工作分析（英文PPT 57页）.ppt

Copyright 2004South Western Allrightsreserved Copyright 2004South Western Allrightsreserved 3 2 JobAnalysisandWage HourRegulations FairLaborStandardsActRequirements MinimumwageOvertimepayfortimeworkedover40hoursinaworkweekRestrictionsontheemploymentofchildrenRecordkeepingToqualifyforanexemptionfromtheovertimeprovisionsoftheact Exemptemployeescanspendnomorethan20 oftheirtimeonmanual routine orclericalduties Exemptemployeesmustspendatleast50 oftheirtimeperformingtheirprimarydutiesasexecutive administrative orprofessionalemployees Copyright 2004South Western Allrightsreserved 3 3 TheNatureofJobAnalysis JobAnalysisTheprocessofgathering analyzing andstructuringinformationaboutthecontent context andthehumanrequirementsofjobs Thesystematicprocessofdeterminingtheskills duties andknowledgerequiredforperformingjobsinanorganization Theprocessofgathering analyzing andstructuringinformationaboutajob scomponents characteristics andjobrequirements Producingthejobdescription task duties andresponsibilities andjobspecification KSAOs Copyright 2004South Western Allrightsreserved 3 4 ImportantJobAnalysisTerms Task adistinct identifiableworkactivitycomposedofmotionsDuty alargerworksegmentcomposedofseveraltasksthatareperformedbyanindividual Responsibility anobligationtoperformcertaintasksandduties Position setoftasksanddutiesperformedbysingleindividualThedifferentdutiesandresponsibilitiesperformedbyonlyoneemployeeJob groupofpositionsthatareidenticalwithrespecttotheirmajorsignificanttasksandsufficientlyaliketobecoveredbysingleanalysisAgroupofrelatedactivitiesanddutiesJobFamily AgroupofindividualjobswithsimilarcharacteristicsOccupation generalclassofjobsCareer sequenceofjobsheldbyindividualthroughoutlifetime Copyright 2004South Western Allrightsreserved 3 5 OtherImportantJobAnalysisTerms JobDescription Writtennarrativedescribingactivitiesperformedonajob includesinfoaboutequipmentusedandworkingconditions Statementofthetasks duties andresponsibilities TDRs ofajobtobeperformedJobSpecification Identifiesmajorjobresponsibilities outlinesspecificksa andotherphysicalandpersonalcharacteristicsnecessarytoperformajob Statementoftheneededknowledge skills abilities andothercharacterisitcs KSAOs ofthepersonwhoistoperformthejobSinceGriggsvDukePowerandtheCivilRightsActof1991 jobspecificationsusedinselectionmustrelatespecificallytothedutiesofthejob Copyright 2004South Western Allrightsreserved 3 6 JobAnalysis Whichjobstoinclude ThosecriticaltothesuccessofanorganizationJobsthataredifficulttolearnandperformLegalconsiderationsmayhelp evidenceofadverseimpact NewJobsJobsaffectedbynewtechnology expandedjobs oraltogethernewjobsEntryleveljobsWhoisinvolvedinJASourcesofinformationusedinJA Copyright 2004South Western Allrightsreserved 3 7 JobRequirements RelationshipofJobRequirementstoOtherHRMFunctions Recruitment Selection PerformanceAppraisal TrainingandDevelopment CompensationManagement Determinerecruitmentqualifications Providejobdutiesandjobspecificationsforselectionprocess Provideperformancecriteriaforevaluatingemployees Determinetrainingneedsanddevelopinstructionalprograms Providebasisfordeterminingemployee srateofpay PresentationSlide3 1 Copyright 2004South Western Allrightsreserved 3 8 JobAnalysisinPerspective Copyright 2004South Western Allrightsreserved 3 9 Figure3 1 TheProcessofJobAnalysis Copyright 2004South Western Allrightsreserved 3 10 DeterminingJobRequirements WhatemployeedoesWhyemployeedoesitHowemployeedoesit Determiningjobrequirements