedback to the job. Of course, managers are ultimately responsible for hiring
decisions, so job analysis is useful to them for this purpose as well- not just HR.
Moreover, managers need to understand clearly the different jobs in their business so
as to better understand work flow. Thus, job analysis is of utmost important to HR in
general and also to line managers. HR managers and line managers use – or, they
should use – information obtained from job analysis on a regular basis.
 Job Design and Job Redesign

Job design is the Job redesign refers to

process of defining how changing the tasks or the
work will be performed way work is performed
and the tasks that in an existing job.
will be required in a
given job.

4-12

Job design, according to your textbook, is “the process of defining how work will be
performed and the tasks that will be required in a given job”.
Job redesign refers to “changing the tasks or the way work is performed in an existing
job”. Of course, to effectively design - or redesign – a job, one must have a complete
understanding of the job – through job analysis – and its relevance for work-flow.
There are a variety of ways to design jobs. In fact, there is a vast literature on job
design and job re-design – it is one of the more well-researched areas in human
resources and industrial psychology. For instance, a classic paper on the Job
Characteristics Model by the two scholars who helped shape the field – Hackman and
Oldham – from 1975 has almost 5,000 citations, making it a citation classic.

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 Four Approaches Used in Job
Design

Mechanistic

Motivational

Biological

Perceptual-motor

4-13

Job design is the process of defining the way work will be performed and the tasks
that will be required in a given job.
Job redesign refers to changing the tasks or the way work is performed in an existing
job.
Four approaches used in job design are:
1. mechanistic approach
2. motivational approach
3. biological approach
4. perceptual-motor approach
These approaches will be discussed in the following slides.
 Mechanistic Approach

Specialization

Skill Variety

Work Methods Autonomy

4-14

The mechanistic approach looks at:

◆Specialization
◆Skill variety
◆Work methods autonomy

◆The mechanistic approach has roots in classical industrial engineering. The focus of
the mechanistic approach is identifying the simplest way to structure work that
maximizes efficiency. This most often entails reducing the complexity of the work to
provide more human resource efficiency—that is, making the work so simple that
anyone can be trained quickly and easily to perform it. This approach focuses on
designing jobs around the concepts of task specialization, skill simplification, and
repetition.

◆Scientific management is one of the earliest mechanistic approaches that sought

to identify the one best way to perform the job through the use of time-and-motion
studies.

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 Motivational Approach

Decision-making autonomy

Task significance

Interdependence

4-15

The motivational approach looks at:

◆Decision-making autonomy
◆Task significance
◆Interdependence

The motivational approach to job design focuses on the job characteristics that affect
the psychological meaning and motivational potential, and it views attitudinal
variables as the most important outcomes of job design. The prescriptions of the
motivational approach focus on increasing job complexity through job enlargement,
job enrichment, and the construction of jobs around sociotechnical systems.

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 Job Characteristics
Model
A model of how job design affects employee reaction

Job Characteristics Work Outcomes

▪Skill Variety ▪High Quality of Work

▪Task Identity ▪High Satisfaction

▪Task Significance Psychological States

▪Low Turnover and
Absenteeism
▪Autonomy ▪Experienced Meaningfulness

▪Feedback ▪Responsibility for Outcome

▪Knowledge of Results

4-16

According to this model, jobs can be described in terms of five characteristics: skill
variety, task identity, task significance, autonomy, and feedback.
Skill variety is the extent to which the job requires a variety of skills to carry out the
tasks. Task identity is the degree to which a job requires completing a “whole” piece
of work from beginning to end. Autonomy is the degree to which the job allows an
individual to make decisions about the way the work will be carried out. Feedback is
the extent to which a person receives clear information about performance
effectiveness from the work itself. Task significance is the extent to which the job has
an important impact on the lives of other people. These five job characteristics
determine the motivating potential of a job by affecting three psychological states:
experienced meaningfulness, responsibility, and knowledge of results. When the core
job characteristics are high, individuals will have a high level of internal work
motivation, higher quantity and quality of work, and higher levels of job satisfaction.
 Biological Approach

Physical demands

Ergonomics

Work conditions

4-17

The biological approach looks at:

◆Physical demands
◆Ergonomics
◆Work conditions

A theme common to nearly all organizations is the need to identify clearly the
outputs of work, to specify the quality and quantity standards for those outputs, and
to analyze the processes and inputs necessary for producing outputs that meet the
quality standards. This conception of the work-flow process is useful because it
provides a means for the manager to understand all the tasks required to produce a
number of high-quality products as well as the skills necessary to perform those
tasks.

