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T3: Job Analysis and Work Design (The job analysis role of HR has an…
T3: Job Analysis and Work Design
Work-flow design: analysing the tasks required for the production of a product/service (147)
Work Outputs (products/services)
Quality
Quality
Work Processes (improve efficiencies through)
Movement that creates no value
Inconsistent production that creates excessive inventories
Overburdening of specific people or machines
Can be leveraged to create a competitive advantage
Work Inputs
Equipment / facilities / systems
Human resources (KASOs)
Raw materials / data / information
The job analysis role of HR has an impact on all areas of HR (161)
Training
Performance appraisal
Selection
Career Planning
HR Planning
Job Evaluation
Work redesign
Outcomes of Job Analysis
Job Description (TDRs) (163) - (Observable)
Duties
Responsibilities
Tasks
Job Specification (KASOs) (164) - (Not directly observable)
Ability
Skills
Other characteristics
Knowledge
Organisation Structure: relationship between roles within the organisation (153)
Dimensions of Structure
Departmentalisation
Centralisation
: Degree to which decision-making resides at the top.
Can be leverages to create a competitive advantage
Configurations (ways to combine dimensions)
Divisional
(based on work-flow areas, i.e. geography)
Cons
Can be inefficient due to duplications
Divisions can 'cannibalise' each other
In tough times, all divisional may cost cut in the same area, i.e. R&D, leaving the whole organisation weak
Pros
Greater autonomy and responsiveness
One division may fail, but others can support it or go on without it.
Can be more flexible/fast/innovative
Good in unpredictable environments
Characteristics
Research suggests 150pax is max size for efficiency - larger and people start to loose accountability
Decentralised with 'local' control and accountability
Better for organisations based on differentiation or innovation strategies
Functional
(e.g. course/foh/admin)
Pros
Good in stable and predictable environments
Efficient due to reduced duplication
Characteristics
Highly centralised and bureaucratic
Values control and efficiency
Better for organisational based on 'cost' strategy
Jobs: Narrow and highly specialized
Con: Functional Silos
Finger pointing as departments do not understand what others departments do
Inward focus on departments, struggle to see wider organisational goals.
Or some combination of both?
Job Analysis
Characteristics
Foundation of recruitment and selection
Basis for job descriptions TDRs and job specifications (KASOs)
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Basis of job design
Methods
Position Analysis Questionnaire (PAQ)
The Occupational Information Network (O*NET)
Sources
Current employee
Risk Anaylysis
Time Anaylsis
Supervisor over current position
Priority analysis
Customers
Services analysis
Outside job analysts
Skill level analysis
Job Design