JOB ANALYSIS AND JOB DESIGN
A major purpose of this chapter is to impress on students the importance of job design and job
descriptions in providing a foundation for an effective HR program. Emphasized in the chapter is
the necessity for basing decisions involving the various HR functions on the requirements of the
job. The contributions that accurate job descriptions can render to more effective employee perfor–
mance and to an equal employment opportunity program are also emphasized. In the chapter the
CHAPTER LEARNING OBJECTIVES
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Explain what a job analysis is, the parts that comprise it and how the
information it generates is used in conjunction with a firm’s HRM
functions.
LEARNING OUTCOME 1
Discuss the various job characteristics that motivate employees.
LECTURE OUTLINE
I. WHAT IS JOB ANALYSIS AND HOW DOES IT AFFECT HUMAN RESOURCES
MANAGEMENT?
Figure 4.1 will be useful in your discussion of job analysis.
Ask students to name job requirements that have the potential to negatively affect
protected class members (for example, height or weight requirements).
A. HRM Functions Affected by a Job Analysis
2. Workflow Analysis and Job Design The information generated by a job analysis
3. Recruitment and Selection The information provided via a job analysis plays an
essential role in the recruiting function. The basic information and qualifications
4. Training and Development Any discrepancies between the knowledge, skills, and
abilities demonstrated by jobholders and the requirements contained in the
Chapter 4: Job Analysis and Job design 45
5. Performance Appraisal Process Because a job analysis includes information
6. Compensation Management A job’s worth is based on what the job demands of
7. Legal Compliance Conducting a job analysis ensures that a job’s duties match its
job description. If the criteria used to hire and evaluate employees are vague and
not job-related, employers are more likely to find themselves being accused of
discriminating against the members of protected classes.
II. SOURCES OF JOB ANALYSIS DATA
Figures 4.2 and 4.3 plus Highlights in HRM 1 and 2 will be useful in your discussion of
environmental analysis.
Explain that job analysis consists of a number of logical steps that must be performed in
order. This will ensure that the activity will be concluded successfully. Job analysis is the
A. Controlling the Accuracy of the Job Data Collected
When interviewing employees or reviewing their questionnaires, a job analyst should
B. Methods Used to Collect Job Analysis Data and Analyze it
After reviewing the different methods of conducting the job analysis, ask the class to
identify the advantages and disadvantages of each method and list these on the board.
If possible, have a job analyst from some organization serve as a guest speaker.
There are several ways to conduct the job analysis process. The textbook stresses four
of the most common quantitative approaches. Stress to students that a goal of job
analysis is to determine the job relatedness of selection requirements. The Uniform
Guidelines requires a job analysis.
1. Functional Job Analysis System – this approach uses an inventory of work
2. The Department of Labor’s Occupational Information Network (O* Net)
System
46 Part 2: Meeting Human Resources Requirements
Explain that the Dictionary of Occupational Titles, the DOT, has been replaced by
3. The Position Analysis Questionnaire System
This worker-oriented job analysis system uses 194 different tasks as a basis for
4. The Critical Incident Method
• The critical incident method of job analysis seeks to identify critical job
tasks. By definition, critical job tasks are those performed by employees that
lead to job success.
5. Task Inventory Analysis
• The task inventory analysis is a job-oriented approach since it uses current
6. Competency-Based Analysis
• Job analysis normally takes place in a stable environment where jobs are
defined in terms of tasks, duties, process, and behaviors necessary for job
success. However, rapid changes in technology, organizational downsizing, or
reengineering may cause jobs to rapidly change. In a dynamic environment,
Chapter 4: Job Analysis and Job design 47
7. Human-Resources-Information and Web-Based Job Analysis Systems
• Software programs exist to perform job analysis. Generally these programs
C. Parts of a Job Description
• Obtain samples of different job descriptions prepared by organizations in your area.
Use these as an introduction to this section.
48 Part 2: Meeting Human Resources Requirements
1. Job Title—The job title should accurately reflect the duties of the job and in
addition provide psychological importance and status to the employee.
2. Job Identification Section—This section simply provides information to identify
the job. Information contained in this section might include items such as
3. Job Duties, or Essential Functions, Section—Explain to students that this is the
heart of any job description. Listed in this section in their order of importance are
4. Job Specifications Section
• Job specifications state the qualifications a person needs to perform the job
correctly. Job specifications cover two broad areas: (1) the skills required to
D. Problems with Job Descriptions
• As an in-class project, have students brainstorm what they consider to be
problems associated with job descriptions.
E. Writing Clear and Specific Job Descriptions
• Job descriptions should be written in statements that are terse, direct, and simply
worded. The sentences describing job duties normally begin with a verb in its
present tense (for example, “maintains,” “supervises,” “coordinates,” “operates,” or
“performs”).
Chapter 4: Job Analysis and Job design 49
III. JOB DESIGN
Figures 4.4 – 4.7 plus Highlights in HRM 3 and 4 will be useful in your discussion of job
design.
