Chapter 3
Analyzing Work and Designing
Jobs
Prepared by: Sandra Steen, University of
Regina
© 2019 McGraw-Hill Education
Limited
Learning Objectives
LO1: Summarize the elements of work flow analysis
and how work flow relates to an organization’s structure
LO2: Discuss the significance of job analysis and
identify the elements of a job analysis
L03: Tell how to obtain information for a job analysis
and review job analysis developments
L04: Understand the different approaches to job design
Chapter • 2
Exceptionally Interesting Jobs in
STEM
■Do you tend to
associate STEM
(Science-Technology-
Engineering-Math) jobs
with lab coats or skate
parks?
■Many jobs in STEM may
be unexpected and
dynamic e.g. skate park
engineer
Chapter • 3
Workflow in Organizations
■ Work flow design
– The process of analyzing the tasks necessary for
the production of a product or service
■ Job
– A set of related duties
■ Position
– The set of duties (job) performed by a particular
person
Chapter • 4
Work Flow Analysis
Chapter • 5
How Does the Work Fit with the
Organization’s Structure?
■ Units and individuals must cooperate to create outputs
– Ideally, the structure brings together people to
collaborate and efficiently produce the outputs
■ Centralized structure
– Authority is concentrated at the top of the
organization
■ Decentralized
– Authority spread among many people
Chapter • 6
Job Analysis
Chapter • 7
Outcome of Job Analysis: Job
Description
Chapter • 8
Outcome of Job Analysis: Job
Specification
Chapter • 9
Job Description vs. Job
Specification
Job Description Job Specification
List of the tasks, A list of the
duties, and knowledge, skills,
responsibilities abilities, and other
(TDRs) that a characteristics
particular job (KSAOs) a job
entails holder must have
TDRs are Observable only
observable actions when TDRs are
being carried out
Chapter • 10
Sources of Job Information
• People who currently hold the job
Incumbents • Provide accurate estimates of time
• Supervisors should review the
Observers information provided by incumbents
• Identify importance of job duties
• National Occupational Classification
Federal
(NOC) provides standardized sources
Government of information about jobs
.
Chapter • 11
Job Analysis Methods
■ Position Analysis Questionnaire
– One of the broadest and most researched instruments for
analyzing jobs
■ Information input & mental processes
■ Work output
■ Relationships with other persons
■ Job context & other characteristics
■ Fleishman Job Analysis System
– Asks SMEs (typically job incumbents) to evaluate a job in
terms of the abilities required to perform the job
■ 52 categories of abilities
■ Uses a 7-point scale with phrases
Chapter • 12
Developments in Job Analysis
■ Analyze jobs in the context of strategy, structure, &
performance
■ Need to be agile and adaptive – jobs change and evolve
■ Downsizing requires changes in the nature of jobs
■ Analysis of work flows vs. traditional job analysis due to:
– Changes in nature of work
– Project-based organizational structures
– Shift to on-demand economy
Chapter • 1
Job Design
■ Job Design
– Process of defining the way work will be performed and
tasks that a job requires
■ Job Redesign
– Similar process that involves changing an existing job
design
■ To design jobs effectively
– Thoroughly understand the job and its place in the work
unit’s work flow process
Chapter • 1
Approaches to Job Design
Chapter 3 • 1
5
Designing Efficient Jobs
■ Industrial Engineering
– The study of jobs to find the simplest way to structure
work in order to maximize efficiency
– Seeks the “one best way” to perform a job
– Benefits include lower costs and greater output per worker
■ Focus on efficiency alone can create jobs that are boring and
feel meaningless
■ Most organizations combine industrial engineering with other
approaches
Chapter • 1
Designing Jobs that Motivate
Chapter 3 • 1
7
Application of the Job
Characteristics Approach
■ Job enlargement
– Broadening types of tasks e.g. job extension and job rotation
■ Job enrichment
– Adding more decision-making authority
■ Self-managed work teams
■ Flexible work schedules e.g. flextime, job sharing, compressed
workweek
■ Telework and remote work
– Easiest to implement for managerial, professional, office, and
sales jobs
Chapter • 1
Designing Jobs for Physical
Health & Well-Being
■ Ergonomics
– Study of the interface between individuals’ physiology
and the characteristics of the physical work environment
■ Goal is to minimize physical strain on the worker
– Reduce physical demands of certain jobs
– Re-design machines and technology
– Reduce repetitive strain injuries e.g. mobile devices
■ Concerns about mobile devices, laptops, touchscreens
Chapter • 1
Designing Jobs for Mental Health
& Well-Being
■ Cognitive ergonomics
– Recognizes the mind has capabilities as well as
limitations
■ Design jobs so that they can be performed given the
way the brain processes information
– Provides valuable information to support
employees’ mental health and well-being
Chapter • 2
Summary
LO1: Work flow analysis identifies the amount and quality of
a work unit’s outputs and determines the processes needed
to produce the outputs and inputs used
LO2: Job analysis provides a foundation for carrying out
many HRM responsibilities
LO3: Job analysis information comes from incumbents,
supervisors, and other sources
LO4: Approaches to job design include efficiency, motivation,
physical health and well-being, and mental health and well-
being
Chapter • 2
