岗位分析_工作分析的成果

Copyright2004South-Western.Allrightsreserved.*,JobAnalysisandWage/HourRegulations,FairLaborStandardsActRequirements:MinimumwageOvertimepayfortimeworkedover40hoursinaworkweekRestrictionsontheemploymentofchildrenRecordkeepingToqualifyforanexemptionfromtheovertimeprovisionsoftheact:Exemptemployeescanspendnomorethan20%oftheirtimeonmanual,routine,orclericalduties.Exemptemployeesmustspendatleast50%oftheirtimeperformingtheirprimarydutiesasexecutive,administrative,orprofessionalemployees.,2,Copyright2004South-Western.Allrightsreserved.*,TheNatureofJobAnalysis,JobAnalysisTheprocessofgathering,analyzing,andstructuringinformationaboutthecontent,context,andthehumanrequirementsofjobs.Thesystematicprocessofdeterminingtheskills,duties,andknowledgerequiredforperformingjobsinanorganization.Theprocessofgathering,analyzing,andstructuringinformationaboutajobscomponents,characteristics,andjobrequirements.Producingthejobdescription(task,duties,andresponsibilities)andjobspecification(KSAOs),3,Copyright2004South-Western.Allrightsreserved.*,ImportantJobAnalysisTerms,Task:adistinct,identifiableworkactivitycomposedofmotionsDuty:alargerworksegmentcomposedofseveraltasksthatareperformedbyanindividual.Responsibility:anobligationtoperformcertaintasksandduties.Position:setoftasksanddutiesperformedbysingleindividualThedifferentdutiesandresponsibilitiesperformedbyonlyoneemployeeJob:groupofpositionsthatareidenticalwithrespecttotheirmajorsignificanttasksandsufficientlyaliketobecoveredbysingleanalysisAgroupofrelatedactivitiesanddutiesJobFamily:AgroupofindividualjobswithsimilarcharacteristicsOccupation:generalclassofjobsCareer:sequenceofjobsheldbyindividualthroughoutlifetime,4,Copyright2004South-Western.Allrightsreserved.*,OtherImportantJobAnalysisTerms,JobDescription:Writtennarrativedescribingactivitiesperformedonajob;includesinfoaboutequipmentusedandworkingconditions.Statementofthetasks,duties,andresponsibilities(TDRs)ofajobtobeperformedJobSpecification:Identifiesmajorjobresponsibilities;outlinesspecificksa,andotherphysicalandpersonalcharacteristicsnecessarytoperformajob.Statementoftheneededknowledge,skills,abilities,andothercharacterisitcs(KSAOs)ofthepersonwhoistoperformthejobSinceGriggsvDukePowerandtheCivilRightsActof1991,jobspecificationsusedinselectionmustrelatespecificallytothedutiesofthejob.,5,Copyright2004South-Western.Allrightsreserved.*,JobAnalysis,Whichjobstoinclude?ThosecriticaltothesuccessofanorganizationJobsthataredifficulttolearnandperformLegalconsiderationsmayhelp(evidenceofadverseimpact)NewJobsJobsaffectedbynewtechnology,expandedjobs,oraltogethernewjobsEntryleveljobsWhoisinvolvedinJASourcesofinformationusedinJA,6,Copyright2004South-Western.Allrightsreserved.*,Copyright2004South-Western.Allrightsreserved.*,37,JobRequirements,RelationshipofJobRequirementstoOtherHRMFunctions,Recruitment,Selection,PerformanceAppraisal,TrainingandDevelopment,CompensationManagement,Determinerecruitmentqualifications,Providejobdutiesandjobspecificationsforselectionprocess,Provideperformancecriteriaforevaluatingemployees,Determinetrainingneedsanddevelopinstructionalprograms,Providebasisfordeterminingemployeesrateofpay,PresentationSlide31,Copyright2004South-Western.Allrightsreserved.*,38,JobAnalysisinPerspective,Copyright2004South-Western.Allrightsreserved.*,39,Figure3.1,TheProcessofJobAnalysis,Copyright2004South-Western.Allrightsreserved.