工作分析(英文PPT 57页).ppt

1、Copyright2004South-Western.Allrightsreserved.,Copyright2004South-Western.Allrightsreserved.,32,JobAnalysisandWage/HourRegulations,FairLaborStandardsActRequirements:MinimumwageOvertimepayfortimeworkedover40hoursinaworkweekRestrictionsontheemploymentofchildrenRecordkeepingToqualifyforanexemptionfromth

2、eovertimeprovisionsoftheact:Exemptemployeescanspendnomorethan20%oftheirtimeonmanual,routine,orclericalduties.Exemptemployeesmustspendatleast50%oftheirtimeperformingtheirprimarydutiesasexecutive,administrative,orprofessionalemployees.,Copyright2004South-Western.Allrightsreserved.,33,TheNatureofJobAna

3、lysis,JobAnalysisTheprocessofgathering,analyzing,andstructuringinformationaboutthecontent,context,andthehumanrequirementsofjobs.Thesystematicprocessofdeterminingtheskills,duties,andknowledgerequiredforperformingjobsinanorganization.Theprocessofgathering,analyzing,andstructuringinformationaboutajobsc

4、omponents,characteristics,andjobrequirements.Producingthejobdescription(task,duties,andresponsibilities)andjobspecification(KSAOs),Copyright2004South-Western.Allrightsreserved.,34,ImportantJobAnalysisTerms,Task:adistinct,identifiableworkactivitycomposedofmotionsDuty:alargerworksegmentcomposedofsever

5、altasksthatareperformedbyanindividual.Responsibility:anobligationtoperformcertaintasksandduties.Position:setoftasksanddutiesperformedbysingleindividualThedifferentdutiesandresponsibilitiesperformedbyonlyoneemployeeJob:groupofpositionsthatareidenticalwithrespecttotheirmajorsignificanttasksandsufficie

6、ntlyaliketobecoveredbysingleanalysisAgroupofrelatedactivitiesanddutiesJobFamily:AgroupofindividualjobswithsimilarcharacteristicsOccupation:generalclassofjobsCareer:sequenceofjobsheldbyindividualthroughoutlifetime,Copyright2004South-Western.Allrightsreserved.,35,OtherImportantJobAnalysisTerms,JobDesc

7、ription:Writtennarrativedescribingactivitiesperformedonajob;includesinfoaboutequipmentusedandworkingconditions.Statementofthetasks,duties,andresponsibilities(TDRs)ofajobtobeperformedJobSpecification:Identifiesmajorjobresponsibilities;outlinesspecificksa,andotherphysicalandpersonalcharacteristicsnece

8、ssarytoperformajob.Statementoftheneededknowledge,skills,abilities,andothercharacterisitcs(KSAOs)ofthepersonwhoistoperformthejobSinceGriggsvDukePowerandtheCivilRightsActof1991,jobspecificationsusedinselectionmustrelatespecificallytothedutiesofthejob.,Copyright2004South-Western.Allrightsreserved.,36,J

9、obAnalysis,Whichjobstoinclude?ThosecriticaltothesuccessofanorganizationJobsthataredifficulttolearnandperformLegalconsiderationsmayhelp(evidenceofadverseimpact)NewJobsJobsaffectedbynewtechnology,expandedjobs,oraltogethernewjobsEntryleveljobsWhoisinvolvedinJASourcesofinformationusedinJA,Copyright2004S

10、outh-Western.Allrightsreserved.,37,JobRequirements,RelationshipofJobRequirementstoOtherHRMFunctions,Recruitment,Selection,PerformanceAppraisal,TrainingandDevelopment,CompensationManagement,Determinerecruitmentqualifications,Providejobdutiesandjobspecificationsforselectionprocess,Provideperformancecr

11、iteriaforevaluatingemployees,Determinetrainingneedsanddevelopinstructionalprograms,Providebasisfordeterminingemployeesrateofpay,PresentationSlide31,Copyright2004South-Western.Allrightsreserved.,38,JobAnalysisinPerspective,Copyright2004South-Western.Allrightsreserved.,39,Figure3.1,TheProcessofJobAnal

12、ysis,Copyright2004South-Western.Allrightsreserved.,310,DeterminingJobRequirements,WhatemployeedoesWhyemployeedoesitHowemployeedoesit,Determiningjobrequirements,SummarystatementofthejobListofessentialfunctionsofthejob,EmployeeorientationEmployeeinstructionDisciplinaryaction,Personalqualificationsrequ

