工作分析 (2)

1、Copyright © 2004 South-Western. All rights reserved.,Copyright © 2004 South-Western. All rights reserved.,3–2,Job Analysis and Wage/Hour Regulations,Fair Labor Standards ActRequirements:Minimum wageOvertime

2、pay for time worked over 40 hours in a workweekRestrictions on the employment of childrenRecordkeepingTo qualify for an exemption from the overtime provisions of the act:Exempt employees can spend no more than 20% of

3、 their time on manual, routine, or clerical duties.Exempt employees must spend at least 50% of their time performing their primary duties as executive, administrative, or professional employees.,Copyright © 2004 So

4、uth-Western. All rights reserved.,3–3,The Nature of Job Analysis,Job AnalysisThe process of gathering, analyzing, and structuring information about the content, context, and the human requirements of jobs.The systemati

5、c process of determining the skills, duties, and knowledge required for performing jobs in an organization. The process of gathering, analyzing, and structuring information about a job’s components, characteristics, and

6、 job requirements. Producing the job description (task, duties, and responsibilities) and job specification (KSAOs),Copyright © 2004 South-Western. All rights reserved.,3–4,Important Job Analysis Terms,Task:a disti

7、nct, identifiable work activity 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. Positio

8、n: set of tasks and duties performed by single individual The different duties and responsibilities performed by only one employeeJob: group of positions that are identical with respect to their major significant tasks

9、 and sufficiently alike to be covered by single analysis A group of related activities and dutiesJob Family: A group of individual jobs with similar characteristicsOccupation: general class of jobs Career: sequence o

10、f jobs held by individual throughout lifetime,Copyright © 2004 South-Western. All rights reserved.,3–5,Other Important Job Analysis Terms,Job Description:Written narrative describing activities performed on a job;

11、includes info about equipment used and working conditions.Statement of the tasks, duties, and responsibilities (TDRs) of a job to be performedJob Specification: Identifies major job responsibilities; outlines specific

12、 ksa, and other physical and personal characteristics necessary to perform a job.Statement of the needed knowledge, skills, abilities, and other characterisitcs (KSAOs) of the person who is to perform the jobSince Grig

13、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.,Copyright © 2004 South-Western. All rights reserved.,3–6,Job Analysis,Which j

14、obs 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

15、jobs, or altogether new jobs Entry level jobsWho is involved in JASources of information used in JA,Copyright © 2004 South-Western. All rights reserved.,3–7,Job Requirements,Relationship of Job Requirementsto Ot

16、her HRM Functions,Recruitment,Selection,Performance Appraisal,,Training and Development,,,,,Compensation Management,Determine recruitment qualifications,Provide job duties and job specifications for selection process,

17、Provide performance criteria for evaluating employees,Determine training needs and develop instructional programs,Provide basis for determining employee’s rate of pay,Presentation Slide 3–1,Copyright © 2004 South-We

18、stern. All rights reserved.,3–8,Job Analysis in Perspective,Copyright © 2004 South-Western. All rights reserved.,3–9,Figure 3.1,The Process of Job Analysis,Copyright © 2004 South-Western. All rights reserved.,3

19、–10,Determining Job Requirements,What employee doesWhy employee does itHow employee does it,Determining job requirements,Summary statement of the jobList of essential functions of the job,Employee orientationEmployee

20、 instructionDisciplinary action,Personal qualifications required in terms of skills, education and experience,RecruitmentSelectionDevelopment,Nature of:,Job Analysis,Job Description,Job Specification,Basis for:,,,,,,P

21、resentation Slide 3–2,Copyright © 2004 South-Western. All rights reserved.,3–11,Job Analysis and Essential Job Functions,Essential FunctionsStatements in the job description of job duties and responsibilities that

22、are critical for success on the job.The purpose of essential functions is to match and accommodate human capabilities to job requirements.A job function is essential if:The position exists to perform the function.A l