*,310,DeterminingJobRequirements,WhatemployeedoesWhyemployeedoesitHowemployeedoesit,Determiningjobrequirements,SummarystatementofthejobListofessentialfunctionsofthejob,EmployeeorientationEmployeeinstructionDisciplinaryaction,Personalqualificationsrequiredintermsofskills,educationandexperience,RecruitmentSelectionDevelopment,Natureof:,JobAnalysis,JobDescription,JobSpecification,Basisfor:,PresentationSlide32,JobAnalysisandEssentialJobFunctions,EssentialFunctionsStatementsinthejobdescriptionofjobdutiesandresponsibilitiesthatarecriticalforsuccessonthejob.Thepurposeofessentialfunctionsistomatchandaccommodatehumancapabilitiestojobrequirements.Ajobfunctionisessentialif:Thepositionexiststoperformthefunction.Alimitednumberofemployeesareavailabletoperformthefunction.Thefunctionisspecialized,requiringneededexpertiseorabilitiestocompletethejob.,11,Copyright2004South-Western.Allrightsreserved.*,PerformingJobAnalysis,SelectjobstostudyDetermineinformationtocollect:Tasks,responsibilities,skillrequirementsIdentifysourcesofdata:Employees,supervisors/managersMethodsofdatacollection:Interviews,questionnaires,observation,diariesandrecordsEvaluateandverifydatacollection:Otheremployees,supervisors/managersWritejobanalysisreport,PresentationSlide33,12,Copyright2004South-Western.Allrightsreserved.*,GatheringJobInformation,InterviewsQuestionnairesObservationDiaries,13,Copyright2004South-Western.Allrightsreserved.*,ControllingtheAccuracyofJobInformation,FactorsinfluencingtheaccuracyofjobinformationSelf-reportingexaggerationsandomissionsbyemployeesandmanagersCollectinginformationfromarepresentativesampleofemployeesCapturingallimportantjobinformationLengthofjobcycleexceedingobservationperiodLackofaccesstojobsiteforpersonalobservationLackoffamiliaritywiththetasks,duties,andresponsibilitiesofajobOngoingchangesinthejob,14,Copyright2004South-Western.Allrightsreserved.*,JobAnalysisMethods,TaskAnalysisInventoryRespondentsaregivenalistoftasksandaskedtoratethem(judgethemonaparticulardimension,e.g.,frequencyofuse)UsuallycompletedbyincumbentsbutsupervisorsandobserversmayalsocompletethemFocusesonwhatgetsdonesimpletasksstatementsRatings(usually5or7ptscale)identifythedegreetowhichthetaskisperceivedtopossessaratedcharacteristic1.Frequencyoftaskperformance2.Taskimportance3.WhethertaskcanbelearnedonthejobrelativelyquicklyAdvantages:efficientmeansforcollectingdatafromlargenumberofincumbentsinavarietyofareas,allowsforquantifyingJAdataDisadvantages:time-consumingandexpensive,15,Copyright2004South-Western.Allrightsreserved.*,JobAnalysisMethods,PositionAnalysisQuestionnaire(PAQ)Complex,standardized,structureditemsRepresentgeneralworkbehaviors,workconditions,orjobcharacteristics27jobdimensions,187elementswith6divisions195itemsincludinggeneralquestionsUsedtopredictaptituderequirementsforjob,assesscompensationrates,andclassifyjobsAdvantages:standardizedwaytocollectquantitativejobdataacrosswidespectrumofjobs;thuscomparisonacrossjobscanbemade,providesreliableandvalidjobdataDisadvantages:requiresreadinglevelofcollegegraduate,scoresgeneralworkbehaviorsnotspecifictasksofthejob;itwouldnotprovidethespecificdetailsnecessarytowriteajobdescription,soothermethodswouldalsoneedtobeemployed,16,Copyright2004South-Western.Allrightsreserved.*,Copyright2004South-Western.Allrightsreserved.*,317,ASamplePagefromthePAQ,Figure3.3,Source:PositionAnalysisQuestionnaire,copyright1969,1989byPurdueResearchFoundation,WestLafayette,Ind.47907.Reprintedwithpermission.,JobAnalysisandtheU.S.DepartmentofLabor,FunctionalJobAnalysis(FJA)Quantitativeapproachtojobanalysisthatutilizesacompiledinventoryofthevariousfunctionsorworkactivitiesthatcanmakeupanyjob.Assumesthateachjobinvolvesthreebroadworkerfunctions:(1)data,(2)people,and(3)things.AssesswhatworkerdoesandhowataskisperformedFiveparts:Goalsoftheorganization,Whatworkersdotoachievegoals,Levelandorientationofwhatworkersdo,Performancestandards,andTrainingcontentAdvantages:Comprehensive,quantitativeprocedure;methodandstandardizedlanguagehelptoensuresystematicapproachtoJA;providesreliabletaskanalysisdataDisadvantages:Expensiveandmethodislaborintensiveandtime-consuming,18,Copyright2004South-Western.Allrightsreserved.