工作分析工艺室职责及工作范围要求.ppt

Copyright 2004 South-Western. All rights reserved.,,Copyright 2004 South-Western. All rights reserved.,32,Job Analysis and Wage/Hour Regulations,Fair Labor Standards Act Requirements: Minimum wage Overtime pay for time worked over 40 hours in a workweek Restrictions on the employment of children Recordkeeping To qualify for an exemption from the overtime provisions of the act: Exempt employees can spend no more than 20% of their time on manual, routine, or clerical duties. Exempt employees must spend at least 50% of their time performing their primary duties as executive, administrative, or professional employees.,Copyright 2004 South-Western. All rights reserved.,33,The Nature of Job Analysis,Job Analysis The process of gathering, analyzing, and structuring information about the content, context, and the human requirements of jobs. The systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization. The process of gathering, analyzing, and structuring information about a jobs components, characteristics, and job requirements. Producing the job description (task, duties, and responsibilities) and job specification (KSAOs),Copyright 2004 South-Western. All rights reserved.,34,Important Job Analysis Terms,Task:a distinct, identifiable work activity composed of motions Duty: a larger work segment composed of several tasks that are performed by an individual. Responsibility: an obligation to perform certain tasks and duties. Position: set of tasks and duties performed by single individual The different duties and responsibilities performed by only one employee Job: group of positions that are identical with respect to their major significant tasks and sufficiently alike to be covered by single analysis A group of related activities and duties Job Family: A group of individual jobs with similar characteristics Occupation: general class of jobs Career: sequence of jobs held by individual throughout lifetime,Copyright 2004 South-Western. All rights reserved.,35,Other Important Job Analysis Terms,Job Description: Written narrative describing activities performed on a job; includes info about equipment used and working conditions. Statement of the tasks, duties, and responsibilities (TDRs) of a job to be performed Job Specification: Identifies major job responsibilities; outlines specific ksa, and other physical and personal characteristics necessary to perform a job. Statement of the needed knowledge, skills, abilities, and other characterisitcs (KSAOs) 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.,Copyright 2004 South-Western. All rights reserved.,36,Job Analysis,Which jobs to include? Those critical to the success of an organization Jobs that are difficult to learn and perform Legal considerations may help (evidence of adverse impact) New Jobs Jobs affected by new technology, expanded jobs, or altogether new jobs Entry level jobs Who is involved in JA Sources of information used in JA,Copyright 2004 South-Western. All rights reserved.,37,Job Requirements,Relationship of Job Requirements to 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 employees rate of pay,Presentation Slide 31,Copyright 2004 South-Western. All rights reserved.,38,Job Analysis in Perspective,Copyright 2004 South-Western. All rights reserved.,39,Figure 3.1,The Process of Job Analysis,Copyright 2004 South-Western. All rights reserved.,310,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:,Presentation Slide 32,Copyright 2004 South-Western. All rights reserved.,311,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. The purpose of essential functions is to match and accommodate human capabilities to job requirements. A job function is essential if: The position exists to perform the function. A limited number of employees are available to perform the function. The function is specialized, requiring needed expertise or abilities to complete the job.,Copyright 2004 South-Western. All rights reserved.,312,Performing Job Analysis,Select jobs to study Determine information to collect: Tasks, responsibilities, skill requirements Identify sources of data: Employees, supervisors/managers Methods of data collection: Interviews, questionnaires, observation, diaries and records Evaluate and verify data collection: Other employees, supervisors/managers Write job analysis report,Presentation Slide 33,Copyright 2004 South-Western. All rights reserved.,313,Gathering Job Information,Interviews Questionnaires Observation Diaries,Copyright 2004 South-Western. All rights reserved.,314,Controlling the Accuracy of Job Information,Factors influencing the accuracy of job information Self-reporting exaggerations and omissions by employees and managers Collecting information from a representative sample of employees Capturing 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,Copyright 2004 South-Western. All rights reserved.,315,Job Analysis