13、iredintermsofskills,educationandexperience,RecruitmentSelectionDevelopment,Natureof:,JobAnalysis,JobDescription,JobSpecification,Basisfor:,PresentationSlide32,Copyright2004South-Western.Allrightsreserved.,311,JobAnalysisandEssentialJobFunctions,EssentialFunctionsStatementsinthejobdescriptionofjobdut

14、iesandresponsibilitiesthatarecriticalforsuccessonthejob.Thepurposeofessentialfunctionsistomatchandaccommodatehumancapabilitiestojobrequirements.Ajobfunctionisessentialif:Thepositionexiststoperformthefunction.Alimitednumberofemployeesareavailabletoperformthefunction.Thefunctionisspecialized,requiring

15、neededexpertiseorabilitiestocompletethejob.,Copyright2004South-Western.Allrightsreserved.,312,PerformingJobAnalysis,SelectjobstostudyDetermineinformationtocollect:Tasks,responsibilities,skillrequirementsIdentifysourcesofdata:Employees,supervisors/managersMethodsofdatacollection:Interviews,questionna

16、ires,observation,diariesandrecordsEvaluateandverifydatacollection:Otheremployees,supervisors/managersWritejobanalysisreport,PresentationSlide33,Copyright2004South-Western.Allrightsreserved.,313,GatheringJobInformation,InterviewsQuestionnairesObservationDiaries,Copyright2004South-Western.Allrightsres

17、erved.,314,ControllingtheAccuracyofJobInformation,FactorsinfluencingtheaccuracyofjobinformationSelf-reportingexaggerationsandomissionsbyemployeesandmanagersCollectinginformationfromarepresentativesampleofemployeesCapturingallimportantjobinformationLengthofjobcycleexceedingobservationperiodLackofacce

18、sstojobsiteforpersonalobservationLackoffamiliaritywiththetasks,duties,andresponsibilitiesofajobOngoingchangesinthejob,Copyright2004South-Western.Allrightsreserved.,315,JobAnalysisMethods,TaskAnalysisInventoryRespondentsaregivenalistoftasksandaskedtoratethem(judgethemonaparticulardimension,e.g.,frequ

19、encyofuse)UsuallycompletedbyincumbentsbutsupervisorsandobserversmayalsocompletethemFocusesonwhatgetsdonesimpletasksstatementsRatings(usually5or7ptscale)identifythedegreetowhichthetaskisperceivedtopossessaratedcharacteristic1.Frequencyoftaskperformance2.Taskimportance3.Whethertaskcanbelearnedonthejob

20、relativelyquicklyAdvantages:efficientmeansforcollectingdatafromlargenumberofincumbentsinavarietyofareas,allowsforquantifyingJAdataDisadvantages:time-consumingandexpensive,Copyright2004South-Western.Allrightsreserved.,316,JobAnalysisMethods,PositionAnalysisQuestionnaire(PAQ)Complex,standardized,struc

21、tureditemsRepresentgeneralworkbehaviors,workconditions,orjobcharacteristics27jobdimensions,187elementswith6divisions195itemsincludinggeneralquestionsUsedtopredictaptituderequirementsforjob,assesscompensationrates,andclassifyjobsAdvantages:standardizedwaytocollectquantitativejobdataacrosswidespectrum

22、ofjobs;thuscomparisonacrossjobscanbemade,providesreliableandvalidjobdataDisadvantages:requiresreadinglevelofcollegegraduate,scoresgeneralworkbehaviorsnotspecifictasksofthejob;itwouldnotprovidethespecificdetailsnecessarytowriteajobdescription,soothermethodswouldalsoneedtobeemployed,Copyright2004South

23、-Western.Allrightsreserved.,317,ASamplePagefromthePAQ,Figure3.3,Source:PositionAnalysisQuestionnaire,copyright1969,1989byPurdueResearchFoundation,WestLafayette,Ind.47907.Reprintedwithpermission.,Copyright2004South-Western.Allrightsreserved.,318,JobAnalysisandtheU.S.DepartmentofLabor,FunctionalJobAna

24、lysis(FJA)Quantitativeapproachtojobanalysisthatutilizesacompiledinventoryofthevariousfunctionsorworkactivitiesthatcanmakeupanyjob.Assumesthateachjobinvolvesthreebroadworkerfunctions:(1)data,(2)people,and(3)things.AssesswhatworkerdoesandhowataskisperformedFiveparts:Goalsoftheorganization,Whatworkersd

