工作分析(英文)培训课件教程.ppt

1、PowerPoint Presentation by Charlie Cook32Job Analysis and Wage/Hour Regulations Fair Labor Standards Act Requirements:vMinimum wagevOvertime pay for time worked over 40 hours in a workweekvRestrictions on the employment of childrenvRecordkeeping To qualify for an exemption from the overtime provisio

2、ns of the act:vExempt employees can spend no more than 20%of their time on manual,routine,or clerical duties.vExempt employees must spend at least 50%of their time performing their primary duties as executive,administrative,or professional employees.33The Nature of Job Analysis Job AnalysisThe proce

3、ss 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 in an organization.The process of gathering,analyzing,and structuring information abou

4、t a jobs components,characteristics,and job requirements.Producing the job description(task,duties,and responsibilities)and job specification(KSAOs)34Important Job Analysis Terms Task:a distinct,identifiable work activity composed of motions Duty:a larger work segment composed of several tasks that

5、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 only one employee Job:group of positions that are identical with respect to their ma

6、jor significant tasks and sufficiently alike to be covered by single analysis vA group of related activities and duties Job Family:A group of individual jobs with similar characteristics Occupation:general class of jobs Career:sequence of jobs held by individual throughout lifetime 35Other Important

7、 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 be performedJob Specification:vIdentifies major job responsibilities;outlines

8、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 Griggs v Duke Power and the Civil Rights Act of 1991,job specifications used in se

9、lection must relate specifically to the duties of the job.36Job Analysis Which jobs to include?Those critical to the success of an organizationJobs that are difficult to learn and performLegal considerations may help(evidence of adverse impact)New JobsJobs affected by new technology,expanded jobs,or

10、 altogether new jobs Entry level jobs Who is involved in JA Sources of information used in JA37Relationship of Job Requirementsto Other HRM FunctionsPresentation Slide 3138Job Analysis in Perspective39Figure 3.1The Process of Job Analysis310Determining Job RequirementsNature of:Basis for:Presentatio

11、n Slide 32311Job Analysis and Essential Job Functions Essential 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 job requirements.A job function

12、 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.312Performing Job Analysis1.Select jobs to study2.Determine information to collect:

13、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 analysis reportPresentation Sl

14、ide 33313Gathering Job Information Interviews Questionnaires Observation Diaries314Controlling the Accuracy of Job Information Factors influencing the accuracy of job informationSelf-reporting exaggerations and omissions by employees and managersCollecting information from a representative sample of

15、 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 job315Job Analysis MethodsTask Analysis InventoryRespo

16、ndents 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 the degree t

17、o 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 quantifying JA dat

18、a Disadvantages:time-consuming and expensive 316Job Analysis Methods Position 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 questions

19、Used 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 of colle

20、ge 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 317A Sample Page from the PAQFigure 3.3Source:Position Analysis Questionnaire,copyright 1969,1989 by

21、Purdue Research Foundation,West Lafayette,Ind.47907.Reprinted with permission.318Job Analysis and the U.S.Department of Labor Functional 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.Assu

22、mes 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 contentAdvantage

23、s: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 319Job Analysis and the U.S.Department of Labor Dictionary of Occupational Ti

24、tlesA 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

25、 the FJA components.Organizations can use job descriptions from the DOT and modify them to fit the particular organizational situation.320O*NET and Job Analysis Dictionary of Occupational Titles(DOT)*Net OnlineA online database of all DOT occupations plus an update of over 3,300 additional DOT occup

26、ations.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.321Diffi

27、culty Levels 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 Manipulatin

28、g5 Copying5 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.Govern

29、ment Printing Office,1991),5.LessMore322HRIS and Job AnalysisHuman resource information systems(HRIS)help automate the process of job analysis.323Preparing the Job DescriptionPresentation Slide 34324Key Elements of a Job Description Job TitleIndicates job duties and organizational level Job Identifi

30、cationDistinguishes job from all other jobs Essential Functions(Job Duties)Indicate responsibilities entailed and results to be accomplished Job SpecificationsSkills required to perform the job and physical demands of the job325Job Descriptions Job TitleProvides status to the employee.Indicates what

