Subject Name Code Credit Hours

Human Resource Management HRM 501 4

Human Resource Management

MBA

Job Analysis and Design

4 Lecture Hours

Lecturer : Mohan B. Basnet

Email:
[email protected]
 Course Evaluation
Course Evaluation
• Consists of Two components, namely:
• 1. Continuous Evaluation:
– Quizzes 10%
– Assignment 20%
– Mid-Semester Exam 20%

• 2. Final Examination: 50%

• TOTAL 100%
Course Evaluation
Learning Modes
Lectures
Tutorials
Quizzes
Exams
Projects
Presentations
Learning Outcomes of the Session
Learning Outcomes of the Session
• After completing this unit student will be able
to describe and implement:
• Job design
• Job analysis
 Defining Job
 Yoder: A job is a collection or aggregation of tasks, duties and
responsibilities which as a whole, is regarded as a regular
assignment to individuals and which is different from other
assignments.
• Tasks - It is a distinct work activity carried out for a distinct purpose.
It is an action or group of actions designed to provide a definitive
outcome.
• Duty - It is a number of tasks.
• Position – It refers to one or more duties performed by one person
in an organization.
• It is a group of tasks assigned to one person.
• Every employee holds a position in an organization depending on
his/her skill and knowledge.
• There are at least as many positions as there are workers in the
organization; vacancies may create more positions than employees.
 Defining Job Design
 Job design is an activity of specifying individual task,
combining them into a job, and specifying the methods
of performing the specified task.
• Basic objective is to satisfy the requirements of the
organization for productivity, operational efficiency,
quality of products, by satisfying the needs of
individuals in the organization
Armstrong: Job design is a process of deciding on:
1. content of a job in terms of its duties and
responsibilities;
2. methods to be used in carrying out job in terms of
techniques, system and procedures; and,
3. the relationship that should exist between the
jobholder and the supervisor, subordinates and
colleagues
 Benefits of Job Design
• Better organizational design through understanding (1)
responsibilities and roles; and, (2) relations among different
positions;
• Achieving balance between individual and organizational needs
through job specification which guides organizational goals
• Facilitates HR acquisition: Job design acts as a base for job analysis
• Motivation of employees: finding a fit between the individual and job
• Right choice of a person: specifies qualification, skill, knowledge, and
interest
• Better industrial and human relations: well defined job of each
employee together with their authority and responsibility
• Better QWL: well-designed job leads job being more meaning and
rewarding, increased participation, improved physical and mental well
being
 Approaches/Methods of Job Design
Three widely used approaches in practical
aspects:
• Classical/Scientific Management
• Socio-technical
• Motivational/Behavioral
 Classical Approaches to Job Design
• Believes that productivity of employees can be
increased by matching men, tools and tasks;
• Focuses on specialization of work and
standardization of jobs;
• First design the job and then find appropriate
people
 Classical Approaches to Job Design
 Job Design criteria followed:
1. Break into smaller components; reduce skill requirement
2. Make content of job
3. Reduce internal transportation and handling time
4. Suitable working environment
5. Obtain greater specialization
6. Stabilize production and reduce job shifts
7. Involve engineering departments to assign task/job
• Reduce number of tasks in a job to make it specialized, which
reduces training time
• However, increase in monotony
Involves three methods:
(1) Work simplification; (2) Job enlargement; and, (3) Job
rotation
 Classical Approaches to Job Design
 Work Simplification – job is simplified and specialized by
breaking into sub-parts
• Each part of a job is assigned to one individual to make it
more specialized
• Involves mechanical pacing of work, repetitive work and
process using predetermined tool and techniques,
restricted interaction among employees, and few skill
