工作计划_工作分析2

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