Human Resource Management 1

COHRA2 - WEEK 2

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 Human Resource Management 1
COHMA2 - WEEK 2
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Eduvos (Pty) Ltd (formerly Pearson Institute of Higher Education) is registered with the Department of Higher Education and Training as a private higher education institution under the Higher Education Act, 101, of
1997. Registration Certificate number: 2001/HE07/008
Week 2: Lesson 1
Introduction
• Describe job design and job analysis.
• The following reflects the learning outcomes and associated assessment criteria:

Learning Outcome Assessment criteria

1. Describe job design 1. Assess dividing work into jobs.

2. Describe the totality of designing jobs.
and job analysis. 3. Discuss the newer organisational approaches.
(Chapter 5) 4. Evaluate the office environment.
5. Describe robotics.
6. Examine ergonomics.
7. Describe productive measures.
8. Critically discuss other job design issues: work schedules and work locations.
9. Evaluate the nature of job analysis.
10. Discuss the importance of job analysis.
11. Describe the components of a job.
12. Explain programme implementation.
13. Discuss job analysis problems.
Let’s go!
 Chapter 5

Job Design and Job Analysis

 Dividing Work into Jobs
Work is an effort directed towards producing
or accomplishing particular results.

A job is the grouping of tasks, duties and

responsibilities that constitute the total
work assignment for an employee.
 Dividing Work into Jobs (continued)
• Workflow analysis – studies the
way work moves through the
organisation

o desired & actual outputs

o activities
o inputs
 Dividing Work into Jobs (continued)
• Re-engineering business process
o Generates the needed
changes in the business
processes
o Purpose: To improve such
activities as product
development, customer
service & service delivery
Dividing Work into Jobs (continued)

Re-engineering may ultimately require the use of work

teams, training employees to do more than one job, and
reorganising operations, workflow and offices to simplify
and speed up the work.
Dividing Work into Jobs (continued)
• External organisational factors
o Environmental uncertainty, availability & introduction of
new technology
• Internal organisational factors
o Management & leadership style.
o Technology within the organisation & systems
 Designing Jobs
• Major HR concerns:
o Employee productivity
o Job satisfaction

• Job design (JD) is the manipulation of the content, functions and

relationships of jobs in a way that both accomplishes organisational
goals and satisfies the personal needs of individual job holders.

• JD determines how work is performed and greatly affects how an

employee feels about a job, how much authority an employee has
over the work, how much decision-making the employee performs
on the job and how many tasks the employee should complete.
Let’s test our knowledge…
Which of the following is NOT one of the
dimensions of job design?
A)Skill variety
B) B) Task identity
C) C) Task difficulty
D)D) Autonomy

Which dimension of job design refers to

the extent to which a job requires the use
of different skills and abilities?
E) Task identity
F) B) Feedback
G)C) Autonomy
H)D) Skill variety
Let’s test our knowledge…

The Comprehensive Model of Job Design is

used to improve which of the following
employee outcomes?
A) Stress levels
B) Turnover rate
C) Job satisfaction
D) Workload efficiency

Which dimension of job design refers to how

much an employee receives information about
their performance?
A)Autonomy
B) Task significance
C) Feedback
D)Skill variety
A comprehensive model of job design
A comprehensive model of job design
Dimensions of job design
 Designing Jobs
(Continued)
• Specialisation-intensive jobs
o Job simplification (job specialisation) – jobs with
very few tasks that are repeated often during the
workday
o Problem of over-specialisation
o Repetition
o Mechanical pacing
o No end product
o Little social interaction
o No input
o Job dimensions
Designing Jobs
(Continued)
• Motivation-intensive jobs
– Job rotation
– Job enlargement
– Job enrichment
• The sociotechnical approach
– Self-managed work teams
– Virtual teams
 The Motivation–intensive approach includes:
Job Rotation: Advantages:
Example: (Retail shop floor) • Improve production and efficiency.
Periodically assigning employees to • Reduce on-the-job injuries.
alternating jobs or tasks (it does not
change the basic nature of the jobs). Disadvantages:
• It’s been criticised as nothing more than having an employee perform several boring and monotonous jobs
rather than one.
• It does not increase employees’ interest in their work.

Job enlargement Advantages:

Increasing the number of tasks • Provides work-paced (rather than machine paced) control.
performed – tries to eliminate short • Decreases absenteeism and turnover.
cycle jobs that create boredom.
Disadvantages:
• Requires longer training period.
• Some employees do not enjoy/ understand complexity – attention span too short to complete an enlarged
set of tasks.

Job enrichment Advantages:

The employee decides how the job is • Meets the employee’s need for responsibility, challenging work and achievement.
performed, planned and controlled. • Increased performance.

