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1、PART TWO-STAFFING THE ORGANIZATION,Job AnalysisandJob Design,5,Chapter 5 Overview,Basic TerminologyJob AnalysisJob Design,Basic Terminology Job Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Di
2、ctionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job Analysis,Figure 5.1,|,Relationship among Different Job Components,Basic Terminology Job Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of
3、Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job Analysis,Table 5.1,Area of InformationContentsJob title and locationName of job and where it is located.Organizational relationshipA brief explanation of the number of persons supervised(i
4、f applicable)and the job title(s)of the position(s)supervised.A statement concerning supervision received.Relation to other jobsDescribes and outlines the coordination required by the job.Job summaryCondensed explanation of the content of the job.Information concerningThe content of this area varies
5、 greatly from jobjob requirementsto job and from organization to organization.Typically it includes information on such topics as machines,tools,and materials;mental complexity and attention required;physical demands and working conditions.,Information Provided by a Job Analysis,Basic Terminology Jo
6、b Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job Analysis,Table 5.2,A job description should be a formal,wr
7、itten document,usually from one tothree pages long.It should include the following:Date written.Job Status(full-time or part-time;salary or wage).Position title.Job summary(a synopsis of the job responsibilities).Detailed list of duties and responsibilities.Supervision received(to whom the jobholder
8、 reports).Supervision exercised,if any(who reports to this employee).Principal contacts(in and outside the organization).Related meetings to be attended and reports to be filed.Competency or position requirements.Required education and experience.Career mobility(positions for which job holder may qu
9、alify next).,Contents of a Job Description,Basic Terminology Job Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with
10、 Job Analysis,Basic Terminology Job Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job Analysis,Basic Terminolo
11、gy Job Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job Analysis,Table 5.3,CategoryInformation inputMental pr
12、ocessesPhysical activitiesRelationships withother peopleJob contextOther jobcharacteristics,DescriptionWhere and how does the employee get the information used in performing the job?What reasoning,decision-making,planning,and information-processing activities are involved in performing the job?What
13、physical activities does the employee perform,and what tools or devices are used?What relationships with other people are required in performing the job?In what physical or social contest is the work performed?What activities,conditions,or characteristics other than those described above are relevan
14、t to the job?,ExamplesUse of written materials.Near-visual differentiation.Level of reasoning in problem solving.Coding/decoding.Use of keyboard devices.Assembling/disassembling.Instructing.Contacts with public,and/or customers.High temperature.Interpersonal conflict situations.Specified work pace.A
15、mount of job structure.,Employee Activity Categories Used in the PAQ,Table 5.4,Source:E.J.McCormick,P.R.Jeanneret,and R.C.Mecham,Position Analysis Questionnaire.Copyright 1969 by Purdue Research Foundation,West Lafayette,Ind.Reprinted with permission.,Sample page from the Position Analysis Questionn
16、aire(PAQ),Information inputI.I Sources of Job InformationRate each of the following items in terms ofthe extent to which it is used by the worker asa source of information in performing the job.I.I.I Visual Sources of Job Information1Written materials(books,reports,office notes,articles,job instruct
17、ions,signs,etc.)2Quantitative materials(materials which deal with quantities or amounts,such as graphs,accounts,specifications,tables of numbers,etc.)3Pictorial material(pictures or picturelike materials used as sources of information,for example,drawings,blueprints,diagrams,maps,tracings,photograph
18、ic films,x-ray films,TV pictures,etc.)4Patterns/related devices(templates,stencils,patterns,etc.,used as sources of information when observed during use;do not include here materials described in item 3 above),Code Extent of UseNDoes not apply1Nominal/very frequent2Occasional3Moderate4Considerable5V
19、ery substantial,(Continued),Table 5.4(concluded),5Visual displays(dials,gauges,signal lights,radarscopes,speedometers,clocks,etc.)6Measuring devices(rules,calipers,tire pressure gauges,scales,thickness gauges,pipettes,thermometers,protractors,etc.,used to obtain visual information about physical mea
20、surements;do not include here devices described in item 5 above)7Mechanical devices(tools,equipment,machinery,and other mechanical devices which are sources of information when observed during use or operation)8Materials in process(parts,materials,etc.,which are sources of information when being mod
21、ified,worked on,or otherwise processed,such as bread dough being mixed,workpiece be turned in a lathe,fabric being cut,shoe being resoled,etc.)9Materials not in process(parts,materials,objects,etc.,not in the process of being changed or modified,which are sources of information when being inspected,
22、handled,packaged,distributed,or selected,etc.,such as items or materials in inventory,storage,or distribution channels,items being inspected,etc.)10Features of nature(landscapes,fields,geological samples,vegetation,cloud formations,and other features of nature which are observed or inspected to prov
