Work Design and Job Analysis: An overview for Managers - PowerPoint PPT Presentation

1 / 12
About This Presentation
Title:

Work Design and Job Analysis: An overview for Managers

Description:

... rather than a series of static individual jobs and task descriptions. ... Are free of discriminatory or stereotypical assumptions. 10 Are physically safe. ... – PowerPoint PPT presentation

Number of Views:70
Avg rating:3.0/5.0
Slides: 13
Provided by: jnb4
Category:

less

Transcript and Presenter's Notes

Title: Work Design and Job Analysis: An overview for Managers


1
Work Design and Job AnalysisAn overview for
Managers
  • July 2009

2
  • Introduction
  • Workforce planning is, in the broadest sense, the
    activity required to map the human resources
    required to achieve an organisations strategy.
  • Work design deals with the way work is organised
    and managed including structures and grouping of
    functions.
  • Job analysis is the process of describing what
    work needs to be done and includes specific
    responsibilities and working relationships.
  • The manager is responsible for designing
    structure and jobs but it is also advisable that
    staff also are involved in designing jobs.
  • When designing a new structure affected staff
    must be consulted prior to changes being made

3
  • Why undertake work design activity?
  • Organisational change delivers many opportunities
    to look carefully at how work is structured in
    the context of
  • How the work contributes to the achievement of
    the University objectives and plans
  • Work process improvement activity
  • The opportunities emerging from new technologies
  • CSU sustainability agenda
  • Current and future resourcing/budgets

4
What does it achieve?
  • Well designed work aims to strike a balance
    between
  • Functional effectiveness
  • ie does the work design increase productivity
    and enhance efficiency.
  • Human values
  • ie does the work design maintain or enhance job
    satisfaction and health and safety.
  • In this way work is viewed more of a group
    function based on what works for overall
    performance, rather than a series of static
    individual jobs and task descriptions.

5
  • When are jobs analysed?
  • When vacancies occur this provides an
    opportunity to learn from the outgoing person
    about what was good and bad about the job and
    what could be changed.
  • When creating a new position - this provides an
    opportunity to review the changing needs of the
    workplace
  • When introducing workplace change such as
    technology or new processes that will impact on
    the way work is currently done.
  • When designing a new structure to deliver
    services.

6
Well designed jobs provide
Task Identity Whole and identifiable pieces of
work with clear objectives and a visible
outcome Task significance Work fits the purpose
of the organisation Skill variety Requires a
range of skills and talents provides
challenge Autonomy Substantial discretion and
decision making (within set boundaries) Feedback
Work provides direct and clear information about
effectiveness and performance Working
environment Opportunity to interact with others
minimisation of environmental risks
7
10 Principles of well designed jobs.
  • All jobs have clearly defined activities,
    responsibilities and accountabilities which
    contribute to the overall objectives of the
    organisation
  • Issues to be considered
  • What functions/activities are to be undertaken?
    Why are they needed?
  • How do these contribute to the overall objectives
    of the organisation?
  • How do the activities relate to the workforce
    plan?
  • Is the job being designed around existing staff
    rather than the organisations needs?

8
Well designed jobs.
  • Are located correctly within the organisation
  • Issues to be considered
  • Relationship mapping what interactions are
    required between organisational units, across
    functions and between roles?
  • Do roles overlap? Is there role clarity?
  • How can the grouping of tasks provide a
    cost-efficient process?
  • Are there specialised or rare skills that are
    best grouped together?

9
Well designed jobs.
  • 3 Allow for a degree of discretion and decision
    making by the employee
  • Issues to be considered
  • Are the responsibilities, accountabilities and
    delegations allocated optimally?
  • Is it possible for tasks to provide a coherent
    whole as well as variety for the individual
    employee?
  • Where do decisions get made? Is work checked
    unnecessarily? (Ideally, the duties of a job
    should be identified before the supervisory /
    managerial structure is developed)
  • Is the job responsible for managing or doing if
    both, is this feasible?

10
Well designed jobs.
  • 4 Do not include unnecessarily complex tasks or
    tasks that do not contribute to the achievement
    of the organisations objectives
  • Issues to be considered
  • Why is the task being done?
  • Can some workflows be eliminated, simplified or
    streamlined?
  • Make the best use of the available technology
  • Issues to be considered
  • Are there efficiencies and/or job satisfaction
    that could be gained through technological
    solutions?

11
Well designed jobs.
  • 7 Have workload that can be successfully
    completed within working hours.
  • Are physically and socially integrated with other
    jobs and staff.
  • Are free of discriminatory or stereotypical
    assumptions.
  • 10 Are physically safe.

12
  • Human Resources can work with managers to
  • Design work and jobs which suit the purpose of
    the workplace.
  • Consider a range of different ways of working
  • Identify any organisational restraints that may
    need to be addressed to move forward
  • Advise on the range of activities associated with
    workplace change including
  • staff consultation
  • change management plans
  • writing statements of duties
  • identifying appropriate classifications
  • recruitment, translation of staff into new
    structures etc.
Write a Comment
User Comments (0)
About PowerShow.com