25、otoachievegoals,Levelandorientationofwhatworkersdo,Performancestandards,andTrainingcontentAdvantages:Comprehensive,quantitativeprocedure;methodandstandardizedlanguagehelptoensuresystematicapproachtoJA;providesreliabletaskanalysisdataDisadvantages:Expensiveandmethodislaborintensiveandtime-consuming,C

26、opyright2004South-Western.Allrightsreserved.,319,JobAnalysisandtheU.S.DepartmentofLabor,DictionaryofOccupationalTitlesAsystematicoccupationalclassificationstructurebasedoninterrelationshipsofjobtasksandrequirements.Containsstandardizedandcomprehensivedescriptionsoftwenty-thousandjobs.astandardizedjo

27、bdatasourceproducedbythefederalgovernment.TheDOTdescribesawiderangeofjobs,usingtheFJAcomponents.OrganizationscanusejobdescriptionsfromtheDOTandmodifythemtofittheparticularorganizationalsituation.,Copyright2004South-Western.Allrightsreserved.,320,O*NETandJobAnalysis,DictionaryofOccupationalTitles(DOT

28、)*NetOnlineAonlinedatabaseofallDOToccupationsplusanupdateofover3,300additionalDOToccupations.Dataarecollectedandpublishedcontinuously.TheDOLhasmadeamajorcommitmenttoprovideuseableinformationonskills,abilities,knowledge,workactivities,andinterestsassociatedwithawiderangeofjobsandoccupations.Thisinfor

29、mationisnowavailableonlinethroughtheO*Net.,Copyright2004South-Western.Allrightsreserved.,321,DifficultyLevelsofWorkerFunctions,Figure3.2,DATA(4THDIGIT)PEOPLE(5THDIGIT)THINGS(6THDIGIT)0Synthesizing0Mentoring0Settingup1Coordinating1Negotiating1Precisionworking2Analyzing2Instructing2Operating-controlli

30、ng3Compiling3Supervising3Driving-operating*4Computing4Diverting4Manipulating5Copying5Persuading5Tending6Comparing6Speaking-signaling*6Feeding-offbearing*7Serving7Handling8Takinginstructionshelping*,*Hyphenatedfactorsaresinglefactors.,Source:U.S.DepartmentofLabor,EmploymentandTrainingAdministration,R

31、evisedHandbookforAnalyzingJobs(Washington,DC:U.S.GovernmentPrintingOffice,1991),5.,Less,More,Copyright2004South-Western.Allrightsreserved.,322,HRISandJobAnalysis,Humanresourceinformationsystems(HRIS)helpautomatetheprocessofjobanalysis.,Copyright2004South-Western.Allrightsreserved.,323,PreparingtheJo

32、bDescription,PresentationSlide34,Copyright2004South-Western.Allrightsreserved.,324,KeyElementsofaJobDescription,JobTitleIndicatesjobdutiesandorganizationallevelJobIdentificationDistinguishesjobfromallotherjobsEssentialFunctions(JobDuties)IndicateresponsibilitiesentailedandresultstobeaccomplishedJobS

33、pecificationsSkillsrequiredtoperformthejobandphysicaldemandsofthejob,Copyright2004South-Western.Allrightsreserved.,325,JobDescriptions,JobTitleProvidesstatustotheemployee.Indicateswhatthedutiesofthejobentails.Indicatestherelativeleveloccupiedbyitsholderintheorganizationalhierarchy.,Copyright2004Sout

34、h-Western.Allrightsreserved.,326,JobDescriptions(contd),JobIdentificationSectionDepartmentallocationofthejobPersontowhomthejobholderreportsDatethejobdescriptionwaslastrevisedPayrollorcodenumberNumberofemployeesperformingthejobNumberofemployeesinthedepartmentwherethejobislocatedO*NETcodenumber.“State

35、mentoftheJob”,Copyright2004South-Western.Allrightsreserved.,327,JobDescriptions(contd),JobDuties,orEssentialFunctions,SectionStatementsofjobdutiesthat:Arearrangedinorderofimportancethatindicatetheweight,orvalue,ofeachduty;weightofadutyisgaugedbythepercentageoftimedevotedtoit.Stresstheresponsibilitie

36、sthatdutiesentailandtheresultstobeaccomplished.Indicatethetoolsandequipmentusedbytheemployeeinperformingthejob.Shouldcomplywithlawbylistingonlytheessentialfunctionsofthejobtobeperformed.,Copyright2004South-Western.Allrightsreserved.,328,JobDescriptions(contd),JobSpecificationsSectionPersonalqualific