*,JobAnalysisandtheU.S.DepartmentofLabor,DictionaryofOccupationalTitlesAsystematicoccupationalclassificationstructurebasedoninterrelationshipsofjobtasksandrequirements.Containsstandardizedandcomprehensivedescriptionsoftwenty-thousandjobs.astandardizedjobdatasourceproducedbythefederalgovernment.TheDOTdescribesawiderangeofjobs,usingtheFJAcomponents.OrganizationscanusejobdescriptionsfromtheDOTandmodifythemtofittheparticularorganizationalsituation.,19,Copyright2004South-Western.Allrightsreserved.*,O*NETandJobAnalysis,DictionaryofOccupationalTitles(DOT)*NetOnlineAonlinedatabaseofallDOToccupationsplusanupdateofover3,300additionalDOToccupations.Dataarecollectedandpublishedcontinuously.TheDOLhasmadeamajorcommitmenttoprovideuseableinformationonskills,abilities,knowledge,workactivities,andinterestsassociatedwithawiderangeofjobsandoccupations.ThisinformationisnowavailableonlinethroughtheO*Net.,20,Copyright2004South-Western.Allrightsreserved.*,Copyright2004South-Western.Allrightsreserved.*,321,DifficultyLevelsofWorkerFunctions,Figure3.2,DATA(4THDIGIT)PEOPLE(5THDIGIT)THINGS(6THDIGIT)0Synthesizing0Mentoring0Settingup1Coordinating1Negotiating1Precisionworking2Analyzing2Instructing2Operating-controlling3Compiling3Supervising3Driving-operating*4Computing4Diverting4Manipulating5Copying5Persuading5Tending6Comparing6Speaking-signaling*6Feeding-offbearing*7Serving7Handling8Takinginstructionshelping*,*Hyphenatedfactorsaresinglefactors.,Source:U.S.DepartmentofLabor,EmploymentandTrainingAdministration,RevisedHandbookforAnalyzingJobs(Washington,DC:U.S.GovernmentPrintingOffice,1991),5.,Less,More,HRISandJobAnalysis,Humanresourceinformationsystems(HRIS)helpautomatetheprocessofjobanalysis.,22,Copyright2004South-Western.Allrightsreserved.*,Copyright2004South-Western.Allrightsreserved.*,323,PreparingtheJobDescription,PresentationSlide34,KeyElementsofaJobDescription,JobTitleIndicatesjobdutiesandorganizationallevelJobIdentificationDistinguishesjobfromallotherjobsEssentialFunctions(JobDuties)IndicateresponsibilitiesentailedandresultstobeaccomplishedJobSpecificationsSkillsrequiredtoperformthejobandphysicaldemandsofthejob,24,Copyright2004South-Western.Allrightsreserved.*,JobDescriptions,JobTitleProvidesstatustotheemployee.Indicateswhatthedutiesofthejobentails.Indicatestherelativeleveloccupiedbyitsholderintheorganizationalhierarchy.,25,Copyright2004South-Western.Allrightsreserved.*,JobDescriptions(contd),JobIdentificationSectionDepartmentallocationofthejobPersontowhomthejobholderreportsDatethejobdescriptionwaslastrevisedPayrollorcodenumberNumberofemployeesperformingthejobNumberofemployeesinthedepartmentwherethejobislocatedO*NETcodenumber.“StatementoftheJob”,26,Copyright2004South-Western.Allrightsreserved.*,JobDescriptions(contd),JobDuties,orEssentialFunctions,SectionStatementsofjobdutiesthat:Arearrangedinorderofimportancethatindicatetheweight,orvalue,ofeachduty;weightofadutyisgaugedbythepercentageoftimedevotedtoit.Stresstheresponsibilitiesthatdutiesentailandtheresultstobeaccomplished.Indicatethetoolsandequipmentusedbytheemployeeinperformingthejob.Shouldcomplywithlawbylistingonlytheessentialfunctionsofthejobtobeperformed.,27,Copyright2004South-Western.Allrightsreserved.