requirement
 Job rotation – expected to eliminate boredom; individuals
change but job remains the same
• Benefits – enhances skill and abilities of employees; become
competent in several jobs; results in growth and
development of employees; improved self-image; increased
flexibility
• Drawbacks – reduced specialization; increase in training cost;
job disruption; do several boring jobs creating monotony;
 Classical Approaches to Job Design
 Job enlargement – job is expanded by adding task or
duties to the job (horizontal expansion); does not
increase skill level;
• Involves assigning workers additional work-load
of the same level, thereby increase the number
of activities they perform
• Advantages: increase skill level to complete
expanded task; motivation and satisfaction level
may increase
• Drawbacks: costing of operations increase; does
not reduce monotony; resistance of employees
 Socio-technical Approach
 Technical system of job and its social considerations are
combined together
• Considers technical needs of the organization and social
needs of the employees
• Concentrates on maintaining the relationship between
employees and technology
Guideline to design job under this approach
1. Demanding job, providing variety
2. Continuous learning on the job
3. Autonomy in work-related areas
4. Social support and recognition at work
5. Relate the job to the social life
6. Belief that job will be better for future
 Behavioral Approach
 Behavioral factors are taken into account
while designing a job for a particular position
in an organization
• Common methods are:
1. Job enrichment method
2. Job characteristics method
3. Autonomous team method
4. Modified work schedule method
 Behavioral Approach
 Job enrichment: seeks to improve task efficiency and human
satisfaction by (1) providing greater scope for personal
achievement and recognition; (2) challenging and responsible
work; (3) opportunity of personal advancement and growth
• Vertical enrichment – more opportunity, more responsibility
and more autonomy
• Employees are involved in planning and controlling with less
supervision but with greater self evaluation
Job enrichment: has positive and negative impacts
• Positives: increases motivation, performance, job
satisfaction, job involvement; reduces absenteeism;
creates a sense of achievement; autonomy increases a
sense of responsibility, self-control and self-esteem;
• Negatives: refused and resisted by employees; increase
cost of design and implementation; only focuses on job,
not on other variables; unwillingness of give autonomy;
unsupportive environment for job enrichment;
 Behavioral Approach
 Job Characteristics Method: examines the content of the job
which includes (1) the set of activities to be performed on
the job; (2) equipment to be used; and, (3) required
interaction with others;
• Focuses on job content that has five core job
characteristics: skill variety, task identity, task
significance, autonomy, and job feedback.
 Behavioral Approach
Job Characteristics Method:
1. Skill variety: indicates the degree to which job requires
accomplishment of different activities and skill required of employees
for its accomplishment
2. Task identity: refers to the degree to which a job requires completion
of a whole and identifiable piece of work
3. Task significance: degree to which the job has a substantial impact on
other people
4. Autonomy: degree to which a job provides freedom in scheduling the
work and determining the procedures
5. Job feedback: degree to which individuals are provided with clear
information regarding their performance while carrying out their work
• Different jobs have different job characteristics, i.e. one job may be high
in autonomy, but low on other elements;
• These job characteristics may produce different organizational
outcomes
• Inclusion of job characteristics may ultimately increase motivation and
performance
 Behavioral Approach
 Autonomous Team Method: an autonomous group of
employees are to be formed to solve problems, implement
solutions, and take full responsibility for outcomes
• Self-directed team with widely defined job and responsibilities
to achieve specific goals

