Worker, job and job analysis

Manpower management of nursing

1. Workers, Jobs and Job analysis             

2. Outlines: -Definition of work and job. -Definition of worker and employee. -Approaches to understand jobs. 1 -workflow analysis 2-Reengineering 3 -Job design 4 -Job analysis .Definition of job analysis .Uses of job analysis . Methods Definition of job analysis .Who willconuct job analysis .Sources of job analysis . job analysis process .Competency based job analysis .Behavioral aspects of job analysis .Job analysis and wages 5-Job description 6-Job specification

3. HR Managementand Jobs   •Dividing Work intoJobs Work Effort directed toward producing or accomplishingresults. Job A grouping of tasks, duties, andresponsibilities that constitutes the total workassignment for anemployee. •Approaches to UnderstandingJobs Workflow analysis Re-engineering Job design Job analysis Job descriptions and job specifications

4. EMPLOYEE Any person who is employed for wages in any kind of work, manual or otherwise, in or in connection with the work of an establishment and who gets his wages directly or indirectly from the employer, and includes any person,- (i)employed by through a contractor in or in connection with the work of the establishment (ii)engaged as an apprentice, not being an apprentice engaged under the ApprenticesAct or under the standing orders of the establishment

5. WORKERS Worker means a person employed a)directly or through any agency (including a contractor) with or without the knowledge of the principal employer whether for remuneration or not b)in any manufacturing process, or in cleaning any part of the machinery or premises used for a manufacturing process, c)in any other kind of work incidental to, or connected with the manufacturing process, or the subject of the manufacturing process

6. • Workflow Analysis I l tils i t tiiti ss s t t s is l ti A study of the waywork (inputs, activities,and outputs) moves throughan organization. In puts people material equipment Activities task and jobs Out puts goods and services evaluation

7. Business ProcessRe-engineering •Business Process Re-engineering(BPR) Measures for improving such activitiesas product development, customer service,and service delivery. •Phases of Reengineering Rethink redesign Retool

8. Importance OfJob Design •Job Design Organizing tasks, duties, and responsibilitiesinto a productive unit ofwork. •Person/job Fit Matching characteristics of people withcharacteristics of jobs.

9. si tif ti rfr i l tl lt JobDesign JobPerformance JobSatisfaction PhysicalandMentalHealth Job design Gob performance Gob satisfaction Physical and mental health

10. r / it Person/JobFit

11. Nature ofJob Design •Job Enlargement Broadening the scope of ajob by expandingthe number of differenttasks to beperformed. •Job Enrichment Increasing the depth of ajob by addingthe responsibility for planning,organizing , controlling, and evaluating thejob. •Job Rotation The process of shifting aperson from jobtojob.

12. Characteristics ofJobs •Skill Variety The extent to which thework requires severaldifferent activities for successfulcompletion. •Task Identity The extent to which thejob includes a“whole” identifiable unit ofwork that iscarried outfrom start to finish and thatresults in avisible outcome. •Task Significance The impact the job hason other people.

13. Characteristics ofJobs •Autonomy The extent of individual freedomand discretion inthe work and itsscheduling. •Feedback Amount of information employees receiveabout how well or howpoorly they haveperformed.

14. Using Teamsin Jobs •Types of Teams Special-Purpose Team Organizational team formed to address specificproblems, improve work processes, andenhance product andservice quality. Self-directed Work Team A team composed of individuals assigneda cluster oftasks, duties, and responsibilities tobe accomplished. Virtual Team Organizational team composed of individuals whoare geographically separated but linkedby communications technology.

15. Adantage Improved productivity Increased employed involvement More wide spread employee learning Greater employee ownership of problems Disadvantage Requires employees to be group oriented Not appropriate for most work in organization Can be over usedce Individual compensation interferes with team concept

16. Work Schedules •GlobalWork ScheduleDifferences The number ofwork hoursin a weekvaries from country to country. •WorkSchedule Alternatives Longer daily hours(e.g., 4-day,40 hours) •ShiftWork Shift differentials forevening ornight shift work •CompressedWork Week A work schedulein whicha full week’swork is accomplished in fewerthan five days.

17. Work Schedules •Flextime A work schedulingarrangement inwhich employees work a setnumber of hoursper daybut vary their starting and endingtimes. •JobSharing A scheduling arrangementin whichtwo employees perform the workof one full-timejob.