*,JobDescriptions(contd),JobSpecificationsSectionPersonalqualificationsanindividualmustpossessinordertoperformthedutiesandresponsibilitiesTheskillsrequiredtoperformthejob:Educationorexperience,specializedtraining,personaltraitsorabilities,interpersonalskillsorspecificbehavioralattributes,andmanualdexterities.Thephysicaldemandsofthejob:Walking,standing,reaching,lifting,talking,andtheconditionandhazardsofthephysicalworkenvironment,28,Copyright2004South-Western.Allrightsreserved.*,ProblemswithJobDescriptions,Ifpoorlywritten,theyprovidelittleguidancetothejobholder.Theyarenotalwaysupdatedasjobdutiesorspecificationschange.Theymayviolatethelawbycontainingspecificationsnotrelatedtojobsuccess.Theycanlimitthescopeofactivitiesofthejobholder,reducingorganizationalflexibility.,29,Copyright2004South-Western.Allrightsreserved.*,WritingClearandSpecificJobDescriptions,Createstatementsthat:Areterse,direct,andsimplyworded;eliminateunnecessarywordsorphrases.Describedutieswithapresent-tenseverb,theimpliedsubjectbeingtheemployeeperformingthejob.Use“occasionally”todescribedutiesperformedonceinawhileand“may”fordutiesperformedonlybysomeworkersonthejob.Statethespecificperformancerequirementsofajobbasedonvalidjob-relatedcriteria.,30,Copyright2004South-Western.Allrightsreserved.*,StrategicApproachtoJobAnalysis,StrategicJAIdentifytasks,dutiesandresponsibilitiesalongwithappropriateKSAOsneededtoperformthejobasitwillexistinthefuture.FocusingonbehaviorsneededtobesuccessfulChangingfromjobstorolesinanorganizationRolesinclude:JobCareerInnovatorTeammemberOrganizationalcitizen,31,Copyright2004South-Western.Allrightsreserved.*,CompetencyApproachtoJobAnalysis,CompetenciesBasiccharacteristicsthatcanbelinkedtoenhancedperformancebyindividualsorteams.Identifycorecompetenciesneededtoperformthejob.Asitexiststodayandasitmaychangeinthefuture,andtocontributetotheorganizationseffectiveness.Includesbothgeneralandspecificcompetencies.ReasonsforusingthecompetencyapproachTocommunicatevaluebehaviorsthroughouttheorganization.Toraisethecompetencylevelsoftheorganization.Toemphasizethecapabilitiesofpeopletoenhanceorganizationalcompetitiveadvantage.,32,Copyright2004South-Western.Allrightsreserved.*,CompetencyAnalysisMethodology,Identifyfutureperformanceresultsareascriticaltotheorganization.Assemblepanelgroupsfamiliarwiththecompany.Interviewpanelmemberstogetexamplesofjobbehaviors.Developdetaileddescriptionsofcompetencies.Ratecompetenciesandlevelsneedtomeetthem.Standardsofperformanceareidentifiedandtiedtojobs.,33,Copyright2004South-Western.Allrightsreserved.*,JobDesign,JobDesignAnoutgrowthofjobanalysisthatimprovesjobsthroughtechnologicalandhumanconsiderationsinordertoenhanceorganizationefficiencyandemployeejobsatisfaction.JobEnrichment(Herzberg)Enhancingajobbyaddingmoremeaningfultasksandduties(verticalexpansion)tomaketheworkmorerewardingorsatisfying.Providingopportunitiesforachievement,recognition,growth,responsibility,andperformance.,34,Copyright2004South-Western.Allrightsreserved.*,Copyright2004South-Western.Allrightsreserved.*,335,BasisforJobDesign,Figure3.4,JobEnrichmentFactors,IncreasingthelevelofdifficultyandresponsibilityofthejobAllowingemployeestoretainmoreauthorityandcontroloverworkoutcomesProvidingunitorindividualjobperformancereportsdirectlytoemployeesAddingnewtaskstothejobthatrequiretrainingandgrowthAssigningindividualsspecifictasks,thusenablingthemtobecomeexperts,36,Copyright2004South-Western.Allrightsreserved.*,JobCharacteristics,JobCharacteristicsModel(HackmanandOldham)Jobdesignthatpurportsthatthreepsychologicalstates(experiencingmeaningfulnessoftheworkperformed,responsibilityforworkoutcomes,andknowledgeoftheresultsoftheworkperformed)ofajobholderresultinimprovedworkperformance,internalmotivation,andlowerabsenteeismandturnover.,37,Copyright2004South-Western.Allrightsreserved.