31、 the duties of the job entails.Indicates the relative level occupied by its holder in the organizational hierarchy.326Job Descriptions(contd)Job Identification SectionDepartmental location of the jobPerson to whom the jobholder reportsDate the job description was last revisedPayroll or code numberNu

32、mber of employees performing the jobNumber of employees in the department where the job is locatedO*NET code number.“Statement of the Job”327Job Descriptions(contd)Job Duties,or Essential Functions,SectionStatements of job duties that:vAre arranged in order of importance that indicate the weight,or

33、value,of each duty;weight 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

34、functions of the job to be performed.328Job 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 abili

35、ties,interpersonal skills 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 environment329Problems with Job Descriptions If poorly written,they provide little guidance

36、 to the jobholder.They are not 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.330Writing Clear and Specific Job Descript

37、ions Create statements that:Are terse,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

38、 some workers on the job.State the specific performance requirements of a job based on valid job-related criteria.331Strategic Approach to Job Analysis Strategic JAIdentify tasks,duties and responsibilities along with appropriate KSAOs needed to perform the job as it will exist in the future.Focusin

39、g on behaviors needed to be successfulChanging from jobs to roles in an organizationRoles include:vJobvCareervInnovatorvTeam membervOrganizational citizen332Competency Approach to Job Analysis Competencies Basic characteristics that can be linked to enhanced performance by individuals or teams.Ident

40、ify core competencies needed to perform the 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 approach To communicate value behaviors throughout the organizat

41、ion.To raise the competency levels of the organization.To emphasize the capabilities of people to enhance organizational competitive advantage.333Competency Analysis Methodology Identify future performance results areas critical to the organization.Assemble panel groups familiar with the company.Int

42、erview panel members to get examples of job behaviors.Develop detailed descriptions of competencies.Rate competencies and levels need to meet them.Standards of performance are identified and tied to jobs.334Job Design Job DesignAn outgrowth of job analysis that improves jobs through technological an

43、d human considerations in order to enhance organization efficiency and employee job satisfaction.Job Enrichment(Herzberg)Enhancing a job by adding more meaningful tasks and duties(vertical expansion)to make the work more rewarding or satisfying.Providing opportunities for achievement,recognition,gro

44、wth,responsibility,and performance.335Basis for Job DesignFigure 3.4336Job Enrichment Factors Increasing the level of difficulty and responsibility of the job Allowing employees to retain more authority and control over work outcomes Providing unit or individual job performance reports directly to e

45、mployees Adding new tasks to the job that require training and growth Assigning individuals specific tasks,thus enabling them to become experts337Job Characteristics Job Characteristics Model(Hackman and Oldham)Job design that purports that three psychological states(experiencing meaningfulness of t

46、he work performed,responsibility for work outcomes,and knowledge of the results of the work performed)of a jobholder result in improved work performance,internal motivation,and lower absenteeism and turnover.338Job Characteristics Model Job Characteristics Skill variety Task identity Task significan

47、ce Autonomy Feedback Psychological States Meaningfulness of the work performed Responsibility for work outcomes Knowledge of the results of the work performed.JobOutcomes Improved work performance Increased Internal motivation Lower absenteeism and turnoverPresentation Slide 35339Employee Empowermen

48、t Employee EmpowermentGranting employees power to initiate change,thereby encouraging them to take charge of what they doOrganizational conditions favoring empowerment:vParticipation and autonomyvInnovation and acceptance of risk-takingvAccess to informationvAccountability for resultsvCultural openn

49、ess to change340Industrial Engineering Considerations Industrial EngineeringA field of study concerned with analyzing work methods and establishing time standards ErgonomicsAn interdisciplinary approach to designing equipment and systems that can be easily and efficiently used by human beings341Desi

50、gning Work for Group/Team Contributions Employee Involvement Groups(EIs)Groups of employees who meet to resolve problems or offer suggestions for organizational improvementAlso known as“Quality Circles”Success with EIs requires:vComprehensive training for group membersvRecognition of the groups cont