18. Alternative WorkLocations •Telecommuting The process ofgoing towork via electroniccomputing and telecommunications equipment. •TemporaryLocations Office nomads Virtual office •Effectsof AlternativeWork Arrangements A shift toevaluating employeeson results Greater trust, lessdirect supervisio Lack of directcontact (visibility)

19. The Natureof JobAnalysis •JobAnalysis A systematic wayof gatheringand analyzing information about thecontent, context, andthe human requirements of jobs. Work activities andbehaviors Interactions with others Performance standards Financial and budgetingimpact Machines and equipmentused Working conditions Supervision given andreceived Knowledge, skills, andabilities needed

20. USES OFJOB ANALYSIS •Produce job descriptionsand specifications •Recruitment and Selection •Performance Standards •Training and Development •Compensation •Used in training •Help in performanceappraisal

21. lii lii r Job analysis in per spective

22. Task-Based JobAnalysis •Task A distinct, identifiablework activitycomposed of motions •Duty A larger worksegment composedof several tasksthat are performed byan individual •Responsibilities Obligations to performcertain tasksand duties

23. Who willconduct jobanalysis? § Todecide who will conduct it. § Somecompanies prefer getting it done by their own HR department while some hire job analysis consultants. § Jobanalysis consultants may prove to be extremely helpful as they offer unbiased advice, guidelines and methods. § They don’t have any personal likes and dislikes when it comes to analyze a job.

24. Competency-Based JobAnalysis •Competencies Individual capabilities that can belinked to enhanced performance by individualsor teams. Technical competencies Behavioral competencies •Reasons for usinga competencyapproach: To communicate valued behaviors withinthe organization To raise competency levels throughoutthe organization To emphasize people’s capabilities forenhancing the competitive advantage ofthe organization

25. Job Analysis Methods Questionnaires Observation Interviews Employee recording Combination of methods

26. TypicalDivisionofHRResponsibilities:JobAnalysis

27. StagesintheJobAnalysisProcess

28. Job Analysisand Wage/HourRegulations     •FairLabor StandardsAct To qualify foran exemptionfrom the overtime provisions of theact:   Exempt employees canspend no morethan 20% oftheir time on manual, routine, orclerical duties. Exempt employees mustspend at least50% of theirtime performing their primary dutiesas executive, administrative,or professional employees.

29. Tasks Responsibilities Duties Job Analysis Job Descriptions Job Specifications Job Analysis: ABasic Human ResourceManagement Tool § Staffing § Training andDevelopment § Performance Appraisal § Compensation § Safety and Health § Employee and Labor Relations § Legal Considerations Knowledge Skills Abilities

30. Job specification& Jobdescription JS JD js JD

31. is a written statementof educational qualifications, specific qualities, level of experience,physical, emotional, technical and communication skills required to perform a job,responsibilities involved in a job and other unusualsensory demands. •It also includes generalhealth, mental health, intelligence, aptitude, memory, judgment, leadership skills, emotional ability, adaptability, flexibility,values and ethics, manners and creativity,etc. •basic job-related data thatis useful to advertise a specific job and attract apool of talent. •It includes information suchas job title, job location, reporting to and of employees,job summary, nature and objectives of a job,tasks and duties tobe performed, working conditions, machines, toolsand equipments to be used bya prospective worker and hazards involved in it.

32. Job DescriptionComponents •Identification Job title Reporting relationships Ø Department Location Date of analysis • General Summary Describes the job’s distinguishing responsibilities and components • Essential Functions and Duties Lists major tasks, duties and responsibilities •Job Specifications Knowledge, skills, and abilities Education and experience Physical requirements •Disclaimer Of implied contract •Signature of approvals

33. Writing JobSpecifications   •Specifications for trainedpersonnel   Focus on traits like lengthof previous service,quality of relevant training,and previous jobperformance.       •Specifications for untrainedpersonnel Focus on physical traits, personality,interests, or sensory skills thatimply some potentialfor performing or for beingtrained to dothe job.

34. Writing JobSpecifications (Contd.)    Specifications Based onJudgment Self-created judgments (common sense) List of competencies in Web-basedjob descriptions (e.g., www.jobdescription.com) NET online  Standard Occupational Classification   Specifications Based onStatistical Analysis Attempts to determine statistically therelationship between a predictoror human traitand anindicator or criterion of jobeffectiveness.