37、ationsanindividualmustpossessinordertoperformthedutiesandresponsibilitiesTheskillsrequiredtoperformthejob:Educationorexperience,specializedtraining,personaltraitsorabilities,interpersonalskillsorspecificbehavioralattributes,andmanualdexterities.Thephysicaldemandsofthejob:Walking,standing,reaching,li

38、fting,talking,andtheconditionandhazardsofthephysicalworkenvironment,Copyright2004South-Western.Allrightsreserved.,329,ProblemswithJobDescriptions,Ifpoorlywritten,theyprovidelittleguidancetothejobholder.Theyarenotalwaysupdatedasjobdutiesorspecificationschange.Theymayviolatethelawbycontainingspecifica

39、tionsnotrelatedtojobsuccess.Theycanlimitthescopeofactivitiesofthejobholder,reducingorganizationalflexibility.,Copyright2004South-Western.Allrightsreserved.,330,WritingClearandSpecificJobDescriptions,Createstatementsthat:Areterse,direct,andsimplyworded;eliminateunnecessarywordsorphrases.Describedutie

40、swithapresent-tenseverb,theimpliedsubjectbeingtheemployeeperformingthejob.Use“occasionally”todescribedutiesperformedonceinawhileand“may”fordutiesperformedonlybysomeworkersonthejob.Statethespecificperformancerequirementsofajobbasedonvalidjob-relatedcriteria.,Copyright2004South-Western.Allrightsreserv

41、ed.,331,StrategicApproachtoJobAnalysis,StrategicJAIdentifytasks,dutiesandresponsibilitiesalongwithappropriateKSAOsneededtoperformthejobasitwillexistinthefuture.FocusingonbehaviorsneededtobesuccessfulChangingfromjobstorolesinanorganizationRolesinclude:JobCareerInnovatorTeammemberOrganizationalcitizen

42、,Copyright2004South-Western.Allrightsreserved.,332,CompetencyApproachtoJobAnalysis,CompetenciesBasiccharacteristicsthatcanbelinkedtoenhancedperformancebyindividualsorteams.Identifycorecompetenciesneededtoperformthejob.Asitexiststodayandasitmaychangeinthefuture,andtocontributetotheorganizationseffect

43、iveness.Includesbothgeneralandspecificcompetencies.ReasonsforusingthecompetencyapproachTocommunicatevaluebehaviorsthroughouttheorganization.Toraisethecompetencylevelsoftheorganization.Toemphasizethecapabilitiesofpeopletoenhanceorganizationalcompetitiveadvantage.,Copyright2004South-Western.Allrightsr

44、eserved.,333,CompetencyAnalysisMethodology,Identifyfutureperformanceresultsareascriticaltotheorganization.Assemblepanelgroupsfamiliarwiththecompany.Interviewpanelmemberstogetexamplesofjobbehaviors.Developdetaileddescriptionsofcompetencies.Ratecompetenciesandlevelsneedtomeetthem.Standardsofperformanc

45、eareidentifiedandtiedtojobs.,Copyright2004South-Western.Allrightsreserved.,334,JobDesign,JobDesignAnoutgrowthofjobanalysisthatimprovesjobsthroughtechnologicalandhumanconsiderationsinordertoenhanceorganizationefficiencyandemployeejobsatisfaction.JobEnrichment(Herzberg)Enhancingajobbyaddingmoremeaning

46、fultasksandduties(verticalexpansion)tomaketheworkmorerewardingorsatisfying.Providingopportunitiesforachievement,recognition,growth,responsibility,andperformance.,Copyright2004South-Western.Allrightsreserved.,335,BasisforJobDesign,Figure3.4,Copyright2004South-Western.Allrightsreserved.,336,JobEnrichm

47、entFactors,IncreasingthelevelofdifficultyandresponsibilityofthejobAllowingemployeestoretainmoreauthorityandcontroloverworkoutcomesProvidingunitorindividualjobperformancereportsdirectlytoemployeesAddingnewtaskstothejobthatrequiretrainingandgrowthAssigningindividualsspecifictasks,thusenablingthemtobec

48、omeexperts,Copyright2004South-Western.Allrightsreserved.,337,JobCharacteristics,JobCharacteristicsModel(HackmanandOldham)Jobdesignthatpurportsthatthreepsychologicalstates(experiencingmeaningfulnessoftheworkperformed,responsibilityforworkoutcomes,andknowledgeoftheresultsoftheworkperformed)ofajobholde

