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Job Design, Job Analysis and Job Enrichment

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Job Design, Job Analysis and Job Enrichment Human Resource Management - Session 5 Suhel Khan Aims By the end of the session students will be able to: Understand the ... – PowerPoint PPT presentation

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Title: Job Design, Job Analysis and Job Enrichment


1
Job Design, Job Analysis and Job Enrichment
  • Human Resource Management - Session 5
  • Suhel Khan

2
Aims
  • By the end of the session students will be able
    to
  • Understand the role of job design in
    management   
  • Be able to prepare a job description
  • Be able to apply this to the industry

3
What is Job design?
  • Deciding what you want the post holder to do
  • Ensuring the job fits with other jobs
  • Ensuring the tasks are on similar levels
  • Determining the level of pay
  • A component of performance management

4
What is a Job Description?
  • A means to ensure everyone has the same awareness
    of the job and its requirements
  • If you dont do it, individuals will tend to
    develop in the way they want too
  • Its a description not a prescription
  • Recognise the role changes over time
  • Review at regular intervals

5
Write a Job Description
  • List the tasks covered by the job
  • Identify line relationships
  • Determine what skills are needs
  • Ensure that the tasks justify the skills
  • Two parts task list and person specification
  • Over to you

6
How can Job Design Help in the Industry?
  • Provide planned development to support the
    business
  • Ensures equity using job evaluation
  • Allows comparisons
  • Allows flexibility and staff deployment
  • Manages the process of role development
  • Gives everyone the same understanding
  • Identifies areas for re-skilling

7
Job Enrichment
  • Jobs naturally change over time
  • Enrichment can mean greater scope or
    responsibility
  • Can mean using short term projects to help
    development
  • More reward or status recognising greater
    contribution
  • Can be a motivator to the post holder and an
    incentive to others

8
Multi-Skilling
  • We all bring a range of skills to a job
  • Some we can use
  • Some need to be developed
  • Some will be inappropriate
  • Over time individuals will need to develop new
    skills
  • Having individuals who can perform a range of
    tasks gives you flexibility

9
The Reward Package
  • So how do you determine reward
  • Job evaluation assessing against set criteria
  • Using existing jobs as comparitors
  • Consider the worth to the organisation
  • Pay is only one aspect consider others
  • Leave
  • Pensions
  • Bonuses

10
Objectives of Job Analysis
  • Job Redesign
  • Work Standards
  • Recruitment
  • Selection
  • Training
  • Performance appraisal
  • Job evaluation
  • Safety

11
Benefits of Job Analysis
  • 1. Organizational Design
  • 2. Human Resource Planning
  • 3. Recruitment and Selection
  • 4. Placement and Orientation
  • 5. Training and Development
  • 6. Performance Appraisal
  • 7. Career Path planning
  • 8. Job Design
  • 9. Job Evaluation
  • 10 Labour Relation
  • 11. Employee Counselling
  • 12. Health and Safety

12
The process of Job Analysis
  • 1. Organisational Analysis
  • 2. Organising Job Analysis Programme
  • 3. Deciding the uses of Job Analysis Information
  • 4. Selecting Representative Jobs for analysis
  • 5. Understand Job Design
  • 6. Collection of Data
  • 7. Developing a Job Description
  • 8. Preparing a Job Specification

13
Techniques of Job Analysis
  • 1. Job Performance
  • 2. Personal Observation
  • 3. Interview
  • 4. Questionnaire
  • 5. Critical Incidents
  • 6. Log Records

14
Differentiate between Job Description and Job
Specification
  • Job Description is a functional description of
    what the job entails. And define the purpose and
    scope of a job. It is a written record it
    contains title, location, duties,
    responsibilities, working conditions, hazards and
    relationship with other jobs.
  • Job specification is a statement of the minimum
    acceptable human qualities required for the
    proper performance of a job.
  • It includes physical, mental, social,
    psychological and behavioral characteristics of
    a person

15
Job Evaluation
  • According to BIM, Job evaluation is the process
    of analysis and assessment of jobs to ascertain
    reliably their relative worth using the
    assessment as the basis for a balanced wage
    structure
  • Job evaluation begins with job analysis and ends
    up with the classification of jobs according to
    their worth. A job cannot be evaluated unless and
    until it is analyzed.

16
Objectives of Job evaluation
  • 1. To Determine equitable wage differentials
    between different jobs in the organization
  • 2. To eliminate wage inequities
  • 3.To develop a consistent wage policy
  • 4. To provide a framework for periodic review and
    revision of wages
  • 5. To provide a basis for wage negotiations
  • 6. To enable management to gauge and control the
    payroll costs
  • 7. To minimize wage descriptions on the basis of
    age, sex, caste, region, religion , creed etc

17
Methods of Job Evaluation
  • Job Evaluation can be classified in to two
    categories
  • 1. Non-quantitative methods
  • a. Ranking or Job Comparison
  • b. Grading or Job Classification
  • 2. Quantitative methods
  • a. Point Rating
  • B. Factor Comparison

18
Summary
  • Managing jobs in the organisation involves
    constant review
  • Jobs evolve as individuals perform them
  • Set up mechanisms to ensure the process is
    managed
  • Job design can help steer the organisation
    towards its corporate goals
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