23、imited number of employees are available to perform the function.The function is specialized, requiring needed expertise or abilities to complete the job.,Copyright © 2004 South-Western. All rights reserved.,3–12,P

24、erforming Job Analysis,Select jobs to studyDetermine information to collect: Tasks, responsibilities, skill requirementsIdentify sources of data: Employees, supervisors/managersMethods of data collection: Interviews,

25、questionnaires, observation, diaries and recordsEvaluate and verify data collection: Other employees, supervisors/managersWrite job analysis report,Presentation Slide 3–3,Copyright © 2004 South-Western. All rights

26、 reserved.,3–13,Gathering Job Information,InterviewsQuestionnairesObservationDiaries,Copyright © 2004 South-Western. All rights reserved.,3–14,Controlling the Accuracy of Job Information,Factors influencing the a

27、ccuracy of job informationSelf-reporting exaggerations and omissions by employees and managersCollecting information from a representative sample of employeesCapturing all important job informationLength of job cycle

28、 exceeding observation periodLack of access to job site for personal observationLack of familiarity with the tasks, duties, and responsibilities of a jobOngoing changes in the job,Copyright © 2004 South-Western.

29、All rights reserved.,3–15,Job Analysis Methods,Task Analysis InventoryRespondents 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 incu

30、mbents but supervisors and observers may also complete themFocuses on what gets done—simple tasks statementsRatings (usually 5 or 7 pt scale) identify the degree to which the task is perceived to possess a rated charac

31、teristic1.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

32、, allows for quantifying JA data Disadvantages: time-consuming and expensive,Copyright © 2004 South-Western. All rights reserved.,3–16,Job Analysis Methods,Position Analysis Questionnaire (PAQ) –www.paq.com Compl

33、ex, standardized, structured itemsRepresent general work behaviors, work conditions, or job characteristics27 job dimensions, 187 elements with 6 divisions 195 items including general questionsUsed to predict aptitud

34、e 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

35、and valid job dataDisadvantages: requires reading level 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, s

36、o other methods would also need to be employed,Copyright © 2004 South-Western. All rights reserved.,3–17,A Sample Page from the PAQ,Figure 3.3,Source: Position Analysis Questionnaire, copyright 1969, 1989 by Purdue

37、Research Foundation, West Lafayette, Ind. 47907. Reprinted with permission.,Copyright © 2004 South-Western. All rights reserved.,3–18,Job Analysis and the U.S. Department of Labor,Functional Job Analysis (FJA)Quan

38、titative approach to job analysis that utilizes a compiled inventory of the various functions or work activities that can make up any job.Assumes that each job involves three broad worker functions: (1) data, (2) people

39、, 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

40、 contentAdvantages: 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 in

41、tensive and time-consuming,Copyright © 2004 South-Western. All rights reserved.,3–19,Job Analysis and the U.S. Department of Labor,Dictionary of Occupational TitlesA systematic occupational classification structur

42、e 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 descri

43、bes a wide range of jobs, using the FJA components. Organizations can use job descriptions from the DOT and modify them to fit the particular organizational situation.,Copyright © 2004 South-Western. All rights res

44、erved.,3–20,O*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 occupations.Data are collected and published co

45、ntinuously.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

46、 available online through the O* Net.,Copyright © 2004 South-Western. All rights reserved.,3–21,Difficulty Levels of Worker Functions,Figure 3.2,DATA (4TH DIGIT)PEOPLE (5TH DIGIT)THINGS (6TH DIGIT)0 Synthesizing

47、0 Mentoring0 Setting up1 Coordinating1 Negotiating1 Precision working2 Analyzing2 Instructing2 Operating-controlling3 Compiling3 Supervising3 Driving-operating*4 Computing4 Diverting4 Manipulating5 Copying

48、5 Persuading5 Tending6 Comparing6 Speaking-signaling*6 Feeding-offbearing*7 Serving7 Handling8 Taking instructions—helping*,,*Hyphenated factors are single factors.,Source: U.S. Department of Labor, Employment an