23、ide information)11“Man-made”features of environment(structures,buildings,dams,highways,bridges,docks,railroads,and other“man-made”or altered aspects of the indoor or outdoor environment which are observed or inspected to provide job information;do no consider equipment,machines,etc.,that individuals
24、 use in their work,as covered by item 7),Sample page from the Position Analysis Questionnaire(PAQ),Table 5.5,Source:W.B.Tornov and P.R.Pinto,“The Development of a Managerial Job Taxonomy:A System for Describing,Classifying,and Evaluating Executive Positions,”Journal of Applied Psychology 61,no.4(197
25、6),p.414.,Management Position Description Questionnaire Categories,1.Product,marketing,and financial strategy planning.2.Coordination of other organizational units and personnel.3.Internal business control.4.Products and services responsibility.5.Public and customer relations.6.Advanced consulting.7
26、.Autonomy of actions.8.Approval of financial commitments.9.Staff service.10.Supervision.11.Complexity and stress.12.Advanced financial responsibility.13.Broad personnel responsibility.,Basic Terminology Job Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Fun
27、ctional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job Analysis,Table 5.6,Source:U.S.Department of Labor,Revised Handbook for Analyzing Jobs(Washington,D.C.:U.S.Government Printing Office,1991),p.73.,Levels o
28、f Difficulty for Worker Functions in FJA,DataPeopleThings0Synthesizing0Mentoring0Setting up1Coordinating1Negotiating1Precision working2Analyzing2Instructing2Operating-controlling3Compiling3Supervising3Driving-operating4Computing4Diverting4Manipulating5Copying5Persuading5Tending6Comparing6Speaking-si
29、gnaling6Feeding-offbearing7Serving7Handling8Taking instructions-helping,Basic Terminology Job Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Ana
30、lysis Potential Problems with Job Analysis,Table 5.7,1.Professional,technical,and managerial2.Clerical and sales3.Service4.Agriculture,fishing,forestry,and related5.Processing6.Machine trades7.Bench work8.Structural work9.Miscellaneous,Nine Occupational Categories Used by the DOT,Figure 5.2,|,Human
31、Resources Manager as Classified by the DOT,Source:U.S.Department of Labor,Employment and Training Administration,Dictionary of Occupational Titles,4th ed.,rev.1991(Washington,D.C.:U.S.Government Printing Office,1991).,Basic Terminology Job Analysis Products of Job Analysis Job Analysis MethodsObserv
32、ationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job Analysis,Basic Terminology Job Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires
33、 Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job Analysis,Table 5.8,Source:Wayne E.Barlow and Edward Z.Hare,“A Practical Guide to the Americans with Disabilities Act,”Personnel Journal,June 1992,p.5
34、4.1.Does the position exist to perform these functions?If the performance of a particular function is the principal purpose for hiring a person,it would be an essential function.2.Would the removal of the function fundamentally alter the position?If the purpose of the position can be fulfilled witho
35、ut performing the function,it isnt essential.3.Whats the degree of expertise or skill required to perform the function?The fact that an employee is hired for his or her specialized expertise to perform a particular function is evidence that the function is essential.4.How much of the employees time
36、is spent performing the function?The fact that an employee spends a substantial amount of time performing a particular function is evidence that the function is essential.5.What are the consequences of failure to perform the function?The fact that the consequences of failure are severe is evidence t
37、hat the function is essential.6.How many other employees are available among whom the function can be distributed?The smaller the number of employees available for performing a group of functions,the greater the likelihood that any one of them will have to perform a particular function.,Questions to
38、 Be Addressed to Determine Essential Functions,Basic Terminology Job Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems
39、with Job Analysis,Job Design Job Scope and Job DepthSociotechnical Approach to Job DesignThe Physical Work EnvironmentAlternative Work SchedulesFlextimeTelecommutingJob SharingCondensed Workweek,Table 5.9,1.Fewer skills required per person,which makes it easier to recruit and train employees.2.Incre
40、ased proficiency through repetition and practice of the same tasks.3.More efficient use of skills by primarily utilizing each employees best skills.4.Low wages due to the ease with which labor can be substituted.5.More conformity in the final product or service.6.Different tasks performed concurrent
41、ly.,Advantages of Job Specialization,Job Design Job Scope and Job DepthSociotechnical Approach to Job DesignThe Physical Work EnvironmentAlternative Work SchedulesFlextimeTelecommutingJob SharingCondensed Workweek,Job Design Job Scope and Job DepthSociotechnical Approach to Job DesignThe Physical Wo
42、rk EnvironmentAlternative Work SchedulesFlextimeTelecommutingJob SharingCondensed Workweek,Job Design Job Scope and Job DepthSociotechnical Approach to Job DesignThe Physical Work EnvironmentAlternative Work SchedulesFlextimeTelecommutingJob SharingCondensed Workweek,Job Design Job Scope and Job DepthSociotechnical Approach to Job DesignThe Physical Work EnvironmentAlternative Work SchedulesFlextimeTelecommutingJob SharingCondensed Workweek,?,Questions,
