powerpoint presentation by charlie cook the university of west alabama 4 © 2010 south-western, a...

PowerPoint Presentation by Charlie CookThe University of West Alabama

PowerPoint Presentation by Charlie CookThe University of West Alabama

4

© 2010 South-Western, a part of Cengage LearningAll rights reserved.© 2010 South-Western, a part of Cengage LearningAll rights reserved.

© 2010 South-Western, a part of Cengage Learning. All rights reserved. 4–2

Discuss the relationship between job requirements and the performance of HRM functions.

Indicate the methods by which job analysis typically is completed.

Identify and explain the various sections of job descriptions.

Provide examples illustrating various factors that must be taken into account in designing a job.

Discuss the various job characteristics that motivate employees.

Chapter ObjectivesAfter studying this chapter, you should be able to

X


Describe the different group techniques used to maximize employee contributions.

Differentiate and explain the different adjustments in work schedules.

Chapter Objectives (cont’d)After studying this chapter, you should be able to

X


What is a Job?

• Job (Accounts Receivable)A group of related activities

and duties

• Position (Lenovo AR)The different duties and

responsibilities performed by only one employee

• Job Family (Accounting)A group of individual jobs

with similar characteristics

JobJob

JobJob JobJob JobJob


Job Requirements

• Job Specification Statement of the needed knowledge, skills, and abilities

(KSAs) of the person who is to perform the job Since Griggs v Duke Power and the Civil Rights Act of 1991,

job specifications used in selection must relate specifically to the duties of the job.

• Job Description Statement of the tasks, duties, and responsibilities (TDRs) of

a job to be performed

• These should be written by the hiring manager, not HR HR will help and keep you legal


Job Requirements

Relationship of Job Requirementsto Other HRM Functions

Recruitment

Selection

Performance Appraisal

Training and Development

Compensation Management

Determine recruitment qualifications

Provide job duties and job specifications for selection process

Provide performance criteria for evaluating employees

Determine training needs and develop instructional programs

Provide basis for determining employee’s rate of pay

X


Job Analysis

• Job Analysis

The process of obtaining information about jobs by determining what the duties, tasks, or activities of jobs are.

HR managers use the data to develop job descriptions and job specifications that are the basis for employee performance appraisal and development.

The ultimate purpose of job analysis is to improve organizational performance and productivity.

• Hiring manager does the job analysis, maybe with HR help


FIGURE

4.1The Process of Job AnalysisX


Determining Job Requirements

• What employee does• Why employee does it• How employee does it

• Determining job requirements

• Summary statement of the job• List of essential functions of the

job

• Employee orientation• Employee instruction• Disciplinary action

• Personal qualifications required in terms of skills, education and experience

• Recruitment• Selection• Development

Nature of:

Job Analysis

Job Description

Job Specification

Basis for:

X


Job Analysis and the Law

• Section 14.C.2 of the Uniform Guidelines states: “There shall be a job analysis which includes an analysis

of the important work behaviors required for successful performance. . . . Any job analysis should focus on work behavior(s) and the tasks associated with them.”

• Americans with Disabilities Act (ADA) Requires that job duties and responsibilities be essential

functions for job success. The purpose of essential functions is to help match and

accommodate human capabilities to job requirements. Organizations must make “reasonable accommodation”

for disabled people


Job Analysis and Essential Job Functions

• Essential Functions

Statements in the job description of job duties and responsibilities that are critical for success on the job.

A job function is essential if:1. The reason that the position exists is to perform the

function.

2. A limited number of employees are available to perform the function.

3. The function is specialized, requiring needed expertise or abilities to complete the job.


Performing Job Analysis

1. Select jobs to study

2. Determine information to collect: Tasks, responsibilities, skill requirements

3. Identify sources of data: Employees, supervisors/managers

4. Methods of data collection: Interviews, questionnaires, observation, diaries and records

5. Evaluate and verify data collection: Other employees, supervisors/managers

6. Write job analysis report


Gathering Job Information

•Interviews

•Questionnaires

•Observation

•Diaries


Controlling the Accuracy of Job Information

• Factors influencing the accuracy of job informationSelf-reporting exaggerations and omissions by

employees and managersCollecting information from a representative

sample of employeesCapturing all important job information

Length of job cycle exceeding observation period Lack of access to job site for personal observation Lack of familiarity with the tasks, duties, and

responsibilities of a job Ongoing changes in the job


O*NET and Job Analysis

• Dictionary of Occupational Titles (DOT)A systematic occupational classification structure

based on interrelationships of job tasks and requirements.

Contains standardized and comprehensive descriptions of twenty-thousand jobs.

