Job Analysis and
Job Design
Chapter
4
This chapter addresses the how (job design) and when (flexible work schedules) of jobs. The
introduction establishes the importance of job requirements as they relate to several other
HRM functions. The process of determining job requirements is explained. Job design is
examined from many angles, including behavioral issues, industrial engineering and
ergonomic considerations, and the group and teamwork perspective. The chapter concludes
with a discussion of flexible work schedule options.
Chapter Outline
WHAT IS JOB ANALYSIS AND HOW DOES IT AFFECT HUMAN
RESOURCES MANAGEMENT?
HRM Functions Affected by a Job Analysis
Strategic HR Planning
Workflow Analysis and Job Design
SOURCES OF JOB ANALYSIS DATA
Controlling the Accuracy of the Job Data Collected
Methods Used to Collect Job Analysis Data and Analyze It
Functional Job Analysis System
The Department of Labor’s Occupational Information Network (O*Net) System
Job Identification Section
Part 2 Meeting Human Resources Requirements
12
Job Duties, or Essential Functions, Section
Job Specifications Section
Problems with Job Descriptions
Writing Clear and Specific Job Descriptions
JOB DESIGN
Job Characteristics Model: Designing Jobs to Motivate Employees
Generating Interest
Point your students to Highlights in HRM 2, “Job Description for an Employment Assistant.”
Ask them to skim read the description. Lead a discussion that focuses on how job design and
job descriptions provide a foundation for an effective HR program in areas such as the
following:
• The quality of many HR decisions—how to recruit, whom to select, what training to
DISCUSSION: Contrast the different possible HRM outcomes for these two scenarios from
the (a) company’s perspective and (b) prospective employees’ perspective—those who apply
for the opening as well as the one selected at the end of the hiring process:
[Possible responses are provided on the next page.]
HRM Function
Possible Outcomes of Filling Job
Opening with No Job Description
Possible Outcomes
with Job Description
Chapter 4 Job Analysis and Job Design
13
for job postings
• Employees: Unclear or perhaps
inaccurate view of job
qualifications, which may lead to
applying for job when they
shouldn’t or not applying when
they should
they need in a job candidate
• Employees: Have information
to help them determine if they
have what it takes to do the
job
Training &
Development
• Company: Probably won’t know
where skill deficiencies are in
new hire in order to provide
training
• Employees: Get frustrated if they
are not provided with T&D
opportunities to help them do
their jobs better
basis for conducting performance
for communicating what is
• Company: Can get employees
up to speed more quickly if
employer knows from the
outset what T&D is needed in
order to be able to do the job
• Employees: Will feel better
prepared to do the job if T&D
is provided where skill
Part 2 Meeting Human Resources Requirements
14
Dealing with Trouble Spots
Combining the effects of increased globalization, technology enhancements, and wider
Involving Students
1. Familiarize students with O*NET and the Occupational Outlook Handbook by
highlighting some of the following interesting and helpful information:
a. OVERVIEW: www.doleta.gov/programs/onet
b. O*NET CODE CONNECTOR: www.onetcodeconnector.org
i. Choose “Management Occupations”
ii. Choose “Human Resources Managers” (see next item for explanation
of 11-3040.00 O*NET-SOC Code)
iii. Point out the variety of tasks and work activities that are associated
with this occupation category.
c. STANDARD OCCUPATIONAL CLASSIFICATION (SOC) USER GUIDE: