工作分析（英文PPT 57页）.ppt

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1、PowerPoint Presentation by Charlie CookThe Nature of Job AnalysisJob AnalysisThe process of gathering,analyzing,and structuring information about the content,context,and the human requirements of jobs.The systematic process of determining the skills,duties,and knowledge required for performing jobs

2、in an organization.The process of gathering,analyzing,and structuring information about a jobs components,characteristics,and job requirements.Producing the job description(task,duties,and responsibilities)and job specification(KSAOs)Important Job Analysis TermsTask:a distinct,identifiable work acti

3、vity composed of motions Duty:a larger work segment composed of several tasks that are performed by an individual.Responsibility:an obligation to perform certain tasks and duties.Position:set of tasks and duties performed by single individual vThe different duties and responsibilities performed by o

4、nly one employeeJob:group of positions that are identical with respect to their major significant tasks and sufficiently alike to be covered by single analysis vA group of related activities and dutiesJob Family:A group of individual jobs with similar characteristicsOccupation:general class of jobs

5、Career:sequence of jobs held by individual throughout lifetime Other Important Job Analysis TermsJob Description:vWritten narrative describing activities performed on a job;includes info about equipment used and working conditions.vStatement of the tasks,duties,and responsibilities(TDRs)of a job to

6、be performedJob Specification:vIdentifies major job responsibilities;outlines specific ksa,and other physical and personal characteristics necessary to perform a job.vStatement of the needed knowledge,skills,abilities,and other characterisitcs(KSAOs)of the person who is to perform the jobvSince Grig

7、gs v Duke Power and the Civil Rights Act of 1991,job specifications used in selection must relate specifically to the duties of the job.Job AnalysisWhich jobs to include?Those critical to the success of an organizationJobs that are difficult to learn and performLegal considerations may help(evidence

8、 of adverse impact)New JobsJobs affected by new technology,expanded jobs,or altogether new jobs Entry level jobsWho is involved in JASources of information used in JAJob RequirementsJob RequirementsRelationship of Job Requirementsto Other HRM FunctionsRecruitmentRecruitmentSelectionSelectionPerforma

9、nce Performance AppraisalAppraisalTraining and Training and DevelopmentDevelopmentCompensation Compensation ManagementManagementDetermine recruitment qualificationsDetermine recruitment qualificationsProvide job duties and job Provide job duties and job specifications for selection processspecificat

10、ions for selection processProvide performance criteria for Provide performance criteria for evaluating employeesevaluating employeesDetermine training needs and develop Determine training needs and develop instructional programsinstructional programsProvide basis for determining Provide basis for de

11、termining employees rate of payemployees rate of payPresentation Slide 31Job Analysis in PerspectiveFigure 3.1The Process of Job AnalysisDetermining Job Requirements What employee doesWhat employee does Why employee does itWhy employee does it How employee does itHow employee does it Determining job

12、 requirementsDetermining job requirements Summary statement of the jobSummary statement of the job List of essential functions of the List of essential functions of the jobjob Employee orientationEmployee orientation Employee instructionEmployee instruction Disciplinary actionDisciplinary action Per

13、sonal qualifications required Personal qualifications required in terms of skills,education and in terms of skills,education and experienceexperience RecruitmentRecruitment SelectionSelection DevelopmentDevelopmentNature of:Job AnalysisJob AnalysisJob DescriptionJob DescriptionJob SpecificationJob S

14、pecificationBasis for:Presentation Slide 32Job Analysis and Essential Job FunctionsEssential FunctionsStatements in the job description of job duties and responsibilities that are critical for success on the job.vThe purpose of essential functions is to match and accommodate human capabilities to jo

15、b requirements.A job function is essential if:The position exists to perform the function.A limited number of employees are available to perform the function.The function is specialized,requiring needed expertise or abilities to complete the job.Performing Job Analysis1.Select jobs to study2.Determi

16、ne information to collect:Tasks,responsibilities,skill requirements3.Identify sources of data:Employees,supervisors/managers4.Methods of data collection:Interviews,questionnaires,observation,diaries and records5.Evaluate and verify data collection:Other employees,supervisors/managers6.Write job anal

17、ysis reportPresentation Slide 33Gathering Job InformationInterviewsQuestionnairesObservationDiariesControlling the Accuracy of Job InformationFactors influencing the accuracy of job informationSelf-reporting exaggerations and omissions by employees and managersCollecting information from a represent