49、d Training Administration, Revised Handbook for Analyzing Jobs (Washington, DC: U.S. Government Printing Office, 1991), 5.,,Less,More,Copyright © 2004 South-Western. All rights reserved.,3–22,HRIS and Job Analysis,H

50、uman resource information systems (HRIS) help automate the process of job analysis.,Copyright © 2004 South-Western. All rights reserved.,3–23,Preparing the Job Description,Presentation Slide 3–4,Copyright © 200

51、4 South-Western. All rights reserved.,3–24,Key Elements of a Job Description,Job TitleIndicates job duties and organizational levelJob IdentificationDistinguishes job from all other jobsEssential Functions (Job Dutie

52、s)Indicate responsibilities entailed and results to be accomplishedJob SpecificationsSkills required to perform the job and physical demands of the job,Copyright © 2004 South-Western. All rights reserved.,3–25,Jo

53、b Descriptions,Job TitleProvides status to the employee.Indicates what the duties of the job entails. Indicates the relative level occupied by its holder in the organizational hierarchy.,Copyright © 2004 South-We

54、stern. All rights reserved.,3–26,Job Descriptions (cont’d),Job Identification SectionDepartmental location of the jobPerson to whom the jobholder reportsDate the job description was last revisedPayroll or code number

55、Number of employees performing the jobNumber of employees in the department where the job is locatedO*NET code number.“Statement of the Job”,Copyright © 2004 South-Western. All rights reserved.,3–27,Job Descript

56、ions (cont’d),Job Duties, or Essential Functions, SectionStatements of job duties that:Are arranged in order of importance that indicate the weight, or value, of each duty; weight of a duty is gauged by the percentage

57、of time devoted to it.Stress the responsibilities that duties entail and the results to be accomplished.Indicate the tools and equipment used by the employee in performing the job.Should comply with law by listing onl

58、y the essential functions of the job to be performed.,Copyright © 2004 South-Western. All rights reserved.,3–28,Job Descriptions (cont’d),Job Specifications SectionPersonal qualifications an individual must possess

59、 in order to perform the duties and responsibilitiesThe skills required to perform the job:Education or experience, specialized training, personal traits or abilities, interpersonal skills or specific behavioral attrib

60、utes, and manual dexterities.The physical demands of the job:Walking, standing, reaching, lifting, talking, and the condition and hazards of the physical work environment,Copyright © 2004 South-Western. All rights

61、 reserved.,3–29,Problems with Job Descriptions,If poorly written, they provide little guidance to the jobholder.They are not always updated as job duties or specifications change.They may violate the law by containing

62、specifications not related to job success.They can limit the scope of activities of the jobholder, reducing organizational flexibility.,Copyright © 2004 South-Western. All rights reserved.,3–30,Writing Clear and Sp

63、ecific Job Descriptions,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 t

64、he 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 specific performance requirements of a job based on valid job-related cri

65、teria.,Copyright © 2004 South-Western. All rights reserved.,3–31,Strategic Approach to Job Analysis,Strategic JAIdentify tasks, duties and responsibilities along with appropriate KSAOs needed to perform the job as

66、it will exist in the future.Focusing on behaviors needed to be successfulChanging from jobs to roles in an organizationRoles include:JobCareerInnovatorTeam memberOrganizational citizen,Copyright © 2004 South

67、-Western. All rights reserved.,3–32,Competency Approach to Job Analysis,CompetenciesBasic characteristics that can be linked to enhanced performance by individuals or teams.Identify core competencies needed to perform

68、the job.As it exists today and as it may change in the future, and to contribute to the organization’s effectiveness.Includes both general and specific competencies.Reasons for using the competency approachTo communi

69、cate value behaviors throughout the organization.To raise the competency levels of the organization.To emphasize the capabilities of people to enhance organizational competitive advantage.,Copyright © 2004 South-W