• O*NET DatabaseA online database of all DOT occupations plus an

update of over 3,500 additional DOT occupations.Data are collected and published continuously.

X


Popular Approaches to Job Analysis

Position AnalysisSystem

Critical Incident Method

Task Inventory Analysis

Competency Job Analysis

X


Approaches to Job Analysis

• Position Analysis Questionnaire (PAQ)A questionnaire covering 194 different tasks that,

by means of a five-point scale, seeks to determine the degree to which different tasks are involved in performing a particular job

• Critical Incident MethodJob analysis method by which job tasks are

identified that are critical to job success.The job analyst writes five to ten important task

statements for each job under study.


FIGURE

4.2A Sample Page from the PAQX



• Task Inventory AnalysisIs an organization-specific analysis developed by

identifying—with the help of employees and managers—a list of tasks and their descriptions that are components of different jobs.

• Competency-Based AnalysisInvolves constant development of job profiles of

current worker tasks, duties, and responsibilities that are “key” competencies for use in creating job descriptions, setting recruitment requirements, and in performance evaluation.



•HRIS and Job AnalysisHuman resource information systems

(HRIS) and specialized software help automate job analysis.Analyze jobs and write job descriptions

and job specifications based on those analyses.

Combine job analysis with job evaluation and the pricing of organizational jobs.


Key Elements of a Job Description

• Job TitleIndicates job duties and organizational level

• Job IdentificationDistinguishes job from all other jobs

• Essential Functions (Job Duties)Indicate responsibilities entailed and results to be

accomplished

• Job SpecificationsSkills required to perform the job and physical

demands of the job


Job Descriptions

• Job TitleProvides status to the employee.

May be “flexible.” International status. Personal comfort.

Indicates what the duties of the job entails. Indicates the relative level occupied by its

holder in the organizational hierarchy.


Job Descriptions

• Job Identification SectionDepartmental location of the jobPerson to whom the jobholder reportsDate the job description was last revisedPayroll or code numberNumber of employees performing the jobNumber of employees in the department where the

job is locatedO*NET code number.“Statement of the Job”


1Job Description for an Employment Assistant

X


Job Descriptions

• Job Duties, or Essential Functions, Section

Statements of job duties that:

Are arranged in order of importance that indicate the weight, or value, of each duty; weight of a duty is gauged by the percentage of time devoted to it.

Stress the responsibilities that duties entail and the results to be accomplished.

Indicate the tools and equipment used by the employee in performing the job.

Should comply with law by listing only the essential functions of the job to be performed.



√


Job Descriptions

• Job Specifications Section

Personal qualifications an individual must possess to perform the duties and responsibilities

The skills required to perform the job:

– Education or experience, specialized training, personal traits or abilities, interpersonal skills or specific behavioral attributes, and manual dexterities.

The physical demands of the job:

– Walking, standing, reaching, lifting, talking, and the condition and hazards of the physical work environment

This is what HR will question you about. Why does the person need a high school diploma, or 4 years of experience?



X


Problems with Job Descriptions

1. If poorly written, they provide little guidance to the jobholder.

2. They are not always updated as job duties or specifications change.

3. They may violate the law by containing specifications not related to job success.

4. They can limit the scope of activities of the jobholder, reducing organizational flexibility.


Writing Clear and Specific Job Descriptions• Create statements that:

Are short, direct, and simply worded; eliminate unnecessary words or phrases.

Describe duties with a present-tense verb, the implied subject being the employee performing the job.

Use “occasionally” to describe duties performed once in a while and “may” for duties performed only by some workers on the job.

State the specific performance requirements of a job based on valid job-related criteria.


Job Design

• Job Design An outgrowth of job analysis that improves jobs through

technological and human considerations to enhance organization efficiency and employee job satisfaction.

Changing, modifying, or enriching jobs to improve performance.

• Job Enrichment (Herzberg) Enhancing a job by adding more meaningful tasks and

duties (vertical expansion) to make the work more rewarding or satisfying.

Providing opportunities for achievement, recognition, growth, responsibility, and performance.


FIGURE

4.3Basis for Job DesignX


Job Enrichment Factors

• Remove autonomy to make the job more challenging and less boring

• Increasing the level of responsibility of the job• Allowing employees to retain more authority and

control over work outcomes• Providing unit or individual job performance reports

directly to employees• Adding new tasks to the job that require training and

growth• Assigning individuals specific tasks, enabling them

to use their particular competencies or skills


Job Characteristics

• Job Characteristics Model(Hackman and Oldham)

Job design theory that purports that three psychological states (experiencing meaningfulness of the work performed, responsibility for work outcomes, and knowledge of the results of the work performed) of a jobholder result in improved work performance, internal motivation, and lower absenteeism and turnover.

