工作分析和工作计划英.ppt

C h a p t e rC h a p t e rPART TWO-STAFFING THE ORGANIZATIONJob AnalysisandJob Design5McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-2Chapter 5 OverviewlBasic TerminologylJob AnalysislJob DesignMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-3lBasic Terminology lJob Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job AnalysisMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-4Figure 5.1|Relationship among Different Job ComponentsMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-5lBasic Terminology lJob Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job AnalysisMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-6Table 5.1Area of InformationContentsJob title and locationName of job and where it is located.Organizational relationshipA brief explanation of the number of persons supervised(if applicable)and the job title(s)of the position(s)supervised.A statement concerning supervision received.Relation to other jobsDescribes and outlines the coordination required by the job.Job summaryCondensed explanation of the content of the job.Information concerningThe content of this area varies greatly from jobjob requirementsto job and from organization to organization.Typically it includes information on such topics as machines,tools,and materials;mental complexity and attention required;physical demands and working conditions.Information Provided by a Job AnalysisMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-7lBasic Terminology lJob Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job AnalysisMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-8Table 5.2A job description should be a formal,written document,usually from one tothree pages long.It should include the following:lDate written.lJob Status(full-time or part-time;salary or wage).lPosition title.lJob summary(a synopsis of the job responsibilities).lDetailed list of duties and responsibilities.lSupervision received(to whom the jobholder reports).lSupervision exercised,if any(who reports to this employee).lPrincipal contacts(in and outside the organization).lRelated meetings to be attended and reports to be filed.lCompetency or position requirements.lRequired education and experience.lCareer mobility(positions for which job holder may qualify next).Contents of a Job DescriptionMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-9lBasic Terminology lJob Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job AnalysislBasic Terminology lJob Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job AnalysislBasic Terminology lJob Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job AnalysisMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-10Table 5.3CategoryInformation inputMental processesPhysical activitiesRelationships withother peopleJob contextOther jobcharacteristics DescriptionWhere and how does the employee get the information used in performing the job?What reasoning,decision-making,planning,and information-processing activities are involved in performing the job?What physical activities does the employee perform,and what tools or devices are used?What relationships with other people are required in performing the job?In what physical or social contest is the work performed?What activities,conditions,or characteristics other than those described above are relevant to the job?ExamplesUse of written materials.Near-visual differentiation.Level of reasoning in problem solving.Coding/decoding.Use of keyboard devices.Assembling/disassembling.Instructing.Contacts with public,and/or customers.High temperature.Interpersonal conflict situations.Specified work pace.Amount of job structure.Employee Activity Categories Used in the PAQMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-11Table 5.4Source:E.J.McCormick,P.R.Jeanneret,and R.C.Mecham,Position Analysis Questionnaire.Copyright 1969 by Purdue Research Foundation,West Lafayette,Ind.Reprinted with permission.Sample page from the Position Analysis Questionnaire(PAQ)Information inputI.I Sources of Job InformationRate each of the following items in terms ofthe extent to which it is used by the worker asa source of information in performing the job.I.I.I Visual Sources of Job Information1Written materials(books,reports,office notes,articles,job instructions,signs,etc.)2Quantitative materials(materials which deal with quantities or amounts,such as graphs,accounts,specifications,tables of numbers,etc.)3Pictorial material(pictures or picturelike materials used as sources of information,for example,drawings,blueprints,diagrams,maps,tracings,photographic films,x-ray films,TV pictures,etc.)4Patterns/related devices(templates,stencils,patterns,etc.,used as sources of information when observed during use;do not include here materials described in item 3 above)Code Extent of UseNDoes not apply1Nominal/very frequent2Occasional3Moderate4Considerable5Very substantial(Continued)McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-12Table 5.4(concluded)5Visual displays(dials,gauges,signal lights,radarscopes,speedometers,clocks,etc.)6Measuring devices(rules,calipers,tire pressure gauges,scales,thickness gauges,pipettes,thermometers,protractors,etc.,used to obtain visual information about physical measurements;do not include here devices described in item 5 above)7Mechanical devices(tools,equipment,machinery,and other mechanical devices which are sources of information when observed during use or operation)8Materials in process(parts,materials,etc.,which are sources of information when being modified,worked on,or otherwise processed,such as bread dough being mixed,workpiece be turned in a lathe,fabric being cut,shoe being resoled,etc.)9Materials not in process(parts,materials,objects,etc.,not in the process of being changed or modified,which are sources of information when being inspected,handled,packaged,distributed,or selected,etc.,such as items or materials in inventory,storage,or distribution channels,items being inspected,etc.)10Features of nature(landscapes,fields,geological samples,vegetation,cloud