• Advantages: (1) job-oriented technique which assist in

achieving high productivity and high quality; (2) reduced cost
of supervision; (3) reward and performance linked; (4)
empowered employees and team spirit; (5) increase in
employee commitment and involvement
• Disadvantages: (1) resistance from unions, employees, and
managers; (2) poorly composed team – difficult to work,
uncooperative; (3) poor outcome if unfavorable situation
persists
 Behavioral Approach
 Modified Work Schedule Method: job is designed by modifying
the existing work schedule or shortening the working days in a
week
• Shortening – may create difficulty in scheduling and coordinating;
may lower absenteeism and attrition (turnover)
• Flexi-time – employees select the working days and working time
within certain limits; may reduce cost, fatigue, and absenteeism;
requisite manpower may not be available
• Job sharing – two or more part-time workers share one
full-time job;
• Home work – employee completes work at home;
suitable to employees in IT or with have small children in
home.
 Job Analysis
• Job analysis: The process of studying and
collecting informations relating to the operations
and responsibilities of a specific job. The
immediate product of this analysis are job
description and job specification.
• It analyze the content & characteristics of the job
and requirements/ qualifications needed to
perform those jobs.
 Job Description
• Job description: an organized, factual statement
of the duties and responsibilities of a specific job.
• It should tell what is to be done, how it is done,
and why. It is a standard of function. It defines
the authorized content of the job. It contains : job
title, location, job summary, duties, machine,
tools and equipments, materials used,
supervision given or received, working
conditions, hazards etc.
 Job specification
• A statement of the minimum acceptable human
qualities necessary to perform a job properly. It is
a standard of personnel and designates the
qualities required for acceptable performance.
• A statement of human qualifications necessary to
do the job. Usually contains such items:
education, experience, training, judgement,
initiative, physical effort, physical skills,
communication skills, emotional characteristics,
sensory demands such as sight, smell, hearing
and many others depends upon the nature of job.
 Uses of Job analysis
• Human Resource Planning- Required number &
types of human resource are determined by the jobs
which need to be staffed. Job related information is
provided by Job analysis.
• Recruitment & selection- an understanding of the
types of skills needed and the types of job that may
open in future helps HR manager to plan recruitment
and knowledge about the work to be done and
qualifications needed helps to select right person-
match the right people with the right job.
• Training & development- what a given job demands
from the incumbents in terms of knowledge & skills?
Training & development programmes can be
designed depending on the job requirements.
 Uses of JA contd.
• Job evaluation- determination of relative worth of
each job to determine wage & salary differentials.
Relative worth is determined mainly on the basis
of job description & specification.
• Remuneration- remuneration should be based on
relative worth of each job. Employee need to be
compensated on the grades of the job which they
occupy. Otherwise feeling of inequity may arise.
• Performance appraisal- JA helps to fix standards
for performance in relation to which actual
performance is compared and assessed.
 Uses of JA contd.
• Safety & health- provides information regarding
hazardous conditions, unhealthy environmental
factors. So that corrective measures can be taken
to minimize and avoid the possibility oh human
injury.
• Personnel information- planning, acquisition,
development, utilization and remuneration
purpose JA helps by providing information.
 Methods of collecting Job information
• Observation- job analyst carefully observes the
job holder at work and records what & how s/he
does and how much time is needed for
completion of given task.
• Interview- job analyst interviews the job holder &
supervisor about the job. Generally structured
form is used. The analyst must make judgements
about the informations to be included and its
degree of importance.
• Questionnaire- job holder fill in the given
structured questionnaire, which are then
approved by their supervisor.
 Methods of Collecting... contd.
• Checklists- similar to questionnaire, but the
response-sheet contains fewer subjective
judgements and tends to be either yes-or-no
variety. It can cover many activities but job holder
has to tick only those tasks that are included in
their jobs.
• Technical conference method- a conference of
supervisor who possess extensive knowledge
about a job are used.
• Diary method- job holders records in detai their
activities each day in a diary.
 Job Analysis Techniques
1. Job focused techniques
 Functional job analysis (FJA) - used to analyze the
nature of jobs in terms of data, people and things.
Information collected is categorized under those
three associated functions.
 Management position description questionnaire
(MPDQ) – designed to analyze managerial position.
Job analyst use a checklist containing 197 job factors
related to managerial concern & responsibilities. A
statistical analysis on job factors will be conducted to
find the different job factors relating to the position
of individual managers.
 Job focused techniques
 The hay plan- analyse managerial jobs. since executives are
engaged in numerous tasks it is difficult to specify their
duties and responsibility. Hay plan is based on interview
between job analyst & the person in the job. Information
gathered using Hay plan relates to four aspects of
managerial job: i) objective of the job ii) dimensions to be
covered by the job holders in that position iii) nature &
scope of the position iv) accountability
Purpose : recruitment, selection, placement, job evaluation,
management development & organizational analysis.
 Metods analysis – analysis of non managerial job. Studies
motion at work. Method analysis is used in organizations
that rely heavily on human labour to carry out repetitive
and routine tasks accurately & efficiently.
 Job Analysis Techniques
2. Person or Behaviour- Focused techniques:
 Position analysis questionnaire (PAQ) – to find the
personal or behavioral requirements for performing a job.
PAQ contains 194 items. 194 job items are categorized in 5
job dimensions:
i) Job dimension relating to decision making
/communication/ social responsibilities
ii) Relating to performing skilled activities