X


Job Characteristics

1. Skill variety: The degree to which a job entails a variety of different activities, which demand the use of a number of different skills and talents by the jobholder

2. Task identity: The degree to which the job requires completion of a whole and identifiable piece of work, that is, doing a job from beginning to end with a visible outcome

3. Task significance: The degree to which the job has a substantial impact on the lives or work of other people, whether in the immediate organization or in the external environment

4. Autonomy: The degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out

5. Feedback: The degree to which carrying out the work activities required by the job results in the individual being given direct and clear information about the effectiveness of his or her performance


Job Characteristics Model

• Job Characteristics Skill variety Task identity Task significance Autonomy Feedback

• PsychologicalStates Meaningfulness of

the work performed Responsibility for

work outcomes Knowledge of the

results of the work performed.

• JobOutcomes Improved

work performance

Increased Internal motivation

Lower absenteeism and turnover


Employee Empowerment

• Employee Empowerment

Granting employees power to initiate change

Encouraging them to take charge of what they do

Organizational conditions favoring empowerment: Participation and autonomy Innovation and acceptance

of risk-taking Access to information Accountability for results Cultural openness to change


Industrial Engineering Considerations

• Industrial EngineeringA field of study concerned with analyzing

work methods and establishing time standards

• ErgonomicsAn interdisciplinary approach to designing

equipment and systems that can be easily and efficiently used by human beings


Designing Work for Group/Team Contributions

• Employee Involvement Groups (EIs)

Groups of employees who meet to resolve problems or offer suggestions for organizational improvement

Also known as quality circles (QCs)

Success with EIs requires: Comprehensive training for group members

Recognition of the group’s contributions

Continuing input and encouragement by management

Use of a participative/democratic leadership style


FIGURE

4.4Computer Workstation Ergonomics Checklist

Use the following list to identify potential problem areas that should receive further investigation. Any “no” response may point to a problem.

1. Does the workstation ensure proper worker posture, such as

• Thighs in the horizontal position?

• Lower legs in the vertical position?

• Feet flat on the floor or on a footrest?

• Wrists straight and relaxed?

2. Does the chair

• Adjust easily?

• Have a padded seat with a rounded front?

• Have an adjustable backrest?

• Provide lumbar support?

• Have casters?

3. Are the height and tilt of the work surface on which the keyboard is located adjustable?

4. Is the keyboard detachable?

5. Do keying actions require minimal force?

6. Is there an adjustable document holder?

7. Are armrests provided where needed?

8. Are glare and reflections minimized?

9. Does the monitor have brightness and contrast controls?

10. Is there sufficient space for knees and feet?

11. Can the workstation be used for either right- or left-handed activity?

Use the following list to identify potential problem areas that should receive further investigation. Any “no” response may point to a problem.

1. Does the workstation ensure proper worker posture, such as

• Thighs in the horizontal position?

• Lower legs in the vertical position?

• Feet flat on the floor or on a footrest?

• Wrists straight and relaxed?

2. Does the chair

• Adjust easily?

• Have a padded seat with a rounded front?

• Have an adjustable backrest?

• Provide lumbar support?

• Have casters?

3. Are the height and tilt of the work surface on which the keyboard is located adjustable?

4. Is the keyboard detachable?

5. Do keying actions require minimal force?

6. Is there an adjustable document holder?

7. Are armrests provided where needed?

8. Are glare and reflections minimized?

9. Does the monitor have brightness and contrast controls?

10. Is there sufficient space for knees and feet?

11. Can the workstation be used for either right- or left-handed activity?

X


FIGURE

4.5The Dynamics of Employee Involvement GroupsX


Employee Teams

• Employee Teams

An employee contributions technique whereby: Work functions are structured for groups rather than for

individuals Team members are given discretion in matters

traditionally considered management prerogatives, such as process improvements, product or service development, and individual work assignments.


Benefits of Employee Teams

• Increased integration of individual skills

• Better performance (quality and quantity) solutions to unique and complex problems

• Reduced delivery time

• Reduced turnover and absenteeism

• Accomplishments among team members


How To Develop Team Synergy

Focus on QualityFocus on Quality

Acceptance of Acceptance of Member SkillsMember Skills

Consensus Consensus Decision MakingDecision Making

Disagree Disagree ConstructivelyConstructively

Listen and ClarifyListen and Clarify

SupportSupport

SYNERGYSYNERGY

X


FIGURE

4.6Synergistic Team Characteristics

Team synergy is heightened when team members engage in these positive behaviors.

