Chapter 4

The Analysis and Design of Work

Introduction

Job Analysis Job Design

Work Flow Analysis and Organization Structure

Work Flow Design
The process of analyzing the task necessary for the production of a product or service, prior to allocating and assigning theses tasks to a particular job category or person

Organization Structure

The relatively stable and formal network of vertical and horizontal interconnections among jobs that constitute the organization
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Work Flow Analysis and Organization Structure

Work Flow Analysis

Analyzing Work Outputs

Analyzing Work Processes

Analyzing Work Inputs

Work Flow Analysis and Organization Structure

Organization Structure

Dimensions of the Structure

Structural Configurations

Structure and the Nature of Jobs

Centralization Decentralization Departmentalization

Functional Structure Divisional Structure (Product Structure) Divisional Structure (Geographic Structure) Divisional Structure (Client Structure) 5

Job Analysis
Job Analysis

The process of getting detailed information about jobs

Job Analysis Outcomes

Job Description What the job entails Job Specification What kind of people to hire for the job
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Job Analysis
The Importance of Job Analysis to HR Managers

Work Redesign

Human Resource Planning

Selection

Training

Performance Appraisal

Career Planning

Job Evaluation

Etc
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Job Analysis
The Importance of Job Analysis to Line Managers

Helps in understanding workflow process

Helps in understanding work requirement to take different decisions

Helps in maintaining level of performance

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Job Analysis
Job Analysis Information

Nature of Information

Job Description

Job Specification

A list of the tasks, duties, and responsibilities that a job entails

A list of the knowledge, skills, abilities, and other characteristics that an individual must have to perform the job
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Job Analysis
Sources of Job Analysis Information

The Employee (The Incumbent)

The Supervisor

Customers

External Job Analysts

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Job Analysis
Job Analysis Methods

Position Analysis Questionnaire (PAQ)

Fleishman Job Analysis System

The Occupational Information Network (O*NET)

Dynamic Elements of Job Analysis

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Job Design
Job Design

The process of defining the work will be performed and the tasks that will be required in a given job

Job Redesign

The process of changing the tasks or the way work is performed in an existing job

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Job Design
Job Design Approaches

Approaches The Mechanistic Approach The Motivational Approach The Biological Approach The Perceptual Motor Approach

Major Elements

Specialization Skill Variety Work Methods Autonomy

Decision Making Interdependence

Autonomy

Task

Significance

Physical demand Ergonomics Work Conditions

Job complexity Information Processing Equipment Use

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Job Design
Trade Offs Among Different Approaches to Job Design

Approaches The Mechanistic Approach

Positive Outcomes
Decreased training time Higher utilization levels Lower likelihood of errorLess chance of mental overload and stress Higher job satisfaction Higher motivation - Greater job involvement Higher job performance Lower absenteeism

Negative Outcomes
Lower job satisfaction Lower motivation Higher absenteeism

The Motivational Approach

Increased training time Lower utilization levels Greater likelihood of errorGreater chance of mental overload and stress
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Job Design
Trade Offs Among Different Approaches to Job Design

Approaches The Approach Biological

Positive Outcomes
Less physical effort Less physical fatigue Fewer health complaints Fewer medical incidents Lower absenteeism High job satisfaction Lower likelihood of errorLower likelihood of accidents Less chance of mental overload and stress Lower training time Higher utilization levels

Negative Outcomes
Higher financial costs because of changes in equipment or job environment

The Perceptual Motor Approach

Lower job satisfaction Lower motivation

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