SummarystatementofthejobListofessentialfunctionsofthejob EmployeeorientationEmployeeinstructionDisciplinaryaction Personalqualificationsrequiredintermsofskills educationandexperience RecruitmentSelectionDevelopment Natureof JobAnalysis JobDescription JobSpecification Basisfor PresentationSlide3 2 Copyright 2004South Western Allrightsreserved 3 11 JobAnalysisandEssentialJobFunctions EssentialFunctionsStatementsinthejobdescriptionofjobdutiesandresponsibilitiesthatarecriticalforsuccessonthejob Thepurposeofessentialfunctionsistomatchandaccommodatehumancapabilitiestojobrequirements Ajobfunctionisessentialif Thepositionexiststoperformthefunction Alimitednumberofemployeesareavailabletoperformthefunction Thefunctionisspecialized requiringneededexpertiseorabilitiestocompletethejob Copyright 2004South Western Allrightsreserved 3 12 PerformingJobAnalysis SelectjobstostudyDetermineinformationtocollect Tasks responsibilities skillrequirementsIdentifysourcesofdata Employees supervisors managersMethodsofdatacollection Interviews questionnaires observation diariesandrecordsEvaluateandverifydatacollection Otheremployees supervisors managersWritejobanalysisreport PresentationSlide3 3 Copyright 2004South Western Allrightsreserved 3 13 GatheringJobInformation InterviewsQuestionnairesObservationDiaries Copyright 2004South Western Allrightsreserved 3 14 ControllingtheAccuracyofJobInformation FactorsinfluencingtheaccuracyofjobinformationSelf reportingexaggerationsandomissionsbyemployeesandmanagersCollectinginformationfromarepresentativesampleofemployeesCapturingallimportantjobinformationLengthofjobcycleexceedingobservationperiodLackofaccesstojobsiteforpersonalobservationLackoffamiliaritywiththetasks duties andresponsibilitiesofajobOngoingchangesinthejob Copyright 2004South Western Allrightsreserved 3 15 JobAnalysisMethods TaskAnalysisInventoryRespondentsaregivenalistoftasksandaskedtoratethem judgethemonaparticulardimension e g frequencyofuse UsuallycompletedbyincumbentsbutsupervisorsandobserversmayalsocompletethemFocusesonwhatgetsdone simpletasksstatementsRatings usually5or7ptscale identifythedegreetowhichthetaskisperceivedtopossessaratedcharacteristic1 Frequencyoftaskperformance2 Taskimportance3 WhethertaskcanbelearnedonthejobrelativelyquicklyAdvantages efficientmeansforcollectingdatafromlargenumberofincumbentsinavarietyofareas allowsforquantifyingJAdataDisadvantages time consumingandexpensive Copyright 2004South Western Allrightsreserved 3 16 JobAnalysisMethods PositionAnalysisQuestionnaire PAQ Complex standardized structureditemsRepresentgeneralworkbehaviors workconditions orjobcharacteristics27jobdimensions 187elementswith6divisions195itemsincludinggeneralquestionsUsedtopredictaptituderequirementsforjob assesscompensationrates andclassifyjobsAdvantages standardizedwaytocollectquantitativejobdataacrosswidespectrumofjobs thuscomparisonacrossjobscanbemade providesreliableandvalidjobdataDisadvantages requiresreadinglevelofcollegegraduate scoresgeneralworkbehaviorsnotspecifictasksofthejob itwouldnotprovidethespecificdetailsnecessarytowriteajobdescription soothermethodswouldalsoneedtobeemployed Copyright 2004South Western Allrightsreserved 3 17 ASamplePagefromthePAQ Figure3 3 Source PositionAnalysisQuestionnaire copyright1969 1989byPurdueResearchFoundation WestLafayette Ind 47907 Reprintedwithpermission Copyright 2004South Western Allrightsreserved 3 18 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 Copyright 2004South Western