Methods,Task Analysis Inventory Respondents are given a list of tasks and asked to rate them (judge them on a particular dimension, e.g., frequency of use) Usually completed by incumbents but supervisors and observers may also complete them Focuses on what gets donesimple tasks statements Ratings (usually 5 or 7 pt scale) identify the degree to which the task is perceived to possess a rated characteristic 1.Frequency of task performance 2.Task importance 3.Whether task can be learned on the job relatively quickly Advantages: efficient means for collecting data from large number of incumbents in a variety of areas, allows for quantifying JA data Disadvantages: time-consuming and expensive,Copyright 2004 South-Western. All rights reserved.,316,Job Analysis Methods,Position Analysis Questionnaire (PAQ) Complex, standardized, structured items Represent general work behaviors, work conditions, or job characteristics 27 job dimensions, 187 elements with 6 divisions 195 items including general questions Used to predict aptitude requirements for job, assess compensation rates, and classify jobs Advantages: standardized way to collect quantitative job data across wide spectrum of jobs; thus comparison across jobs can be made, provides reliable and valid job data Disadvantages: requires reading level of college graduate, scores general work behaviors not specific tasks of the job; it would not provide the specific details necessary to write a job description, so other methods would also need to be employed,Copyright 2004 South-Western. All rights reserved.,317,A Sample Page from the PAQ,Figure 3.3,Source: Position Analysis Questionnaire, copyright 1969, 1989 by Purdue Research Foundation, West Lafayette, Ind. 47907. Reprinted with permission.,Copyright 2004 South-Western. All rights reserved.,318,Job Analysis and the U.S. Department of Labor,Functional Job Analysis (FJA) Quantitative approach to job analysis that utilizes a compiled inventory of the various functions or work activities that can make up any job. Assumes that each job involves three broad worker functions: (1) data, (2) people, and (3) things. Assess what worker does and how a task is performed Five parts: Goals of the organization, What workers do to achieve goals, Level and orientation of what workers do, Performance standards, and Training content Advantages: Comprehensive, quantitative procedure; method and standardized language help to ensure systematic approach to JA; provides reliable task analysis data Disadvantages: Expensive and method is labor intensive and time-consuming,Copyright 2004 South-Western. All rights reserved.,319,Job Analysis and the U.S. Department of Labor,Dictionary of Occupational Titles A systematic occupational classification structure based on interrelationships of job tasks and requirements. Contains standardized and comprehensive descriptions of twenty-thousand jobs. a standardized job data source produced by the federal government. The DOT describes a wide range of jobs, using the FJA components. Organizations can use job descriptions from the DOT and modify them to fit the particular organizational situation.,Copyright 2004 South-Western. All rights reserved.,320,O*NET and Job Analysis,Dictionary of Occupational Titles (DOT) *Net Online A online database of all DOT occupations plus an update of over 3,300 additional DOT occupations. Data are collected and published continuously. The DOL has made a major commitment to provide useable information on skills, abilities, knowledge, work activities, and interests associated with a wide range of jobs and occupations. This information is now available online through the O* Net.,Copyright 2004 South-Western. All rights reserved.,321,Difficulty Levels of Worker Functions,Figure 3.2,DATA (4TH DIGIT) PEOPLE (5TH DIGIT) THINGS (6TH DIGIT) 0 Synthesizing 0 Mentoring 0 Setting up 1 Coordinating 1 Negotiating 1 Precision working 2 Analyzing 2 Instructing 2 Operating-controlling 3 Compiling 3 Supervising 3 Driving-operating* 4 Computing 4 Diverting 4 Manipulating 5 Copying 5 Persuading 5 Tending 6 Comparing 6 Speaking-signaling* 6 Feeding-offbearing* 7 Serving 7 Handling 8 Taking instructionshelping*,*Hyphenated factors are single factors.,Source: U.S. Department of Labor, Employment and Training Administration, Revised Handbook for Analyzing Jobs (Washington, DC: U.S. Government Printing Office, 1991), 5.,Less,More,Copyright 2004 South-Western. All rights reserved.,322,HRIS and Job Analysis,Human resource information systems (HRIS) help automate the process of job analysis.,Copyright 2004 South-Western. All rights reserved.,323,Preparing the Job Description,Presentation Slide 34,Copyright 2004 South-Western. All rights reserved.,324,Key Elements of a Job Description,Job Title Indicates job duties and organizational level Job Identification Distinguishes job from all other jobs Essential Functions (Job