49、rresultinimprovedworkperformance,internalmotivation,andlowerabsenteeismandturnover.,Copyright2004South-Western.Allrightsreserved.,338,JobCharacteristicsModel,JobCharacteristicsSkillvarietyTaskidentityTasksignificanceAutonomyFeedback,PsychologicalStatesMeaningfulnessoftheworkperformedResponsibilityfo

50、rworkoutcomesKnowledgeoftheresultsoftheworkperformed.,JobOutcomesImprovedworkperformanceIncreasedInternalmotivationLowerabsenteeismandturnover,PresentationSlide35,Copyright2004South-Western.Allrightsreserved.,339,EmployeeEmpowerment,EmployeeEmpowermentGrantingemployeespowertoinitiatechange,therebyen

51、couragingthemtotakechargeofwhattheydoOrganizationalconditionsfavoringempowerment:ParticipationandautonomyInnovationandacceptanceofrisk-takingAccesstoinformationAccountabilityforresultsCulturalopennesstochange,Copyright2004South-Western.Allrightsreserved.,340,IndustrialEngineeringConsiderations,Indus

52、trialEngineeringAfieldofstudyconcernedwithanalyzingworkmethodsandestablishingtimestandardsErgonomicsAninterdisciplinaryapproachtodesigningequipmentandsystemsthatcanbeeasilyandefficientlyusedbyhumanbeings,Copyright2004South-Western.Allrightsreserved.,341,DesigningWorkforGroup/TeamContributions,Employ

53、eeInvolvementGroups(EIs)GroupsofemployeeswhomeettoresolveproblemsoroffersuggestionsfororganizationalimprovementAlsoknownas“QualityCircles”SuccesswithEIsrequires:ComprehensivetrainingforgroupmembersRecognitionofthegroupscontributionsContinuinginputandencouragementbymanagementUseofaparticipative/democ

54、raticleadershipstyle,Copyright2004South-Western.Allrightsreserved.,342,TheDynamicsofEmployeeInvolvementGroups,Figure3.6,Source:AdaptedfrommaterialspreparedbyTheFamilyandRelationshipCenter,7946IvanhoeAvenue,LaJolla,CA92037.,Copyright2004South-Western.Allrightsreserved.,343,CreatingEffectiveEmployeeIn

55、volvementGroups,AppointanEIprojectmanager.Appointanadvisorygroup(includingmanagers)inordertocoordinatetheprocessacrossdepartments.RecognizeemployeesandEIgroupsthatgenerateideas,regardlessofwhethertheideawillbeimplemented.ProvidetrainingtoEImembers.,PresentationSlide36,Copyright2004South-Western.Allr

56、ightsreserved.,344,CreatingEffectiveEmployeeInvolvementGroups(contd),Givegroupsarecessorbreakfromtheprocessinordertorefreshmembers.ProvidefieldtripstoEImemberssothattheycanbetterunderstandtheentireorganizationalfunction.TrynaturalworkgroupsaswellasthemoretraditionalheterogeneousEIcomposedfromseveral

57、workgroups.DonotexpectfundamentalchangesintheorganizationalculturetoresultfromEIs.,PresentationSlide37,Copyright2004South-Western.Allrightsreserved.,345,EmployeeTeams,EmployeeTeamsAnemployeecontributionstechniquewhereby:WorkfunctionsarestructuredforgroupsratherthanforindividualsTeammembersaregivendi

58、scretioninmatterstraditionallyconsideredmanagementprerogatives,suchasprocessimprovements,productorservicedevelopment,andindividualworkassignments.,Copyright2004South-Western.Allrightsreserved.,346,BenefitsofEmployeeTeams,IncreasedintegrationofindividualskillsBetterperformance(qualityandquantity)solu

59、tionstouniqueandcomplexproblemsReduceddeliverytimeReducedturnoverandabsenteeismAccomplishmentsamongteammembers,Copyright2004South-Western.Allrightsreserved.,347,HowToDevelopTeamSynergy,SYNERGY,PresentationSlide38,Copyright2004South-Western.Allrightsreserved.,348,TeamworkandSynergy,SynergyOccurswhentheinteractionandoutcomeofteammembersisgreaterthanthesumoftheirindividualefforts.Synergisticteammemberbehaviorcharacteristics:IssupportingandinclusiveListensandclarifiesDisagr