工作分析工艺室职责及工作范围要求.ppt

《工作分析工艺室职责及工作范围要求.ppt》由会员分享，可在线阅读，更多相关《工作分析工艺室职责及工作范围要求.ppt（57页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、The Nature of Job AnalysisJob AnalysisThe process 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 gathe

2、ring,analyzing,and structuring information about a jobs components,characteristics,and job requirements.Producing the job description(task,duties,and responsibilities)and job specification(KSAOs)3Copyright 2004 South-Western.All rights reserved.*Important Job Analysis TermsTask:a distinct,identifiab

3、le 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.Position:set of tasks and duties performed by single individual vThe different duties and responsibilities pe

4、rformed by only one employeeJob:group of positions that are identical with respect to their major significant tasks and sufficiently alike to be covered by single analysis vA group of related activities and dutiesJob Family:A group of individual jobs with similar characteristicsOccupation:general cl

5、ass of jobs Career:sequence of jobs held by individual throughout lifetime 4Copyright 2004 South-Western.All rights reserved.*Other Important Job Analysis TermsJob Description:vWritten narrative describing activities performed on a job;includes info about equipment used and working conditions.vState

6、ment of the tasks,duties,and responsibilities(TDRs)of a job to be performedJob Specification:vIdentifies major job responsibilities;outlines specific ksa,and other physical and personal characteristics necessary to perform a job.vStatement of the needed knowledge,skills,abilities,and other character

7、isitcs(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 selection must relate specifically to the duties of the job.5Copyright 2004 South-Western.All rights reserved.*Job AnalysisWhich jobs to include?Those critical t

8、o 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 altogether new jobs Entry level jobsWho is involved in JASources of information used in JA6Copyright 2004 Sout

9、h-Western.All rights reserved.*Job RequirementsJob RequirementsRelationship of Job Requirementsto Other HRM FunctionsRecruitmentRecruitmentSelectionSelectionPerformance Performance AppraisalAppraisalTraining and Training and DevelopmentDevelopmentCompensation Compensation ManagementManagementDetermi

10、ne recruitment qualificationsDetermine recruitment qualificationsProvide job duties and job Provide job duties and job specifications for selection processspecifications for selection processProvide performance criteria for Provide performance criteria for evaluating employeesevaluating employeesDet

11、ermine training needs and develop Determine training needs and develop instructional programsinstructional programsProvide basis for determining Provide basis for determining employees rate of payemployees rate of payPresentation Slide 317Copyright 2004 South-Western.All rights reserved.*Job Analysi

12、s in Perspective8Copyright 2004 South-Western.All rights reserved.*Figure 3.1The Process of Job Analysis9Copyright 2004 South-Western.All rights reserved.*Determining Job Requirements What employee doesWhat employee does Why employee does itWhy employee does it How employee does itHow employee does

13、it Determining job requirementsDetermining job requirements Summary statement of the jobSummary statement of the job List of essential functions of the List of essential functions of the jobjob Employee orientationEmployee orientation Employee instructionEmployee instruction Disciplinary actionDisci

14、plinary action Personal qualifications required Personal qualifications required in terms of skills,education and in terms of skills,education and experienceexperience RecruitmentRecruitment SelectionSelection DevelopmentDevelopmentNature of:Job AnalysisJob AnalysisJob DescriptionJob DescriptionJob

15、SpecificationJob SpecificationBasis for:Presentation Slide 3210Copyright 2004 South-Western.All rights reserved.*Job Analysis and Essential Job FunctionsEssential FunctionsStatements in the job description of job duties and responsibilities that are critical for success on the job.vThe purpose of es

16、sential 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 limited number of employees are available to perform the function.The function is specialized,requiring needed expertise or abilities to c

17、omplete the job.11Copyright 2004 South-Western.All rights reserved.*Performing Job Analysis1.Select jobs to study2.Determine information to collect:Tasks,responsibilities,skill requirements3.Identify sources of data:Employees,supervisors/managers4.Methods of data collection:Interviews,questionnaires

18、,observation,diaries and records5.Evaluate and verify data collection:Other employees,supervisors/managers6.Write job analysis reportPresentation Slide 3312Copyright 2004 South-Western.All rights reserved.*Gathering Job InformationInterviewsQuestionnairesObservationDiaries13Copyright 2004 South-West

19、ern.All rights reserved.*Controlling the Accuracy of Job InformationFactors influencing the accuracy of job informationSelf-reporting exaggerations and omissions by employees and managersCollecting information from a representative sample of employeesCapturing all important job informationvLength of

20、 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 job14Copyright 2004 South-Western.All rights reserved.*Job Analysis MethodsTask Analysis InventoryRespondents are

21、 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 to which th

22、e 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 data Disadvan

23、tages:time-consuming and expensive 15Copyright 2004 South-Western.All rights reserved.*Job Analysis MethodsPosition Analysis Questionnaire(PAQ)Complex,standardized,structured itemsRepresent general work behaviors,work conditions,or job characteristics27 job dimensions,187 elements with 6 divisionsv

