工作分析和工作计划英文.ppt

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1、PART TWO-STAFFING THE ORGANIZATIONJob AnalysisandJob Design5Chapter 5 OverviewlBasic TerminologylJob AnalysislJob DesignlBasic Terminology lJob Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Occupational Titles O*NET Di

2、ctionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job AnalysisFigure 5.1|Relationship among Different Job ComponentslBasic Terminology lJob Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional Job Analysis Dictionary of Oc

3、cupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job AnalysisTable 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 ap

4、plicable)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 gre

5、atly 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 AnalysislBasic Terminology lJob An

6、alysis 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 AnalysisTable 5.2A job description should be a formal,written

7、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

8、 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

9、may qualify next).Contents of a Job DescriptionlBasic 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 Problem

10、s 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 Te

11、rminology 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 AnalysisTable 5.3CategoryInformation inputMen

12、tal 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

13、?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 r

14、elevant 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 p

15、ace.Amount of job structure.Employee Activity Categories Used in the PAQTable 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 Question

16、naire(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 instruct

17、ions,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,photograph

18、ic 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 frequent2Occasional3Moderate4Considerable5Ve

19、ry substantial(Continued)Table 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 measure

20、ments;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 modifie

21、d,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,hand

22、led,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

23、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

24、 in their work,as covered by item 7)Sample page from the Position Analysis Questionnaire(PAQ)Table 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.41

25、4.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

26、 of actions.8.Approval of financial commitments.9.Staff service.10.Supervision.11.Complexity and stress.12.Advanced financial responsibility.13.Broad personnel responsibility.lBasic Terminology lJob Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQuestionnaires Functional

27、Job Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job AnalysisTable 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 Difficult

28、y for Worker Functions in FJADataPeopleThings0Synthesizing0Mentoring0Setting up1Coordinating1Negotiating1Precision working2Analyzing2Instructing2Operating-controlling3Compiling3Supervising3Driving-operating4Computing4Diverting4Manipulating5Copying5Persuading5Tending6Comparing6Speaking-signaling6Feed

29、ing-offbearing7Serving7Handling8Taking instructions-helpinglBasic 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 Poten

30、tial Problems with Job AnalysisTable 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 DOTFigure 5.2|Human Resources Manager

31、 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).lBasic Terminology lJob Analysis Products of Job Analysis Job Analysis MethodsObservationInterviewsQu

32、estionnaires 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

33、Analysis Dictionary of Occupational Titles O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis Potential Problems with Job AnalysisTable 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 posit

34、ion 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

35、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 performin

36、g 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 i

37、s 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 De

38、termine Essential FunctionslBasic 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 Analysisl

39、Job Design Job Scope and Job DepthSociotechnical Approach to Job DesignThe Physical Work EnvironmentAlternative Work SchedulesFlextimeTelecommutingJob SharingCondensed WorkweekTable 5.91.Fewer skills required per person,which makes it easier to recruit and train employees.2.Increased proficiency thr

40、ough 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

41、 SpecializationlJob 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 EnvironmentAlterna

42、tive 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 WorkweekQuestionsQuestions