• Job design is concerned with structuring jobs that best contribute to organizational
A. Job Characteristics Model: Designing Jobs to Motivate Employees
• The job characteristics model of work motivation suggests that three psychological
states of an employee result in improved work performance, internal motivation,
and lower absenteeism and turnover. These three states are (1) meaningfulness of
B. Designing Work for Employee Teams
• Organizations can satisfy the intrinsic needs of employees while increasing
productivity by organizing employees into groups. Through groups, employee
collaboration is increased and synergy is developed.
50 Part 2: Meeting Human Resources Requirements
• Ask students what is meant by team synergy. Emphasize that not all teams
develop or acquire synergy. Rather, team synergy develops when team members
practice positive behaviors.
E. Flexible Work Schedules
• Jobs can also be designed around the hours by which they are performed. The
1. Flextime
Flextime, or flexible working hours, offers employees the option of choosing
their daily starting and quitting times, as long as they work a set number of hours
each day or week. Flextime schedules include a “core” period when all
employees are required to be at work.
a. Advantages of Flextime. Reported advantages include lower tardiness and
2. Compressed Workweek—The compressed workweek shortens the number of
days worked per week by lengthening the number of hours worked each day.
3. Job Sharing—This job design effort employs two part-time employees to
perform a job otherwise held by one full-time employee.
a. Benefits of Job Sharing. With job sharing, two good employees can be
4. Telecommuting—This is the use of microcomputers and other technology tools
to do work in the home that is traditionally done in the office. Numerous
organizations have some sort of telecommuting program.
Chapter 4: Job Analysis and Job design 51
ANSWERS TO END–OF-CHAPTER DISCUSSION QUESTIONS
1. Formally written job requirements aid managers in almost all aspects of managing
employees. By knowing the requirements of the job, managers can select, orient, and train
2. The textbook discusses the common approaches to performing job analysis. These include
interviews, questionnaires, observations, diaries, functional job analysis, the position analysis
3. This discussion question is very practical and can lead to an excellent class discussion. It is
4. Your students should not have any difficulty responding to this question. Clearly, if there are at
least two alternative ways to design a job with one that is demotivational (with one resulting in
5. The job characteristics model can enrich employee jobs in the following ways:
• Skill variety. Allows employees to use more of their abilities, such as problem solving,
speaking, writing, or interpersonal skills, to improve their involvement in work.
• Task identity. An employee is given a complete, natural unit of work to accomplish.
6. The four forms of employee teams are cross-functional, project teams, self-directed teams, and
process improvement teams. Perhaps in addition to examples in business, the students might
draw upon their own experience in classes, in student organizations, and among friends. Sports
52 Part 2: Meeting Human Resources Requirements
7. Nontraditional work schedules facilitate recruitment by helping employees balance work and
personal demands. Part-time work, flexible work schedules, and telecommuting allow
employees to meet family, educational, or recreational needs while fulfilling the work
requirements of employers.
Establishing Ground Rules for Team Success
Our experience in working with teams is that team member conduct and
ANSWERS TO USING THE INTERNET ACTIVITIES
Internet Exercise #1, page 150
Question:
Visit the Department of Labor’s O*Net Resource Center. Describe how O*Net classifies jobs.
Selecting a position title, search the O*Net database and discuss the type of information
provided.
Answer:
HRM EXPERIENCE
Chapter 4: Job Analysis and Job design 53
Upon conducting a position title search, information collected from the database will vary, but
may include any of the following:
Internet Exercise #2, page 157
Question:
Research the topic of ergonomics on the Medline Plus website. What are some common
occupational illnesses or injuries? Provide at least four examples of how ergonomics can resolve
common occupational illnesses or injuries.
Answer:
Common workplace illnesses or injuries include repetitive motion disorders such as carpal tunnel
54 Part 2: Meeting Human Resources Requirements
VIDEO CASE DISCUSSION GUIDE
Among the possible answers that students might mention are the challenges of scheduling groups
of employees so that the various forms of customer service are covered seamlessly and
ensuring that there are enough customer service reps on duty at peak periods. Some students
may also mention the need for security measures for employees arriving and exiting the
building at all hours.
NOTES FOR END–OF–CHAPTER CASE STUDIES
Case Study 1: Companies Learning to Be Flexible
1. As the text points out, employees can adjust their work to accommodate their particular
lifestyles and, in doing so, gain greater job satisfaction. Employees can also schedule their
2. Some jobs require the physical presence of an employee at all times. Communication may
3. HR managers who wish to help facilitate flexible work schedules in their organizations need
Case Study 2: Virtual Teams in Action: Building the F-35 Fighter
1. Virtual teams allow employees to work interdependently across large or short
geographical areas. They reduce costs through reductions in travel time and commuting
Chapter 4: Job Analysis and Job design 55
2. Virtual teams working internationally can experience language and cultural barriers as well
as logistical problems related to different time zones. Network connections aren’t always
reliable, so real-time collaboration sessions sometimes cut off suddenly in midstream. With
3. Researchers do not agree on one specific list of favorable characteristics that virtual team
members should possess. However, the literature on teams often focuses on the following
4. Because of their geographical separation, virtual team members need training in goal setting
or task objectives. Where culturally diverse teams interact, training in cultural differences