• Support. The team exhibits an atmosphere of inclusion. All team members speak up and feel free to offer constructive comments.

• Listening and Clarification. Active listening is practiced. Members honestly listen to others and seek clarification on discussion points. Team members summarize discussions held.

• Disagreement. Disagreement is seen as natural and is expected. Member comments are nonjudgmental and focus on factual issues rather than personality conflicts.

• Consensus. Team members reach agreements through consensus decision-making. Consensus decisions require finding a proposal that is acceptable to all team members, even if not the first choice of individual members. Common ground among ideas is sought.

• Acceptance. Team members are valued as individuals, recognizing that each person brings a valuable mix of skills and abilities to team operations.

• Quality. Each team member is committed to excellent performance. There is emphasis on continuous improvement and attention to detail.

X


Teamwork and Synergy

• Synergy Occurs when the interaction and outcome of team members is

greater than the sum of their individual efforts. 1 + 1 = 3

Synergistic team member behavior characteristics:

Is supporting and inclusiveListens and clarifiesDisagrees but remains nonjudgmentalEngages in consensus building Is accepting of others Is focused on quality and continuous improvement


Forms of Employee Teams

• Cross-Functional TeamA group staffed with a mix of specialists (e.g.,

marketing, production, engineering) and formed to accomplish a specific objective. Cross-functional teams are based on assigned rather than

voluntary membership.

• Project TeamA group formed specifically to design a new product

or service. Members are assigned by management on the basis of their ability to contribute to success. The group normally disbands after task completion.


Forms of Employee Teams

• Self-Directed Team Groups of highly trained individuals performing a set of

interdependent job tasks within a natural work unit. Team members use consensus decision making to

perform work duties, solve problems, or deal with internal or external customers.

• Task Force A task force is formed by management to immediately

resolve a major problem. The group is responsible for developing a long-term

plan for problem resolution that may include a charge for implementing the solution proposed.


Forms of Employee Teams• Process-Improvement Team

A group of experienced people from different departments or functions and charged with improving quality, decreasing waste, or enhancing productivity in processes that affect all departments or functions involved. Team members are normally appointed by management.

• Virtual TeamA group with widely dispersed members linked together

through computer and telecommunications technology.For international managers this is critical to master!

Virtual Teams

• Good PointsSpeedInvolvement and buy-inDiversitySynergy

• DrawbacksLanguage and cultural barriersTime conflictsUnclear objectivesCompatible personalities



FIGURE

4.7Forms of Employee Teams

Cross-Functional Teams

A group staffed with a mix of specialists (e.g., marketing, production, engineering) and formed to accomplish a specific objective. Cross-functional teams are based on assigned rather than voluntary membership.

Project Teams A group formed specifically to design a new product or service. Members are assigned by management on the basis of their ability to contribute to success. The group normally disbands after task completion.

Self-Directed Teams Groups of highly trained individuals performing a set of interdependent job tasks within a natural work unit. Team members use consensus decision-making to perform work duties, solve problems, or deal with internal or external customers.

Task Force Teams A task force is formed by management to immediately resolve a major problem. The group is responsible for developing a long-term plan for problem resolution that may include a charge for implementing the solution proposed.

Process-Improvement Teams

A group made up of experienced people from different departments or functions and charged with improving quality, decreasing waste, or enhancing productivity in processes that affect all departments or functions involved. Team members are normally appointed by management.

X


Characteristics of Successful Teams

• Commitment to shared goals and objectives

• Motivated and energetic team members

• Open and honest communication

• Shared leadership

• Clear role assignments

• Climate of cooperation, collaboration, trust, and accountability

• Recognition of conflict and its positive resolution

© 2009 Prentice Hall Inc. All rights reserved. 9–53

The Five-Stage Model of Group Development

Forming StageThe first stage in group development, characterized by much uncertainty.

Storming StageThe second stage in group development, characterized by intragroup conflict.Norming StageThe third stage in group development, characterized by close relationships and cohesiveness.

Process for a long-term group.


…Group Development

Performing Stage

The fourth stage in group development, when the group is fully functional.

Adjourning Stage

The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than performance.

What are “wrapping up” activities?

Concerns with Teams Not always the right approach—unrealistic expectations Training may be extensive, particularly for certain cultures Managers must create realistic compensation and

recognition for teams as well as individuals Groups don’t always become more effective as they move

through the stages – group behavior is more complex Without Adjourning Stage, future effectiveness is limited The process is not always linear Several stages may occur simultaneously Groups may regress Pre-learned group behavior let’s group get through the

steps very quickly to achieve a short-term goals.