18、ative sample of employeesCapturing all important job informationvLength of job cycle exceeding observation periodvLack of access to job site for personal observationvLack of familiarity with the tasks,duties,and responsibilities of a jobvOngoing changes in the jobJob Analysis MethodsTask Analysis In

19、ventoryRespondents are given a list of tasks and asked to rate them(judge them on a particular dimension,e.g.,frequency of use)Usually completed by incumbents but supervisors and observers may also complete themFocuses on what gets donesimple tasks statementsRatings(usually 5 or 7 pt scale)identify

20、the degree to which the task is perceived to possess a rated characteristic1.Frequency of task performance2.Task importance3.Whether task can be learned on the job relatively quicklyAdvantages:efficient means for collecting data from large number of incumbents in a variety of areas,allows for quanti

21、fying JA data Disadvantages:time-consuming and expensive Job Analysis MethodsPosition Analysis Questionnaire(PAQ) Complex,standardized,structured itemsRepresent general work behaviors,work conditions,or job characteristics27 job dimensions,187 elements with 6 divisionsv 195 items including general q

22、uestionsUsed to predict aptitude requirements for job,assess compensation rates,and classify jobsAdvantages:standardized way to collect quantitative job data across wide spectrum of jobs;thus comparison across jobs can be made,provides reliable and valid job dataDisadvantages:requires reading level

23、of college graduate,scores general work behaviors not specific tasks of the job;it would not provide the specific details necessary to write a job description,so other methods would also need to be employed A Sample Page from the PAQFigure 3.3Source:Position Analysis Questionnaire,copyright 1969,198

24、9 by Purdue Research Foundation,West Lafayette,Ind.47907.Reprinted with permission.Job Analysis and the U.S.Department of LaborFunctional Job Analysis(FJA)Quantitative approach to job analysis that utilizes a compiled inventory of the various functions or work activities that can make up any job.Ass

25、umes that each job involves three broad worker functions:(1)data,(2)people,and(3)things.Assess what worker does and how a task is performedFive parts:Goals of the organization,What workers do to achieve goals,Level and orientation of what workers do,Performance standards,and Training contentAdvantag

26、es:Comprehensive,quantitative procedure;method and standardized language help to ensure systematic approach to JA;provides reliable task analysis data Disadvantages:Expensive and method is labor intensive and time-consuming Job Analysis and the U.S.Department of LaborDictionary of Occupational Title

27、sA systematic occupational classification structure based on interrelationships of job tasks and requirements.Contains standardized and comprehensive descriptions of twenty-thousand jobs.a standardized job data source produced by the federal government.The DOT describes a wide range of jobs,using th

28、e FJA components.Organizations can use job descriptions from the DOT and modify them to fit the particular organizational situation.O*NET and Job AnalysisDictionary of Occupational Titles(DOT)*Net OnlineA online database of all DOT occupations plus an update of over 3,300 additional DOT occupations.

29、Data are collected and published continuously.The DOL has made a major commitment to provide useable information on skills,abilities,knowledge,work activities,and interests associated with a wide range of jobs and occupations.This information is now available online through the O*Net.Difficulty Leve

30、ls of Worker FunctionsFigure 3.2DATA(4TH DIGIT)PEOPLE(5TH DIGIT)THINGS(6TH DIGIT)0 Synthesizing0 Mentoring0 Setting up1 Coordinating1 Negotiating1 Precision working2 Analyzing2 Instructing2 Operating-controlling3 Compiling3 Supervising3 Driving-operating*4 Computing4 Diverting4 Manipulating5 Copying

31、5 Persuading5 Tending6 Comparing6 Speaking-signaling*6 Feeding-offbearing*7 Serving7 Handling8 Taking instructionshelping*Hyphenated factors are single factors.Source:U.S.Department of Labor,Employment and Training Administration,Revised Handbook for Analyzing Jobs(Washington,DC:U.S.Government Print

32、ing Office,1991),5.LessMoreHRIS and Job AnalysisHuman resource information systems(HRIS)help automate the process of job analysis.Preparing the Job DescriptionJob Job AnalystAnalystInterviewInterviewQuestionnaireQuestionnaireInterviewInterviewQuestionnaireQuestionnaireObservationObservationSuperviso

33、rSupervisorEmployeesEmployeesCombine and Combine and reconcile datareconcile dataTentative Tentative draftdraftFinal Final DraftDraftSecuring Securing consensusconsensusPresentation Slide 34Key Elements of a Job DescriptionJob TitleIndicates job duties and organizational levelJob IdentificationDisti