24、195 items including general questionsUsed 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 dataDisadvan

25、tages: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,so other methods would also need to be employed 16Copyright 2004 South-Western.All rights reserved.*A Sample Pag

26、e from the PAQFigure 3.3Source:Position Analysis Questionnaire,copyright 1969,1989 by Purdue Research Foundation,West Lafayette,Ind.47907.Reprinted with permission.17Copyright 2004 South-Western.All rights reserved.*Job Analysis and the U.S.Department of LaborFunctional Job Analysis(FJA)Quantitative

27、 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,and(3)things.Assess what worker does and how a task is performedFive parts:Goals of the orga

28、nization,What workers do to achieve goals,Level and orientation of what workers do,Performance standards,and Training contentAdvantages:Comprehensive,quantitative procedure;method and standardized language help to ensure systematic approach to JA;provides reliable task analysis data Disadvantages:Ex

29、pensive and method is labor intensive and time-consuming 18Copyright 2004 South-Western.All rights reserved.*Job Analysis and the U.S.Department of LaborDictionary of Occupational TitlesA systematic occupational classification structure based on interrelationships of job tasks and requirements.Conta

30、ins 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 the FJA components.Organizations can use job descriptions from the DOT and modify them to fit the particular organiza

31、tional situation.19Copyright 2004 South-Western.All rights reserved.*O*NET and Job AnalysisDictionary 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 continuously.The DOL has made

32、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.20Copyright 2004 South-Western.All rights reserved.*Difficulty Levels of Worke

33、r 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 Manipulating5 Copying5 Persuadin

34、g5 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.Government Printing Office,

35、1991),5.LessMore21Copyright 2004 South-Western.All rights reserved.*HRIS and Job AnalysisHuman resource information systems(HRIS)help automate the process of job analysis.22Copyright 2004 South-Western.All rights reserved.*Preparing the Job DescriptionJob Job AnalystAnalystInterviewInterviewQuestion

36、naireQuestionnaireInterviewInterviewQuestionnaireQuestionnaireObservationObservationSupervisorSupervisorEmployeesEmployeesCombine and Combine and reconcile datareconcile dataTentative Tentative draftdraftFinal Final DraftDraftSecuring Securing consensusconsensusPresentation Slide 3423Copyright 2004

37、South-Western.All rights reserved.*Key Elements of a Job DescriptionJob TitleIndicates job duties and organizational levelJob IdentificationDistinguishes job from all other jobsEssential Functions(Job Duties)Indicate responsibilities entailed and results to be accomplishedJob SpecificationsSkills re

38、quired to perform the job and physical demands of the job24Copyright 2004 South-Western.All rights reserved.*Job DescriptionsJob 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.25Cop

39、yright 2004 South-Western.All rights reserved.*Job Descriptions(contd)Job Identification SectionDepartmental location of the jobPerson to whom the jobholder reportsDate the job description was last revisedPayroll or code numberNumber of employees performing the jobNumber of employees in the departme

40、nt where the job is locatedO*NET code number.“Statement of the Job”26Copyright 2004 South-Western.All rights reserved.*Job Descriptions(contd)Job Duties,or Essential Functions,SectionStatements of job duties that:vAre arranged in order of importance that indicate the weight,or value,of each duty;wei

41、ght 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 functions of the job t

42、o be performed.27Copyright 2004 South-Western.All rights reserved.*Job 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 traini

43、ng,personal traits or abilities,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 environment28Copyright 2004 South-Western.All rights reserved.*P

44、roblems with Job DescriptionsIf 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 specifications not related to job success.They can limit the scope of activities of the jobholder,red

45、ucing organizational flexibility.29Copyright 2004 South-Western.All rights reserved.*Writing Clear and Specific Job DescriptionsCreate 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 emp

46、loyee performing the 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 criteria.30Copyright 2004 South-Western.All rights reserved.*Strategic A

47、pproach to Job AnalysisStrategic JAIdentify tasks,duties and responsibilities along with appropriate KSAOs needed to perform the job as it will exist in the future.Focusing on behaviors needed to be successfulChanging from jobs to roles in an organizationRoles include:vJobvCareervInnovatorvTeam memb

48、ervOrganizational citizen31Copyright 2004 South-Western.All rights reserved.*Competency Approach to Job AnalysisCompetenciesBasic characteristics that can be linked to enhanced performance by individuals or teams.Identify core competencies needed to perform the job.As it exists today and as it may c

49、hange in the future,and to contribute to the organizations effectiveness.Includes both general and specific competencies.Reasons for using the competency approachTo communicate value behaviors throughout the organization.To raise the competency levels of the organization.To emphasize the capabilitie

50、s of people to enhance organizational competitive advantage.32Copyright 2004 South-Western.All rights reserved.*Competency Analysis MethodologyIdentify future performance results areas critical to the organization.Assemble panel groups familiar with the company.Interview panel members to get example