iii) Relating to physical activities/ environmental conditions
iv) Relating to operating vehicles/ equipment
v) Job dimension relating to information processing.
All jobs are categorized under above 5 job dimensions.
Information is collected through using a position
questionnaire.
 Person or Behaviour- Focused tech.
 Physical abilities analysis (PAA) – analyse the physical abilities/ strengths
required by job holders to perform the jobs.
 The critical incident technique (CIT)- critical job incidents that represents
effective or ineffective performance. This techniques identifies the crical
incidents that occured durung last 6 to 12 months. Desirable or
undesirable.
 Guidelines-oriented job analysis (GOJA)- GOZA techniques analses job
after completion of following steps:
i) Listing the job domains of the incumbents
ii) List the important or critical duties typically requiring person to
perform in a job
iii) Determine how frequently these critical duties are required to be
performed & their importance
iv) Determine requisite skills/ knowledge
v) Determine physical characteristics
vi) Describe other characteristics
 Job analysis process
Six steps in doing job analysis- Dessler
1. Decide how you will use the information- it helps to determine the
types of data and methods to collect.
2. Review relevant background information- such as organization chart,
process chart & job description
3. Select representative positions- because there may be too many similar
jobs to analyse. Eg. It is usually unnecessary to analyse the jobs of 200
assembly workers when a sample of 10 jobs will do
4. Actually analyse the job- by collecting data on job activities, required
employee behavior, working conditions and human traits and abilities
needed to perform the job. Use one ore more methods and techniques
of JA.
5. Verify the job analysis information- with job holder & immediate
supervisor to confirm that informations is factually correct & complete.
6. Develop a job description and job specification-
 Dejobbing
 “De-jobbing is the broadening of the responsibilities of the
company’s jobs and encouraging employees not to limit
themselves to what’s on their job descriptions”.
 The major reasons of de-jobbing are:
 Privatization, globalization, technological developments,
political instability and a shift towards service economy have
increased the need for organizations to be responsive, flexible
and more competitive. The organizational methods used by the
managers to accomplish this have helped weaken the meaning
of a job as a well-defined and clearly delineated set of
responsibilities.
 Employees, nowadays, do not like standardized routinized
operations. They want the work to be more meaningful,
challenging and interesting. So, the concept of a job being well
defined with clearly delineated set of responsibilities is being
increasingly questioned by present day employees who are
more knowledgeable and demanding.
 Techniques of Dejobbing
(i) Flatter Organizations:
• Traditional organizations have pyramid shaped organizations with seven or more
management layers. Most of the progressive organizations today have reduced
die management layers to barely three or four levels, by trimming the flats at
the top level.
• Flat organizations have just three or four levels and these are becoming popular
nowadays. In flatter organizations, the managers have more people reporting to
them, that is why, they can supervise them less.
• The jots of subordinates end up being bigger in terms of both breadth and depth
of responsibilities.
(ii) Work Teams:
• Traditionally, the jobs were more specialized in nature and employees had to
perform the same tasks daily. Today’s managers organize the tasks around teams
and processes rather than around specialized functions. In such organizations,
the employees’ jobs change daily; there is thus an intentional effort to avoid
having employees view their jobs as a specific set of responsibilities.
• Cross functional, self-directed teams handle different jobs at different points of
time. Employees perform their duties as members of project teams, not
necessarily as members of a particular department within the organization.
 Techniques of Dejobbing
(iii) Boundary-Less Organization:
• According to Gilmore, “In a boundary less
organization, the widespread use of teams and
similar structural mechanisms reduces and makes
more permeable the boundaries that typically
separate departments, (like sales and production)
and hierarchical levels”.
• In such organizations, cross cultural teams are
created and used widely. Employees are encouraged
to get rid of ‘it is not my job’ kind of attitude. The
focus is, instead, on defining the project or task at
hand in terms of the overall best interests of the
organization, thereby reducing the idea of a job as a
well-defined set of duties.
 Techniques of Dejobbing
(iv) Re-Engineering:
• According to Hummer and Champy, “Re-engineering is the fundamental
thinking and radical redesign of business processes to achieve dramatic
improvements in critical contemporary measure of performance, such
as cost, quality, service and speed.”
• Re-engineering brings about a radical quantum change in an organization.
It requires organizational members to rethink what work should be done,
how it is to be done and how best to implement these decisions. Jobs can
be re- engineered in many ways e.g.
• a. Several specialized jobs can be combined into few relatively enlarged
and enriched ones.
• b. Employees become collectively responsible for overall results rather
than being individually responsible for their own tasks.
• c. Supervisory checks are reduced and employees are made responsible
for their own work.
• d. Employees are empowered to use more decision making authority
while carrying out work in small teams.
 Techniques of Dejobbing
 Few Examples of De-jobbing:
• To give interesting breaks to employees in the shape of
adventure activities, personality development programes,
literary clubs etc.
• To have an open culture, with open office, equal sized work
stations, simple perks and allowances etc.
• To trust the employees and to have transparent management.
• To have a very healthy and entertaining work environment.
• For example, in Philips software center, the employees have all
the comforts in the world, a variety of cuisines, a crèche, a
gymnasium, doctor, counselor, a dietician etc. It is a whole new
world of work study and rest. The employees are so happy with
their office that the company had to come out with an order
stating that nobody would stay in the office after 9 p.m. without
sufficient reason.
 Job Redesign - Meaning, Process and its Advantages