34、nguishes job from all other jobsEssential Functions(Job Duties)Indicate responsibilities entailed and results to be accomplishedJob SpecificationsSkills required to perform the job and physical demands of the jobJob DescriptionsJob TitleProvides status to the employee.Indicates what the duties of th

35、e job entails.Indicates the relative level occupied by its holder in the organizational hierarchy.Job Descriptions(contd)Job Identification SectionDepartmental location of the jobPerson to whom the jobholder reportsDate the job description was last revisedPayroll or code numberNumber of employees pe

36、rforming the jobNumber of employees in the department where the job is locatedO*NET code number.“Statement of the Job”Job Descriptions(contd)Job Duties,or Essential Functions,SectionStatements of job duties that:vAre arranged in order of importance that indicate the weight,or value,of each duty;weig

37、ht of a duty is gauged by the percentage of time devoted to it.vStress the responsibilities that duties entail and the results to be accomplished.vIndicate the tools and equipment used by the employee in performing the job.vShould comply with law by listing only the essential functions of the job to

38、 be performed.Job Descriptions(contd)Job Specifications SectionPersonal qualifications an individual must possess in order to perform the duties and responsibilitiesvThe skills required to perform the job:Education or experience,specialized training,personal traits or abilities,interpersonal skills

39、or specific behavioral attributes,and manual dexterities.vThe physical demands of the job:Walking,standing,reaching,lifting,talking,and the condition and hazards of the physical work environmentProblems with Job DescriptionsIf poorly written,they provide little guidance to the jobholder.They are not

40、 always updated as job duties or specifications change.They may violate the law by containing specifications not related to job success.They can limit the scope of activities of the jobholder,reducing organizational flexibility.Writing Clear and Specific Job DescriptionsCreate statements that:Are te

41、rse,direct,and simply worded;eliminate unnecessary words or phrases.Describe duties with a present-tense verb,the implied subject being the employee performing the job.Use“occasionally”to describe duties performed once in a while and“may”for duties performed only by some workers on the job.State the

42、 specific performance requirements of a job based on valid job-related criteria.Strategic Approach to Job AnalysisStrategic JAIdentify tasks,duties and responsibilities along with appropriate KSAOs needed to perform the job as it will exist in the future.Focusing on behaviors needed to be successful

43、Changing from jobs to roles in an organizationRoles include:vJobvCareervInnovatorvTeam membervOrganizational citizenCompetency Approach to Job AnalysisCompetenciesBasic characteristics that can be linked to enhanced performance by individuals or teams.Identify core competencies needed to perform the

44、 job.As it exists today and as it may change in the future,and to contribute to the organizations effectiveness.Includes both general and specific competencies.Reasons for using the competency approachTo communicate value behaviors throughout the organization.To raise the competency levels of the or

45、ganization.To emphasize the capabilities of people to enhance organizational competitive advantage.Competency Analysis MethodologyIdentify future performance results areas critical to the organization.Assemble panel groups familiar with the company.Interview panel members to get examples of job beha

46、viors.Develop detailed descriptions of competencies.Rate competencies and levels need to meet them.Standards of performance are identified and tied to jobs.Flexible Work SchedulesCompressed WorkweekShortening the number of days in the workweek by lengthening the number of hours worked per day.vExamp

47、les:The four-day,forty-hour week,generally referred to as 4/10 or 4/40.Employees work a four-day workweek,ten hours a day.Reducing weekly hours to thirty-eight or thirty-six hours or scheduling eighty hours over nine days(9/80),taking one day off every other week.Flexible Work SchedulesFlextimeWorki

48、ng hours that permit employees the option of choosing daily starting and quitting times,provided that they work a set number of hours per day or week.All employees are required to be present during a designated“core period.”Flexible hours reduce absenteeism and tardiness.Flexible Work SchedulesJob S

49、haringThe arrangement whereby two part-time employees perform a job that otherwise would be held by one full-time employee.Job sharers work three days a week,“creating an overlap day for extended face-to-face conferencing.”TelecommutingThe use of personal computers,networks,and other communications

50、technology such as fax machines to do work in the home that is traditionally done in the workplace.Keys for Successful TelecommutingIdentify jobs best suited to distance work.Select responsible employees.Establish employee feedback procedures and performance review methods for evaluation.Establish f