Duties) Indicate responsibilities entailed and results to be accomplished Job Specifications Skills required to perform the job and physical demands of the job,Copyright 2004 South-Western. All rights reserved.,325,Job Descriptions,Job Title Provides status to the employee. Indicates what the duties of the job entails. Indicates the relative level occupied by its holder in the organizational hierarchy.,Copyright 2004 South-Western. All rights reserved.,326,Job Descriptions (contd),Job Identification Section Departmental location of the job Person to whom the jobholder reports Date the job description was last revised Payroll or code number Number of employees performing the job Number of employees in the department where the job is located O*NET code number. “Statement of the Job”,Copyright 2004 South-Western. All rights reserved.,327,Job Descriptions (contd),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.,Copyright 2004 South-Western. All rights reserved.,328,Job Descriptions (contd),Job Specifications Section Personal qualifications an individual must possess in order 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,Copyright 2004 South-Western. All rights reserved.,329,Problems with Job Descriptions,If poorly written, they provide little guidance to the jobholder. They are not always updated as job duties or specifications change. They may violate the law by containing specifications not related to job success. They can limit the scope of activities of the jobholder, reducing organizational flexibility.,Copyright 2004 South-Western. All rights reserved.,330,Writing Clear and Specific Job Descriptions,Create statements that: Are terse, 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.,Copyright 2004 South-Western. All rights reserved.,331,Strategic Approach to Job Analysis,Strategic JA Identify tasks, duties and responsibilities along with appropriate KSAOs needed to perform the job as it will exist in the future. Focusing on behaviors needed to be successful Changing from jobs to roles in an organization Roles include: Job Career Innovator Team member Organizational citizen,Copyright 2004 South-Western. All rights reserved.,332,Competency Approach to Job Analysis,Competencies Basic characteristics that can be linked to enhanced performance by individuals or teams. Identify core competencies needed to perform the job. As it exists today and as it may change in the future, and to contribute to the organizations effectiveness. Includes both general and specific competencies. Reasons for using the competency approach To communicate value behaviors throughout the organization. To raise the competency levels of the organization. To emphasize the capabilities of people to enhance organizational competitive advantage.,Copyright 2004 South-Western. All rights reserved.,333,Competency Analysis Methodology,Identify future performance results areas critical to the organization. Assemble panel groups familiar with the company. Interview panel members to get examples of job behaviors. Develop detailed descriptions of competencies. Rate competencies and levels need to meet them. Standards of performance are identified and tied to jobs.,Copyright 2004 South-Western. All rights reserved.,334,Job Design,Job Design An outgrowth of job analysis that improves jobs through technological and human considerations in order to enhance organization efficiency and employee job satisfaction. 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.,Copyright 2004 South-Western. All rights reserved.,335,Basis for Job Design,Figure 3.4,Copyright 2004 South-Western. All rights reserved.,336,Job Enrichment Factors,Increasing the level of difficulty and 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, thus enabling them to become experts,Copyright 2004 South-Western. All rights reserved.,337,Job Characteristics,Job Characteristics Model (Hackman and Oldham) Job design 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.,Copyright 2004 South-Western. All rights reserved.,338,Job Characteristics Model,Job Characteristics Skill variety Task identity Task significance Autonomy Feedback,Psychological States Meaningfulness of the work performed Responsibility for work outcomes Knowledge of the results of the work performed.,Job Outcomes Improved work performance Increased Internal motivation Lower absenteeism and turnover,Presentation Slide 35,Copyright 2004 South-Western. All rights reserved.,339,Employee Empowerment,Employee Empowerment Granting employees power to initiate change, thereby 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,Copyright 2004 South-Western. All rights reserved.,340,Industrial Engineering Considerations,Industrial Engineering A field of study concerned with analyzing work methods and establishing time standards Ergonomics An interdisciplinary approach to designing equipment and systems that can be easily and eff