Concept and Brief Description
This chapter is all about job analysis and how to design work effectively. Job analysis can be a big part of HRM job and they can play a crucial role in not only analyzing but helping in designing and redesigning jobs. For a HRM to do this effectively they need to have a good understanding of the business as a whole. There are many methods to doing effective job analysis from questionnaires, to interviewing incumbents, and also government and industry resources.
Upon completion of a proper analysis, the company then needs to use this information to come up with job descriptions and job specifications. Once they have done this they need to continually update these and re-analyze the jobs to stay on top of changes. There should be a focus on increasing efficiency while still staying focused on keeping employee’s happy and motivated to do their job.
What if you had the opportunity to work from home and still make the same amount as you did by going to the office everyday? Would you do it and do you believe that you could remain as productive?
Key Points to Elicit in Discussion
When analyzing a job you can rely on information from incumbents but it should not be your only source of information. Why?
When the focus is too much on making a job “easy” it can make it so the employee does not feel motivated. When a job is too complicated the employee may feel overwhelmed and quit. How do you find the middle ground?
What is the difference between job enlargement and job enrichment?
What are some examples of “flexible work schedules”?
What does KSAOs stand for? Where is it used?
What does TDRs stand for? When is it used?
What are the three categories of inputs for companies?