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Chapter 3: Defining and Designing the Work Role of Line Manager • Primary individual who determines what work is to be performed and in what order, to reach the company’s goals or objectives • Takes an active role in determining the knowledge, skills, abilities and attitudes (KSAs) needed to successfully perform work Job: a group of related activities and duties Position: specific duties and responsibilities performed by only one employee Work: tasks or activities that need to be completed Job analysis • Process to gather job information • Is a cornerstone of HRM • Identifies duties, tasks, skills, knowledge, attitudes and abilities to perform work successfully • A job description is the written output from job analysis • Purpose of job analysis: to improve organizational performance and productivity Process of job analysis

Job descriptions • Written document that contains: – Job title – Summary of job – Job duties and responsibilities

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Job specifications (skills, abilities, knowledge, experience. Performed by only one employee) Performance standards Date

Problems with Job Descriptions • Poorly written, using vague rather than specific terms • Lack of updating • May violate law by containing specifications not related to job • Can limit scope of activities • May not contain standards of performance Standards of Performance • Identifies expected results of the job • Minimizes misunderstandings • Establishes foundation for taking corrective action • Key to progressive discipline and legal dismissal Job Analysis in Changing Environment • Job analysis assumes static environment • In dynamic environments, jobs can change rapidly • New job analysis approaches include: – Future orientation: how jobs should be restructured to meet future organizational requirements – Competency-based: emphasis is placed on characteristics or behaviors of successful performers rather than on standard job duties and tasks and so on – “Living” job description: a behavioral job description, how the work should be done and what results are expected Uses of Information from Job Analysis • Recruitment • Selection • Training and development • Performance review • Health and safety • Compensation management Job Design Process of defining and organizing taks, roles, and other processes to achieve

employee goals and orgnizational effectiveness. Can include job rotation, job enlargement, and job enrichment

Job Characteristics Model • Skill variety: the degree to which a job entails a verity of different activities • Task identity: doing a job from beginning to end with a visible outcome • Task significance: job has substantial impact on lives or work of other people • Autonomy: job provides substantial freedom, independence and discretion • Feedback: job gives worker clear feedback Job Enrichment • Enriching jobs results in increased job performance and satisfaction if there is modification to three psychological states; – Meaningfulness – Sense of responsibility – Feedback on results – Employees also need the desire and ability to make this a reality Line Manager and Job Design • Line manager needs to understand different forms of employee involvement • Line manager will be expected to help create opportunities for involvement, as well as support and encourage employee involvement Employee Empowerment & Engagement • Pushing down decision-making responsibility to those close to internal and external customers • Relies upon shared information and power to act • Must invest in training and development • Culture of organization must be open and receptive to change and to risk • Shown to increase employee engagement Employee teams • Groups of employees who assume a greater role in the production or service process • Can be self-managed where they set own work schedules and deal directly with customers • Can be “virtual” Future Design of Organizational Work • Non-traditional employment forms such as contract work, telework, e-work • Use and convergence of social, mobile, and cloud computing technologies • Dynamic and fluid relationships • More attention needed in job crafting to ensure organization context and culture is part of design

SUMMARY 1. Explain the supervisor’s role in defining and designing work  Line manager or supervisor is the primary individual who determines what work needs to be done  Line manger take an active role in determining what skills and abilities are needed to successfully perform the work 2. Discuss the relationship between job requirements and HRM processes  HRM processes, such as recruitment or training, make use of information about the work or job  A job consists of a group of related activities and duties  A position consists of the specific duties and responsibilities performed by only one employee 3. Explain the relationship between job analysis and a job description  Job analysis is the process of obtaining information about jobs (or work) by determining what the duties, tasks, or activities are  The outcome is a job description – a written document that contains a number of elements  A job description is written description listing the types of duties and the skills (job specifications) needed to successfully perform the work 4. Define and describe the sections in a job description  Job title – indication of what the duties might be or the nature of the work  Summary of job – two to three sentences describing the overall purpose of the job  List of duties and responsibilities – statements of the key duties and responsibilities  Job specifications – statement of the needed knowledge, skills, and abilities or competencies of the person who is to perform the work 5. Describe the uses of information gained from job analysis  Job specifications establish the qualifications required of applicants for a job opening and play an essential role in the recruiting function  Information on the job description is used as a basis for comparing the skills and abilities of each applicant in the selection process  Managers must be careful to ensure that they do not hire employees on the basis of “individualized” job requirements that satisfy personal whims but bear little relation to successful job performance  Requirements contained in the job description and specifications provide clues to training needs  The pay of a job is based on what the job demands in skill, effort, and responsibility ,as well as the conditions and hazards under which the work is performed

6. Define employee contribution and describe the relationship of job design to employee contributions  Job design is the process of defining and arranging tasks, roles, and other processes to achieve the employee’s goals and organizational effectiveness  Employee contribution is the degree to which employees are involved in making critical workprocess or organizational decisions  Job design can enhance or take away from the employee’s ability to participate in decision making

7. Discuss the different types of work designs to increase employee contribution  Employee empowerment is a method of involving employees in their work and encouraging them to take charge of what they do  Employee involvement groups are groups of five to ten employees doing similar or related work who meets together regularly to identify, analyze, and suggest solutions to shared problems  Employee teams are groups of employees who assume a greater role in the production or service process...