*,Copyright2004South-Western.Allrightsreserved.*,338,JobCharacteristicsModel,JobCharacteristicsSkillvarietyTaskidentityTasksignificanceAutonomyFeedback,PsychologicalStatesMeaningfulnessoftheworkperformedResponsibilityforworkoutcomesKnowledgeoftheresultsoftheworkperformed.,JobOutcomesImprovedworkperformanceIncreasedInternalmotivationLowerabsenteeismandturnover,PresentationSlide35,EmployeeEmpowerment,EmployeeEmpowermentGrantingemployeespowertoinitiatechange,therebyencouragingthemtotakechargeofwhattheydoOrganizationalconditionsfavoringempowerment:ParticipationandautonomyInnovationandacceptanceofrisk-takingAccesstoinformationAccountabilityforresultsCulturalopennesstochange,39,Copyright2004South-Western.Allrightsreserved.*,IndustrialEngineeringConsiderations,IndustrialEngineeringAfieldofstudyconcernedwithanalyzingworkmethodsandestablishingtimestandardsErgonomicsAninterdisciplinaryapproachtodesigningequipmentandsystemsthatcanbeeasilyandefficientlyusedbyhumanbeings,40,Copyright2004South-Western.Allrightsreserved.*,DesigningWorkforGroup/TeamContributions,EmployeeInvolvementGroups(EIs)GroupsofemployeeswhomeettoresolveproblemsoroffersuggestionsfororganizationalimprovementAlsoknownas“QualityCircles”SuccesswithEIsrequires:ComprehensivetrainingforgroupmembersRecognitionofthegroupscontributionsContinuinginputandencouragementbymanagementUseofaparticipative/democraticleadershipstyle,41,Copyright2004South-Western.Allrightsreserved.*,Copyright2004South-Western.Allrightsreserved.*,342,TheDynamicsofEmployeeInvolvementGroups,Figure3.6,Source:AdaptedfrommaterialspreparedbyTheFamilyandRelationshipCenter,7946IvanhoeAvenue,LaJolla,CA92037.,CreatingEffectiveEmployeeInvolvementGroups,AppointanEIprojectmanager.Appointanadvisorygroup(includingmanagers)inordertocoordinatetheprocessacrossdepartments.RecognizeemployeesandEIgroupsthatgenerateideas,regardlessofwhethertheideawillbeimplemented.ProvidetrainingtoEImembers.,PresentationSlide36,43,Copyright2004South-Western.Allrightsreserved.*,CreatingEffectiveEmployeeInvolvementGroups(contd),Givegroupsarecessorbreakfromtheprocessinordertorefreshmembers.ProvidefieldtripstoEImemberssothattheycanbetterunderstandtheentireorganizationalfunction.TrynaturalworkgroupsaswellasthemoretraditionalheterogeneousEIcomposedfromseveralworkgroups.DonotexpectfundamentalchangesintheorganizationalculturetoresultfromEIs.,PresentationSlide37,44,Copyright2004South-Western.Allrightsreserved.*,EmployeeTeams,EmployeeTeamsAnemployeecontributionstechniquewhereby:WorkfunctionsarestructuredforgroupsratherthanforindividualsTeammembersaregivendiscretioninmatterstraditionallyconsideredmanagementprerogatives,suchasprocessimprovements,productorservicedevelopment,andindividualworkassignments.,45,Copyright2004South-Western.Allrightsreserved.*,BenefitsofEmployeeTeams,IncreasedintegrationofindividualskillsBetterperformance(qualityandquantity)solutionstouniqueandcomplexproblemsReduceddeliverytimeReducedturnoverandabsenteeismAccomplishmentsamongteammembers,46,Copyright2004South-Western.Allrightsreserved.*,Copyright2004South-Western.Allrightsreserved.*,347,HowToDevelopTeamSynergy,SYNERGY,PresentationSlide38,TeamworkandSynergy,SynergyOccurswhentheinteractionandoutcomeofteammembersisgreaterthanthesumoftheirindividualefforts.Synergisticteammemberbehaviorcharacteristics:IssupportingandinclusiveListensandclarifiesDisagreesbutremainsnonjudgmentalEngagesinconsensusbuildingIsacceptingofothersIsfo