Training Team Members

• Complete skills training for five stages of teams:

Team leadership

Mission/goal setting

Conduct of meetings

Team decision making

Conflict resolution

Effective communication

Diversity awareness


Flexible Work Schedules

• Compressed Workweek

Shortening the number of days in the workweek by lengthening the number of hours worked per day.The four-day, forty-hour week, generally

referred to as 4/10 or 4/40. Reducing weekly hours to 38 or 36 hours or

scheduling 80 hours over nine days (9/80), taking one day off every other week.

This is based on US model of 40-hour work week. Adjust for national culture!


Flexible Work Schedules• Benefits

Recruitment and retention of employees

Coordinating employee work schedules with production schedules

Accommodating the leisure-time activities of employees while facilitating employee personal appointments

Improvements in employee job satisfaction and morale

• Disadvantages

Overtime payments required by the Fair Labor Standards Act for employees working over 40 hours in one week.

The additional stress on managers and employees, and long workdays can be exhausting.



• FlextimeWorking hours that permit employees the option of

choosing daily starting and quitting times, provided that they work a set number of hours per day or week.

All employees are required to be present during a designated “core period.”

Flexible hours reduce absenteeism and tardiness.Employees can schedule their working hours for

the time of day when they are most productive.


3How to Request a Flexible Work Schedule

You may be thinking, “My manager would never agree to a flexible work schedule.” But that’s not necessarily so. When valued employees make reasonable scheduling requests, managers often try to accommodate employee proposals. Here are some proven strategies for securing different types of flexible work hour arrangements.

• Investigate. Look into similar arrangements others have made within your company or industry. Research company policy. Be realistic by providing a schedule that will fit the demands of your organization.

• Be Professional. Treat your request as a business proposal. Be positive and assume a “can-do” attitude.

• Be serious and present the proposal as a benefit to both you and your company. Present your idea as a “win-win” arrangement.

• Write It Out. Submit your request for a flexible work hour arrangement in a well-organized, detailed written proposal.

• Promote Yourself. Explain your value to your organization. Have others speak to your abilities—especially those in authority. Ask to be evaluated based on your quantity and quality of work rather than on the hours you actually spend on the job.

• Anticipate Questions. Be prepared for potential problems and have specific answers on how to deal with these issues. For example, how you will communicate or coordinate with other

employees.

• Propose a Review. Propose review dates to evaluate your new flexible schedule. Continually assess how you work with others and your manager.

X



• Job SharingThe arrangement whereby two part-time employees

perform a job that otherwise would be held by one full-time employee. (May be tax issues in China.)

Job sharers may work three days a week, creating an overlap day for extended face-to-face conferencing.

• TelecommutingThe use of personal computers, networks, and other

communications technology such as fax machines to do work in the home that is traditionally done in the workplace.


Advantages of Telecommuting

• Increased flexibility for employees

• Ability to attract workers who might not otherwise be available

• Lessened burden on working parents

• Less time and money wasted on physical commuting

• Increased productivity

• Reduced absenteeism


FIGURE

4.8Keys for Successful Telecommuting

• Identify jobs best suited to distance work. • Select responsible employees. • Establish employee feedback procedures and

performance review methods for evaluation.• Establish formalized telecommuting procedures.• Begin a formal training program.• Keep telecommuters informed and “in the loop.”• Recognize when telecommuting isn’t working.


Theory X and Theory Y (Douglas McGregor)

Theory X

Assumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform.Theory Y

Assumes that employees like work, seek responsibility, are capable of making decisions, and exercise self-direction and self-control when committed to a goal.

Flexible work schedules may depend on whether you are a Theory X or a Theory Y manager.


critical incident method

employee empowerment

employee involvement groups (EIs)

employee teams

ergonomics

flextime

industrial engineering

job

job analysis

job characteristics model

job description

job design

job enrichment

job family

job specification

position

position analysis questionnaire (PAQ)

task inventory analysis

telecommuting

virtual team

Discussion Questions (page 180)

•#1 Compare job descriptions.

•#4 Give examples of where different forms of teams can be effectively used.

•#6 Give examples of how the JCM can improve the organization and the individual.


Case Study (page 182)

•#1 HR Planning at Donna Karan


Team Assignment (page 180-181)

•Identify the 10 most important norms for international team behavior.


powerpoint presentation by charlie cook the university of west alabama 4 © 2010 south-western, a...

Documents

job duties

job specifications

various job characteristics

job description statement

job accounts receivable

employee job family

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