Chapter 4
The Analysis and Design of Work
1
Introduction
Job Analysis – Job Design
2
Work Flow Analysis and Organization Structure
Work Flow Design
The process of analyzing the task necessary for the production of a product or
service, prior to allocating and assigning theses tasks to a particular job category
or person
Organization Structure
The relatively stable and formal network of vertical and horizontal
interconnections among jobs that constitute the organization
3
Work Flow Analysis and Organization Structure
Work Flow Analysis
Analyzing Work
Outputs
Analyzing Work
Processes
Analyzing Work
Inputs
4
Work Flow Analysis and Organization Structure
Organization Structure
Dimensions of the
Structure
Structural
Configurations
Centralization
Functional Structure
Decentralization
Divisional Structure (Product
Structure)
Departmentalization
Divisional Structure
(Geographic Structure)
Structure and the Nature
of Jobs
Divisional Structure (Client
Structure)
5
Job Analysis
Job Analysis
The process of getting detailed information about jobs
Job Analysis Outcomes
Job Description
Job Specification
What the job entails
What kind of people to hire for the job
6
Job Analysis
The Importance of Job Analysis to HR Managers
Work Redesign
Human Resource Planning
Selection
Training
Performance Appraisal
Career Planning
Job Evaluation
Etc …
7
Job Analysis
The Importance of Job Analysis to Line Managers
Helps in understanding workflow process
Helps in understanding work requirement to take different decisions
Helps in maintaining level of performance
8
Job Analysis
Job Analysis Information
Nature of Information
Job Description
Job Specification
A list of the tasks, duties, and
responsibilities that a job entails
A list of the knowledge, skills, abilities, and
other characteristics that an individual
must have to perform the job
9
Job Analysis
Sources of Job Analysis Information
The Employee (The Incumbent)
The Supervisor
Customers
External Job Analysts
10
Job Analysis
Job Analysis Methods
Position Analysis Questionnaire (PAQ)
Fleishman Job Analysis System
The Occupational Information Network (O*NET)
Dynamic Elements of Job Analysis
11
Job Design
Job Design
The process of defining the work will be performed and the tasks that will be required in a
given job
Job Redesign
The process of changing the tasks or the way work is performed in an existing job
12
Job Design
Job Design Approaches
Approaches
Major Elements
The Mechanistic
Approach
Specialization – Skill Variety – Work Methods Autonomy
The Motivational
Approach
Decision
Making
Interdependence
The Biological
Approach
The Perceptual Motor
Approach
Autonomy
–
Task
Significance
Physical demand – Ergonomics – Work Conditions
Job complexity – Information Processing – Equipment Use
13
-
Job Design
Trade Offs Among Different Approaches to Job Design
Approaches
Positive Outcomes
Negative Outcomes
The
Mechanistic
Approach
Decreased training time –
Higher utilization levels –
Lower likelihood of errorLess chance of mental
overload and stress
Lower job satisfaction –
Lower motivation – Higher
absenteeism
The
Motivational
Approach
Higher job satisfaction –
Higher motivation - Greater
job involvement – Higher job
performance
–
Lower
absenteeism
Increased training time –
Lower utilization levels –
Greater likelihood of errorGreater chance of mental
overload and stress
14
Job Design
Trade Offs Among Different Approaches to Job Design
Approaches
Positive Outcomes
Negative Outcomes
Biological
Less physical effort – Less
physical fatigue – Fewer
health complaints – Fewer
medical incidents – Lower
absenteeism – High job
satisfaction
Higher
financial
costs
because of changes in
equipment
or
job
environment
The Perceptual Motor
Approach
Lower likelihood of errorLower likelihood of accidents
– Less chance of mental
overload and stress – Lower
training
time
–
Higher
utilization levels
Lower job satisfaction
Lower motivation
The
Approach
15
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