Disadvantages:
• Will not succeed if the working environment is not supportive – requires top management’s commitment
and substantial changes in leadership styles from supervisors and managers.
• Requires retraining of employees
Newer Organisational Approaches
• Total quality management (TQM)
o Focuses on the quality of all the processes
that lead to the final product or service
o It requires support of top management & the
belief that quality is a key part of every
employee’s job
o Customer focus in the process of designing
and improving quality
o Proper implementation requires a clear vision
& support of top management and a focus on
results, NOT the process
Newer Organisational Approaches
(Continued)
• South African Quality Institute (SAQI)
coordinates total quality effort.
• Companies can obtain TQM accreditation by
applying for certification in ISO 9001:2015.
• South African National Accreditation System
(SANAS) coordinates accreditation in South
Africa.
 The Office Environment
• Work environment (space, workstations, light etc.) affects
employee morale, productivity and quality, absenteeism &
turnover
• Creativity can happen anywhere
• Retain the services of an architect or design consultant
 Robotics
• The use of robots to perform routine tasks
• Industrial robots:
o Anthropomorphic: approximate the
appearance and functions of humans
o Nonanthropomorphic: machine-like with
limited functionality
• New robots perform most of the shaping,
bending and drilling work that workers used to
perform. In South Africa, many of these robots
can be found in the motor manufacturing
industry.
• Employees need to re-skill to perform augmented
jobs.
 Ergonomics
• Taking into account the human factor in
designing the employee’s workstation
• Relationship between the employees and
their workstations: machines, lighting, noise,
chairs etc., can affect productivity
• Consider the following aspects in designing
employee workstations:
o Posture
o The back
o The hand
o The environment
Let’s watch a video

*Click here if the video does not want to play

 Productivity Measures
Productivity: A measure of the output
of goods and services directly relative to the
input of labour, material and equipment.
• Quantity or volume produced
• Accurate measure of productivity is vital to
organisational improvement effort
• Gain competitive advantage
• Strategies to improve productivity & quality
Productivity Measures (continued)
• Organisations must be careful not to measure
the wrong things or overlook those that are
critical to success.
• Merely implementing quality techniques,
including employee empowerment and
benchmarking will not produce benefits.
• Productivity is the relationship between what
is put into a piece of work (input) and what is
yielded (output).
Major components of productivity
Three Major Components of Productivity

• Utilisation – the extent to which we use the

resources.

• Efficiency – doing things right.

• Effectiveness – doing the right things

 Other Job Design Issues
• Work schedules
o Flexitime
o Compressed workweeks

• Alternative physical work locations

o Telecommuting
 The Nature of Job Analysis
• Job analysis is a systematic way to gather and
analyse information about the content, context and the
human requirements of jobs.
• Investigates:
– Levels of decision-making
– Skills employees need to do a job adequately
– Autonomy of the job
– Mental effort required to perform the job
– Machines operated, reports completed & special
financial/other responsibilities
– Working conditions (levels of temperature, light etc.)
 The Importance of Job Analysis
• New realities:
o Organisational restructuring due to
downsizing
o The need to motivate and reward people
o The impact of technology on jobs throughout
the organisation
o Labour legislation about employment equity
and general discriminatory practices
o The implementation of teams
o Depth and breadth of teams
 Components of a Job
To understand a specific job and to be able to make comparisons
among or between jobs, it is important that anyone analysing a job
should know that it can be broken down into several components
and arranged into a hierarchy of work activities.
Hierarchy of work activities
Job family

Occupation
Job
Position
Duty
Task
Element
 Programme Implementation
• Committee review
• Information collection
o General methods
 Site observations
 Work sampling
 Interviews
 Diaries
 Questionnaires
 Programme Implementation
(continued)
o Specific methods
 The Job Element Method
 Ability Requirement Scales
 The Comprehensive Occupational Data Analysis
Programme (CODAP)
 The Position Analysis Questionnaire (PAQ)
 The Management Position Description Questionnaire
(MPDQ)
 Functional Job Analysis (FJA)
 The Common-Metric Questionnaire (CMQ)
 The Work Profiling System (WPS)
 Programme Implementation
(continued)
• Information review
• Product completion
o Job description (JD)
o Uses of a JD:
 Recruitment
 Interviewing
 Orientation/onboarding
 Training
 Job evaluation
 Job design
 Wage/salary survey
 Performance appraisal
 Health & safety
 Outplacement
 Programme Implementation
(continued)

o Elements of a JD:
 Job Identification
 Job Summary
 Job duties & responsibilities

o Job specification (JS)

 Skills
 Knowledge
 Abilities

• Future use & updating

 Job Analysis Problems
• Employee fear
• Need to update information regularly
• Job is held by only one or two employees
• Managers often feel restricted as they believe that the JA & JD
have an impact on the flexibility that they have
 Newer Research on Job Design
• Job crafting
• Generational differences and reactions to jobs
• Transformational leadership
• Job design and new work arrangements
• Job design in a digitised gig economy

Almost done…
 Activity
ACTIVITY 1
In breakout rooms, discuss Job analysis problems and give feedback on your discussion.

Job analysis problems

• Employee fears- see the process as a threat to their future employment.( i.e., reducing employees,
delayering, downsizing)
• Overcome this problem by involving the employees and their representatives and explain the purpose of the
process.
• Outdated? How to keep the information current-keep on updating the job descriptions.
• Problem comes in if the job is only done by one person and manager is concerned that the job description is
not flexible enough.
• Focus must be on the job content and not how well the employee preforms in the job.
• Employees do not want to do a task if it is not in the job description
• Cover by phrase” any reasonable task within the capability of the job holder”
IMPORTANT REMEMBER YOUR QUIZ

Week 3:
Kindly prepare for Week 3.

That’s all, goodbye :)