Allrightsreserved 3 19 JobAnalysisandtheU S DepartmentofLabor DictionaryofOccupationalTitlesAsystematicoccupationalclassificationstructurebasedoninterrelationshipsofjobtasksandrequirements Containsstandardizedandcomprehensivedescriptionsoftwenty thousandjobs astandardizedjobdatasourceproducedbythefederalgovernment TheDOTdescribesawiderangeofjobs usingtheFJAcomponents OrganizationscanusejobdescriptionsfromtheDOTandmodifythemtofittheparticularorganizationalsituation Copyright 2004South Western Allrightsreserved 3 20 O NETandJobAnalysis DictionaryofOccupationalTitles DOT NetOnlineAonlinedatabaseofallDOToccupationsplusanupdateofover3 300additionalDOToccupations Dataarecollectedandpublishedcontinuously TheDOLhasmadeamajorcommitmenttoprovideuseableinformationonskills abilities knowledge workactivities andinterestsassociatedwithawiderangeofjobsandoccupations ThisinformationisnowavailableonlinethroughtheO Net Copyright 2004South Western Allrightsreserved 3 21 DifficultyLevelsofWorkerFunctions Figure3 2 DATA 4THDIGIT PEOPLE 5THDIGIT THINGS 6THDIGIT 0Synthesizing0Mentoring0Settingup1Coordinating1Negotiating1Precisionworking2Analyzing2Instructing2Operating controlling3Compiling3Supervising3Driving operating 4Computing4Diverting4Manipulating5Copying5Persuading5Tending6Comparing6Speaking signaling 6Feeding offbearing 7Serving7Handling8Takinginstructions helping Hyphenatedfactorsaresinglefactors Source U S DepartmentofLabor EmploymentandTrainingAdministration RevisedHandbookforAnalyzingJobs Washington DC U S GovernmentPrintingOffice 1991 5 Less More Copyright 2004South Western Allrightsreserved 3 22 HRISandJobAnalysis Humanresourceinformationsystems HRIS helpautomatetheprocessofjobanalysis Copyright 2004South Western Allrightsreserved 3 23 PreparingtheJobDescription PresentationSlide3 4 Copyright 2004South Western Allrightsreserved 3 24 KeyElementsofaJobDescription JobTitleIndicatesjobdutiesandorganizationallevelJobIdentificationDistinguishesjobfromallotherjobsEssentialFunctions JobDuties IndicateresponsibilitiesentailedandresultstobeaccomplishedJobSpecificationsSkillsrequiredtoperformthejobandphysicaldemandsofthejob Copyright 2004South Western Allrightsreserved 3 25 JobDescriptions JobTitleProvidesstatustotheemployee Indicateswhatthedutiesofthejobentails Indicatestherelativeleveloccupiedbyitsholderintheorganizationalhierarchy Copyright 2004South Western Allrightsreserved 3 26 JobDescriptions cont d JobIdentificationSectionDepartmentallocationofthejobPersontowhomthejobholderreportsDatethejobdescriptionwaslastrevisedPayrollorcodenumberNumberofemployeesperformingthejobNumberofemployeesinthedepartmentwherethejobislocatedO NETcodenumber StatementoftheJob Copyright 2004South Western Allrightsreserved 3 27 JobDescriptions cont d JobDuties orEssentialFunctions SectionStatementsofjobdutiesthat Arearrangedinorderofimportancethatindicatetheweight orvalue ofeachduty weightofadutyisgaugedbythepercentageoftimedevotedtoit Stresstheresponsibilitiesthatdutiesentailandtheresultstobeaccomplished Indicatethetoolsandequipmentusedbytheemployeeinperformingthejob Shouldcomplywithlawbylistingonlytheessentialfunctionsofthejobtobeperformed Copyright 2004South Western Allrightsreserved 3 28 JobDescriptions cont d JobSpecificationsSectionPersonalqualificationsanindividualmustpossessinordertoperformthedutiesandresponsibilitiesTheskillsrequiredtoperformthejob Educationorexperience specializedtraining personaltraitsorabilities interpersonalskillsorspecificbehavioralattributes