 Restructuring the elements including tasks, duties

and responsibilities of a specific job in order to make
it more encouraging and inspiring for the employees
or workers is known as job redesigning. The process
includes revising, analyzing, altering, reforming and
reshuffling the job-related content and dimensions to
increase the variety of assignments and functions to
motivate employees and make them feel as an
important asset of the organization. The main
objective of conducting job redesigning is to place the
right person at the right job and get the maximum
output while increasing their level of satisfaction.
 Job Redesign - Meaning, Process and its Advantages

 Job Redesign Process

 Job Redesign - Meaning, Process and its Advantages

 Job Redesign Process

• Revising the Job Content: Job redesigning process involves recollecting and revising job-
related information to determine the inconsistency between person and the job.
• Analyzing Job-related Information: Once the job analyst is through with recollecting and
revising the job content, analyzing the discrepancies is the next step. It is done to
determine the hindrances in performing job-related tasks and duties and investigate why
an employee is not able to deliver the expected output.
• Altering the Job Elements: The next step is to amend the job elements. It may include cut
back on extra responsibilities or addition of more functions and a higher degree of
accountability. The basic aim of altering the job content is to design a job in such a
manner that encourages employees to work harder and perform better.
• Reformation of Job Description and Specification: After altering the job elements, a job
analyst needs to reform the job description and specification in order to make sure that
the worker placed at a particular place is able to deliver what is expected of him.
• Reshuffling the Job-related Tasks and Duties: Next is to reallocation of new or altered
tasks and functions to employees. It may be done by rotating, enriching, enlarging and
engineering the job. The idea is to motivate the performers while increasing their
satisfaction level.
 Job Redesign - Meaning, Process and its Advantages

Advantages of Job Redesigning

 Job Redesign - Meaning, Process and its Advantages

• Enhances the Quality of Work-Life: Job redesigning motivates the employees

and enhances the quality of their work life. It increases their on-the-job
productivity and encourages them to perform better.
• Increases Organization’s and Employees’ Productivity: Altering their job
functions and duties makes employees much comfortable and adds to their
satisfaction level. The unambiguous job responsibilities and tasks motivate them
to work harder and give their best output. Not only this, it also results in
increased productivity of an organization.
• Brings the Sense of Belongingness in Employees: Redesigning job and allowing
employees to do what they are good at creates a sense of belongingness in them
towards the organization. It is an effective strategy to retain the talent in the
organization and encouraging them to carry out their responsibilities in a better
fashion.
• Creates a Right Person-Job Fit: Job Redesigning plays an important role in
creating a right person-job fit while harnessing the full potential of employees. It
helps organization as well as employees in achieving their targets or goals.
 Therefore, the purpose of job redesigning is to identify the task significance and
skill variety available in the organization and reallocating the job-related tasks
and responsibilities according to the specific skills possessed by an employee.
 Assignment
 What is job design and redesign. Why it is
important. Explain the process and methods
of job design and redesign.
 Business
Reference English
and (BBATextbooks
Suggested 1213)
• Gary Dessler (2015), ―Human Resource
Management, Pearson India, 12thEdition,
Prentice-Hall, Inc.
• K. Aswathappa, ―Human Resource
Management: Text and Cases, McGraw Hill,
Sixth Edition.
THANK YOU