History Essay, Research Paper

CHAPTER 9

USES OF OFFICE JOB ANALYSIS

-job analysis-the gathering of information about a specific job and determining the principal elements involved in performing it.

-job description-on outline of the information obtained from the job analysis, which describes the content and essential requirements of a specific job or position.

-job specification-a detailed record of the minimum job requirements explained in relation to the job factors.

-work measurement and setting work standards-the procedure for determining the time required to complete each job or task and for setting up criteria by which the degree of work performance may be measured.

RECRUITMENT, TESTING, AND SELECTION

-job analysis is fundamental to the prepararion of job descriptions and job specifications, which are used on recruiting, testing, and selecting office personnel.

-job analysis places a firm’s personnel practices on a nondiscriminatory basis by meeting the requirements of federal legislation sush s the Civil Rights Act, and etc.

-ORIENTING AND TRAINING

-office supervisors who orient and train employees find job descriptions and specifications a great help in spelling out the routines to emphasize in teaching work procedures and desirable performance levels.

-giving up to date job descriptions and specifications to employees enables them to understand better their specific duties

-clarifying relationships

-well developed job descriptions clarify the relationships between jobs, job functions, and departments, and aid in establishing harmony and balance within the organization structure.

-promotions and career counseling

-shows the differences between present jobs and those lying above in the promotion sequence

-employees being groomed for promotion can learn about the qualifications they must possess in order to perform the new duties

-job simplification

-as a result of studying jobs, an analyst can identify and eliminate wasted motions.

-it allows the job to be performed more efficiently and more economically.

-job standardization and work measurement

-gives the supervisor and accurate picture of what the employees do on the job.

-improves the supervisor’s ability to control operations

-organizational restructuring

-changing the titles of employees to better descibe their duties.

-job evaluation

-education, experience, skills, working conditions, and health and safety requirements directly affect the differences in jobs and their relative worth

GATHEREING AN ANALYZING JOB INFORMATION

-the office mananger, or the person charged with analyzing jobs, must decide which method of gathering job information will be most effective at minimal cost.

-job information has been obtained by questionaires, interviews, observations, or a combined appraoch.

QUESTIONAIRE METHOD

-questionaire method-employees are often aided by their supervisors and the job analyst to describe their job duties and indecate the minimum requirements for holding the job.

-general questions

-description of duties

-special knowledge required for the job.

-experience requried to qualify for the job.

-how much time must be spent on the job before the employee feels capable of working without supervision.

-specific questions

-routine tasks performed daily

-tasks performed weekly

-tasks performed monthly

-special tasks performed

-other job-realted information

-sometimes employees may be required to keep log books

-structured questionaire-request information of whether specific tasks are part of the worker’s job in order to learn the importance teh jobholder attaches to each task.

-techniques of using structured questionaires

-position analysis questionaire-analyzes and documents only those activities performed by the worker.

-some questions refer to job description and compensation received

-answers are optically scanned

-comprehensive occupational data analysis programs

-designed toa analyze and report job information that has been collected through questionaires calle dtask inventories.

-a task inventory is designed to obtain information about the jobholder’s education and training; major items of equipment, tools, and materials used on the job; and the jobholder’s assessmetn of the skills and abilities needed to perform the job.

ADVANTAGES OF A QUESTIONAIRE

-info. is obtained rapidly

-if done by computer the info. can be organized quickly and analyzed with printouts

DISADVANTAGES OF A QUESTIONAIRE

-may be difficult to design or obtain a questionaire that is sufficiently thorough to secure all the data required by the job analyst.

-can have too may questions and become overly complex

-some employees may exaggerate the importance of their jobs

-the personal touch is lacking since the jobholders are called upon merely to fill out a questionaire rather than discuss their job content with an interviewer

-can be costly

INTERVIEW METHOD

-interview method-required teh job analyst to spend time in meeting with the employee and the employee’s supervisor in order to gather information about teh job.

-the effectiveness of the interview method depends greatly upon the skill of the analyst, who must be trained to deal with people in order to recieve their full cooperation.

-the analyst must be objective so that personal bias does not influence the data being recorded.

OBSERVATION METHOD

-observation method-permits the analyst to obtain job information firsthand and to become acquainted with the working conditions, the equipment used, and the requirements for special skills, such as finger dexterity.

JOB ANALYSIS

-identifying the purposed and abjuectives of the organizaion

-identifying and describing the tasks performen by workers

-analyzing the workers tasks

-developing training content related to the skills neede to perform the tasks.

JOB DISCRIPTIONS

-the results of job analysis are expressed in teh job description, from hwich job specifications are separately developed or combined wtih fob description.

-position descriptions are prepared for the higher-level jobs.

-usually stress intangibles to a greater extent that job descriptionsm and they emphasize results rather than specific job procedures.

-a job description must be clearly written, with all statements expressed as simply as possible.

-the job, not the person holding the job, is to be described as it is; no modifications should be made in he description for what the job ought to be or may become in the future.

JOB SPECIFICATIONS

-are the minimum qualifications a person must posess to be considered for employment.

JOB EVALUATION

-is to develop an equitable payroll policy based on the estimated or measured worth of each job in relation to other jobs.

NON-QUANTITATIVE METHODS

-ranking method-is the simplest and oldest method of determining the economic value of a job.

-analyze and rank the individual jobs according to the difficulty and the overall responsibility of each job.

-sometimes salary is determinied by the working conditions, level and amount of responsibility, or experience involved

-job classification method-is an outgrowth of the ranking method.

-has been used civil service authorities in evalutaing office and clerical workers and in granting periodic salary increase

-before the jobs are classified, the analyst selects a nember of predetermined classes or family groupings on the basis of common features like, responsibilities, abilities, skills, knowledge, and duties

QUANTITATIVE METHODS

-quantitative method-jobs are grouped accoreding to menta, physcial, skill, and experience

-factor comparision method-you rate the jobs in terms of money according to the following :

-mental requirements

-skill requirements

-physical requirements

-responsibility

-working conditions

-bench mark job-is one whose present rate is not subjedt to controversy and that is considered to be neither underapid nore overpaid.

-job titles shoudl be immediately recognizable

-content shoudl be precisesly defined so that workers who are akded to provedk job information

-the jobs should be performed on a more or less similar manner by most organizations

-should remain releatively unchanged so the can provede a basis for analysis and compaison what ther jobs

POINT FACTOR METHOD

-the most common approach to job evaluaion

-each ot the basic factoes is divided into degrees, and points are assigned to each factore and its

SKILL

-education and jobknowledge

-experience and trainging

-initiative and ingenuity

EFFORT

-physical demand

-mental and or visual demand

RESPONSIBILITY

-equiment or tools

-for aterials or product

-for safety of thers.

job conditions

-working conditions

-unavoidable hazared