andmanualdexterities Thephysicaldemandsofthejob Walking standing reaching lifting talking andtheconditionandhazardsofthephysicalworkenvironment Copyright 2004South Western Allrightsreserved 3 29 ProblemswithJobDescriptions Ifpoorlywritten theyprovidelittleguidancetothejobholder Theyarenotalwaysupdatedasjobdutiesorspecificationschange Theymayviolatethelawbycontainingspecificationsnotrelatedtojobsuccess Theycanlimitthescopeofactivitiesofthejobholder reducingorganizationalflexibility Copyright 2004South Western Allrightsreserved 3 30 WritingClearandSpecificJobDescriptions Createstatementsthat Areterse direct andsimplyworded eliminateunnecessarywordsorphrases Describedutieswithapresent tenseverb theimpliedsubjectbeingtheemployeeperformingthejob Use occasionally todescribedutiesperformedonceinawhileand may fordutiesperformedonlybysomeworkersonthejob Statethespecificperformancerequirementsofajobbasedonvalidjob relatedcriteria Copyright 2004South Western Allrightsreserved 3 31 StrategicApproachtoJobAnalysis StrategicJAIdentifytasks dutiesandresponsibilitiesalongwithappropriateKSAOsneededtoperformthejobasitwillexistinthefuture FocusingonbehaviorsneededtobesuccessfulChangingfromjobstorolesinanorganizationRolesinclude JobCareerInnovatorTeammemberOrganizationalcitizen Copyright 2004South Western Allrightsreserved 3 32 CompetencyApproachtoJobAnalysis CompetenciesBasiccharacteristicsthatcanbelinkedtoenhancedperformancebyindividualsorteams Identifycorecompetenciesneededtoperformthejob Asitexiststodayandasitmaychangeinthefuture andtocontributetotheorganization seffectiveness Includesbothgeneralandspecificcompetencies ReasonsforusingthecompetencyapproachTocommunicatevaluebehaviorsthroughouttheorganization Toraisethecompetencylevelsoftheorganization Toemphasizethecapabilitiesofpeopletoenhanceorganizationalcompetitiveadvantage Copyright 2004South Western Allrightsreserved 3 33 CompetencyAnalysisMethodology Identifyfutureperformanceresultsareascriticaltotheorganization Assemblepanelgroupsfamiliarwiththecompany Interviewpanelmemberstogetexamplesofjobbehaviors Developdetaileddescriptionsofcompetencies Ratecompetenciesandlevelsneedtomeetthem Standardsofperformanceareidentifiedandtiedtojobs Copyright 2004South Western Allrightsreserved 3 34 JobDesign JobDesignAnoutgrowthofjobanalysisthatimprovesjobsthroughtechnologicalandhumanconsiderationsinordertoenhanceorganizationefficiencyandemployeejobsatisfaction JobEnrichment Herzberg Enhancingajobbyaddingmoremeaningfultasksandduties verticalexpansion tomaketheworkmorerewardingorsatisfying Providingopportunitiesforachievement recognition growth responsibility andperformance Copyright 2004South Western Allrightsreserved 3 35 BasisforJobDesign Figure3 4 Copyright 2004South Western Allrightsreserved 3 36 JobEnrichmentFactors IncreasingthelevelofdifficultyandresponsibilityofthejobAllowingemployeestoretainmoreauthorityandcontroloverworkoutcomesProvidingunitorindividualjobperformancereportsdirectlytoemployeesAddingnewtaskstothejobthatrequiretrainingandgrowthAssigningindividualsspecifictasks thusenablingthemtobecomeexperts Copyright 2004South Western Allrightsreserved 3 37 JobCharacteristics JobCharacteristicsModel HackmanandOldham Jobdesignthatpurportsthatthreepsychologicalstates experiencingmeaningfulnessoftheworkperformed responsibilityforworkoutcomes andknowledgeoftheresultsoftheworkperformed ofajobholderresultinimprovedworkperformance internalmotivation andlowerabsenteeismandturnover Copyright 2004South