Ergonomics is concerned with the interface between individuals’ psychological

characteristics and the physical work environment.

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 Perceptual-Motor Approach

Job complexity

Information processing

Equipment use

4-18

Perceptual Approach
◆Job complexity
◆Information processing
◆Equipment use

The perceptual-motor approach to job design has its roots in the human-factors
literature and focuses on human mental capabilities and limitations. The goal is to
design jobs in a way that ensures that they do not exceed people's mental
capabilities.
This approach generally tries to improve reliability, safety, and user reactions by
designing jobs in a way that reduces the information processing requirements of the
job. This approach, similar to the mechanistic approach, generally has the effect of
decreasing the job's cognitive demands.

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 Trade-Offs Among Job Design Approaches
Approach Positive Outcomes Negative Outcomes
•Increased training time
• Higher job satisfaction •Lower utilization levels
Motivational • Higher motivation •Greater likelihood of error
•Greater chance of mental overload
• Greater job involvement and stress
• Lower absenteeism

Mechanistic • Decreased training time •Lower job satisfaction

• Higher utilization levels •Lower motivation
• Lower likelihood of error •Higher absenteeism
• Less chance of mental overload
and stress
Biological
• Less physical effort •Higher financial costs because of
• Less physical fatigue changes in equipment or job
• Fewer health complaints environment
• Fewer medical incidences
• Lower absenteeism
• Higher job satisfaction
Perceptual-
Motor •Lower job satisfaction
• Lower likelihood of error •Lower motivation
• Lower likelihood of accidents
• Less chance of mental overload
and stress
• Lower training time 4-19
• Higher utilization levels

Not all efficiency-producing changes result in dissatisfying work, and not all changes
that promote satisfaction create inevitable inefficiencies. By carefully and
simultaneously attending to both efficiency and satisfaction aspects of job redesign,
managers can sometimes achieve the best of both worlds.

The slide above lists some of the positive and negative features associated with
different job design approaches.

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 Summary

◆ Job analysis and design is a key component for a competitive

advantage and strategy.

◆ Managers need to understand the entire work-flow process

to ensure efficiency and effectiveness and have clear,
detailed job information.

◆ Managers can design or redesign jobs so the work unit is

able to achieve its goals while individuals benefit from
motivation, satisfaction, safety, health and achievement.

4-20

The analysis and design of work is one of the most important components to
developing and maintaining a competitive advantage. Strategy implementation is
virtually impossible without thorough attention devoted to work-flow analysis, job
analysis, and job design. Managers need to understand the entire work-flow process
in their work unit to ensure that the process maximizes efficiency and effectiveness.
To understand this process, managers also must have clear, detailed information
about the jobs that exist in the work unit, and the way to gain this information is
through job analysis. Equipped with an understanding of the work-flow process and
the existing job, managers can redesign jobs to ensure that the work unit is able to
achieve its goals while individuals within the unit benefit from the various work
outcome dimensions such as motivation, satisfaction, safety, health, and
achievement. This is one key to competitive advantage.

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 Job Opportunities in Work Design
Quick Facts: Compensation, Benefits, and Job Analysis Specialists
2012 Median Pay $59,090 per year $28.41 per hour
Entry-Level Education Bachelor’s degree
Work Experience in a Related Occupation None
On-the-job Training None
Number of Jobs, 2012 91,700
Job Outlook, 2012-22 6% (Slower than average)
Employment Change, 2012-22 5,300

For information about job analyst/job analyst specialist jobs, please go to the
Bureau of Labor Statistics:

http://www.bls.gov/ooh/business-and-financial/compensation-benefits-and-job-
analysis-specialists.htm

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