Chapter 04 dessler 12-ce_ppt_ch04

Chapter 4: Designing and Analyzing
Jobs

Designing and Analyzing Jobs | 4-1

Copyright © 2014 Pearson Canada Inc. All rights reserved.

Dessler, Chhinzer, Cole
Human Resources
Management in Canada
Canadian Twelfth Edition

Learning Outcomes

• DEFINE job design and explain the
difference between a job and a position.
• DESCRIBE the evolution of job design and
how organizational structure influences job
design.


• EXPLAIN the steps in job analysis.

Learning Outcomes

• DESCRIBE and evaluate multiple methods of
collecting job analysis information.
• EXPLAIN the difference between a job
description and a job specification.


• EXPLAIN the three reasons why
competency-based job analysis has become
more common.

Job Analysis
“A process by which information about jobs
is systematically gathered and organized.”

• a group of related activities/duties for one
or more employees
Position

• the collection of tasks/responsibilities
performed by one person


Job

reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Uses of Job Analysis


Steps in Job Analysis
Step 6: Communicate and update
information as needed

Step 4: Verify/modify data if required
Step 3: Collect data on job activities

Step 2: Select jobs to be analyzed
Step 1: Review relevant background information

reserved.

Step 5: Write job descriptions and job
specifications

Step 1: Review Relevant
Background Information
Organizational Structure

the formal relationships among jobs in an
organization

•

should be appropriate given strategic goals

Organization Chart

•

clarifies chain of command; who reports to
whom

•

does not explain communication
patterns, degree of
supervision, power, authority, or specific
duties



•

reserved.

Organization Chart


continued

reserved.

Common Types of
Organization Structure

reserved.

Common Types of
Organization Structure


Process Chart
• shows the flow of inputs and outputs from the job
under study.

reserved.

Process Chart

Step 2: Select Jobs to be
Analyzed
Necessary when there are a number of similar jobs

• the process of systematically organizing work
into tasks that are required to perform a specific
job



Job Design

The Evolution of Jobs and Job
Design
Job Specialization

• work simplification
• industrial engineering
• job enlargement, job rotation, job
enrichment, team based job design
Ergonomic Aspects

• physical needs of workers



Behavioural Aspects

• Competencies: demonstrable characteristics
that enable performance of a job
• shift from job-specific duties to
competencies in job descriptions; emphasis
on employee capabilities
• examples of competencies:
• general (reading, writing, mathematics)
• leadership (strategic thinking, motivating)

• technical competencies for specific jobs



Competency-Based Job Analysis

Competency Based Job Analysis
• Use of competency analysis is becoming
more common:
• it encourages workers to learn and rotate among jobs
• supports performance management process



• more strategic approach to defining jobs

Step 3: Collect Job Analysis
Information
• Interviews (individual, group, supervisory)

• Questionnaires

• Participant diary/log
• National Occupation Classification (NOC)



• Observations

reserved.

Sample Questionnaire


continued

continued

reserved.


reserved.



continued

reserved.



reserved.

Sample Position Analysis
Questionnaire (PAQ)


continued

reserved.

Sample Position Analysis
Questionnaire (PAQ)


reserved.

Sample NOC Job Description

continued

reserved.

Sample NOC Job Description


Step 4: Verifying Information
• Verify with:

• Increases validity and reliability
• inconsistencies/concerns can be addressed
• participants will be more honest



• workers currently performing the job
• supervisors

Step 5: Writing Job Descriptions
and Job Specifications
• job description

• job specifications
• statement of requisite knowledge, skills, and
abilities needed to perform the job



• statement of duties, responsibilities, reporting
relationships, and working conditions of the job

reserved.

Sample Job Description

continued

continued

reserved.


reserved.



Human Rights Legislation
Considerations
• not legally required but highly advisable
• the only criteria examined should be
knowledge, skills, and abilities required for the
essential duties of the job

• when an employee cannot perform an essential
duty because of reasons related to a prohibited
ground, reasonable accommodation to the point of
undue hardship is required



• essential job duties should be clearly identified

Job Specifications
• answers the question “What human traits and
experience are required to do this job?”

• unjustifiably high educational/experience
requirements may lead to systemic
discrimination
• qualifications of incumbents should not be
confused with the minimum requirements

• for entry-level jobs, identify actual physical and
mental demands


• all listed qualifications are bona fide
occupational requirements (BFORs)

reserved.

Physical Demands Analysis


continued

continued

reserved.


reserved.



continued


reserved.

Sample Job Specification

reserved.

Sample Job Specification


Step 6: Communication and
Preparedness for Revisions
• communicate to all relevant stakeholders

•
•
•
•

restructuring
new product development
technological changes
competitors



• anticipate modifications

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