Western Allrightsreserved 3 38 JobCharacteristicsModel JobCharacteristicsSkillvarietyTaskidentityTasksignificanceAutonomyFeedback PsychologicalStatesMeaningfulnessoftheworkperformedResponsibilityforworkoutcomesKnowledgeoftheresultsoftheworkperformed JobOutcomesImprovedworkperformanceIncreasedInternalmotivationLowerabsenteeismandturnover PresentationSlide3 5 Copyright 2004South Western Allrightsreserved 3 39 EmployeeEmpowerment EmployeeEmpowermentGrantingemployeespowertoinitiatechange therebyencouragingthemtotakechargeofwhattheydoOrganizationalconditionsfavoringempowerment ParticipationandautonomyInnovationandacceptanceofrisk takingAccesstoinformationAccountabilityforresultsCulturalopennesstochange Copyright 2004South Western Allrightsreserved 3 40 IndustrialEngineeringConsiderations IndustrialEngineeringAfieldofstudyconcernedwithanalyzingworkmethodsandestablishingtimestandardsErgonomicsAninterdisciplinaryapproachtodesigningequipmentandsystemsthatcanbeeasilyandefficientlyusedbyhumanbeings Copyright 2004South Western Allrightsreserved 3 41 DesigningWorkforGroup TeamContributions EmployeeInvolvementGroups EIs GroupsofemployeeswhomeettoresolveproblemsoroffersuggestionsfororganizationalimprovementAlsoknownas QualityCircles SuccesswithEIsrequires ComprehensivetrainingforgroupmembersRecognitionofthegroup scontributionsContinuinginputandencouragementbymanagementUseofaparticipative democraticleadershipstyle Copyright 2004South Western Allrightsreserved 3 42 TheDynamicsofEmployeeInvolvementGroups Figure3 6 Source AdaptedfrommaterialspreparedbyTheFamilyandRelationshipCenter 7946IvanhoeAvenue LaJolla CA92037 Copyright 2004South Western Allrightsreserved 3 43 CreatingEffectiveEmployeeInvolvementGroups AppointanEIprojectmanager Appointanadvisorygroup includingmanagers inordertocoordinatetheprocessacrossdepartments RecognizeemployeesandEIgroupsthatgenerateideas regardlessofwhethertheideawillbeimplemented ProvidetrainingtoEImembers PresentationSlide3 6 Copyright 2004South Western Allrightsreserved 3 44 CreatingEffectiveEmployeeInvolvementGroups cont d Givegroupsarecessorbreakfromtheprocessinordertorefreshmembers ProvidefieldtripstoEImemberssothattheycanbetterunderstandtheentireorganizationalfunction TrynaturalworkgroupsaswellasthemoretraditionalheterogeneousEIcomposedfromseveralworkgroups DonotexpectfundamentalchangesintheorganizationalculturetoresultfromEIs PresentationSlide3 7 Copyright 2004South Western Allrightsreserved 3 45 EmployeeTeams EmployeeTeamsAnemployeecontributionstechniquewhereby WorkfunctionsarestructuredforgroupsratherthanforindividualsTeammembersaregivendiscretioninmatterstraditionallyconsideredmanagementprerogatives suchasprocessimprovements productorservicedevelopment andindividualworkassignments Copyright 2004South Western Allrightsreserved 3 46 BenefitsofEmployeeTeams IncreasedintegrationofindividualskillsBetterperformance qualityandquantity solutionstouniqueandcomplexproblemsReduceddeliverytimeReducedturnoverandabsenteeismAccomplishmentsamongteammembers Copyright 2004South Western Allrightsreserved 3 47 HowToDevelopTeamSynergy SYNERGY PresentationSlide3 8 Copyright 2004South Western Allrightsreserved 3 48 TeamworkandSynergy SynergyOccurswhentheinteractionandoutcomeofteammembersisgreaterthanthesumoftheirindividualefforts Synergisticteammemberbehaviorcharacteristics IssupportingandinclusiveListensandclarifiesDisagreesbutremainsnonjudgmentalEngagesinconsensusbuildingIsacceptingofothersIsfocusedonqualityandcontinu