formations,and other features of nature which are observed or inspected to provide information)11“Man-made”features of environment(structures,buildings,dams,highways,bridges,docks,railroads,and other“man-made”or altered aspects of the indoor or outdoor environment which are observed or inspected to provide job information;do no consider equipment,machines,etc.,that individuals use in their work,as covered by item 7)Sample page from the Position Analysis Questionnaire(PAQ)McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-13Table 5.5Source:W.B.Tornov and P.R.Pinto,“The Development of a Managerial Job Taxonomy:A System for Describing,Classifying,and Evaluating Executive Positions,”Journal of Applied Psychology 61,no.4(1976),p.414.Management Position Description Questionnaire Categories1.Product,marketing,and financial strategy planning.2.Coordination of other organizational units and personnel.3.Internal business control.4.Products and services responsibility.5.Public and customer relations.6.Advanced consulting.7.Autonomy of actions.8.Approval of financial commitments.9.Staff service.10.Supervision.11.Complexity and stress.12.Advanced financial responsibility.13.Broad personnel responsibility.McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-14lBasic Terminology lJob Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job AnalysisMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-15Table 5.6Source:U.S.Department of Labor,Revised Handbook for Analyzing Jobs(Washington,D.C.:U.S.Government Printing Office,1991),p.73.Levels of Difficulty for Worker Functions in FJADataPeopleThings0Synthesizing0Mentoring0Setting up1Coordinating1Negotiating1Precision working2Analyzing2Instructing2Operating-controlling3Compiling3Supervising3Driving-operating4Computing4Diverting4Manipulating5Copying5Persuading5Tending6Comparing6Speaking-signaling6Feeding-offbearing7Serving7Handling8Taking instructions-helpingMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-16lBasic Terminology lJob Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job AnalysisMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-17Table 5.71.Professional,technical,and managerial2.Clerical and sales3.Service4.Agriculture,fishing,forestry,and related5.Processing6.Machine trades7.Bench work8.Structural work9.MiscellaneousNine Occupational Categories Used by the DOTMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-18Figure 5.2|Human Resources Manager as Classified by the DOTSource:U.S.Department of Labor,Employment and Training Administration,Dictionary of Occupational Titles,4th ed.,rev.1991(Washington,D.C.:U.S.Government Printing Office,1991).McGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-19lBasic Terminology lJob Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job AnalysislBasic Terminology lJob Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job AnalysisMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-20Table 5.8Source:Wayne E.Barlow and Edward Z.Hare,“A Practical Guide to the Americans with Disabilities Act,”Personnel Journal,June 1992,p.54.1.Does the position exist to perform these functions?If the performance of a particular function is the principal purpose for hiring a person,it would be an essential function.2.Would the removal of the function fundamentally alter the position?If the purpose of the position can be fulfilled without performing the function,it isnt essential.3.Whats the degree of expertise or skill required to perform the function?The fact that an employee is hired for his or her specialized expertise to perform a particular function is evidence that the function is essential.4.How much of the employees time is spent performing the function?The fact that an employee spends a substantial amount of time performing a particular function is evidence that the function is essential.5.What are the consequences of failure to perform the function?The fact that the consequences of failure are severe is evidence that the function is essential.6.How many other employees are available among whom the function can be distributed?The smaller the number of employees available for performing a group of functions,the greater the likelihood that any one of them will have to perform a particular function.Questions to Be Addressed to Determine Essential FunctionsMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-21lBasic Terminology lJob Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job AnalysisMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-22lJob Design Job Scope and Job DepthSociotechnical Approach to Job DesignThe Physical Work EnvironmentAlternative Work SchedulesFlextimeTelecommutingJob SharingCondensed WorkweekMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-23Table 5.91.Fewer skills required per person,which makes it easier to recruit and train employees.2.Increased proficiency through repetition and practice of the same tasks.3.More efficient use of skills by primarily utilizing each employees best skills.4.Low wages due to the ease with which labor can be substituted.5.More conformity in the final product or service.6.Different tasks performed concurrently.Advantages of Job SpecializationMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-24lJob Design Job Scope and Job DepthSociotechnical Approach to Job DesignThe Physical Work EnvironmentAlternative Work SchedulesFlextimeTelecommutingJob SharingCondensed WorkweeklJob Design Job Scope and Job DepthSociotechnical Approach to Job DesignThe Physical Work EnvironmentAlternative Work SchedulesFlextimeTelecommutingJob SharingCondensed WorkweeklJob Design Job Scope and Job DepthSociotechnical Approach to Job DesignThe Physical Work EnvironmentAlternative Work SchedulesFlextimeTelecommutingJob SharingCondensed WorkweeklJob Design Job Scope and Job DepthSociotechnical Approach to Job DesignThe Physical Work EnvironmentAlternative Work SchedulesFlextimeTelecommutingJob SharingCondensed WorkweekMcGraw-Hill/Irwin 2004 The McGraw-Hill Companies,Inc.All rights reserved.5-25QuestionsQuestions