工作分析和工作計(jì)劃

1、PART TWO - STAFFING THE ORGANIZATION,Job AnalysisandJob Design,5,Chapter 5 Overview,Basic TerminologyJob AnalysisJob Design,Basic Terminology ?Job Analysis ?Products of Job Analysis ?Job Analysis MethodsObservat

2、ionInterviewsQuestionnaires ? ? ?Functional Job Analysis ?Dictionary of Occupational Titles ? ?O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis ?Potential Problems with Job Analysis,Figure 5.1,|,Rel

3、ationship among Different Job Components,Basic Terminology ?Job Analysis ?Products of Job Analysis ?Job Analysis MethodsObservationInterviewsQuestionnaires ? ? ?Functional Job Analysis ?Dictionary of Occupational

4、 Titles ? ?O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis ?Potential Problems with Job Analysis,Table 5.1,Area of InformationContentsJob title and locationName of job and where it is located.Orga

5、nizational relationshipA brief explanation of the number of persons supervised (if applicable) and the job title(s) of the position(s) supervised. A statement concerning supervision received.Relation to other jobsDesc

6、ribes and outlines the coordination required by the job.Job summaryCondensed explanation of the content of the job.Information concerningThe content of this area varies greatly from jobjob requirementsto job and fr

7、om organization to organization. Typically it includes information on such topics as machines, tools, and materials; mental complexity and attention required; physical demands and working conditions.,Information Provided

8、 by a Job Analysis,Basic Terminology ?Job Analysis ?Products of Job Analysis ?Job Analysis MethodsObservationInterviewsQuestionnaires ? ? ?Functional Job Analysis ?Dictionary of Occupational Titles ? ?O*NET Dict

9、ionary of Occupational TitlesThe ADA and Job Analysis ?Potential Problems with Job Analysis,Table 5.2,A job description should be a formal, written document, usually from one tothree pages long. It should include the

10、following:Date written.Job Status (full-time or part-time; salary or wage).Position title.Job summary (a synopsis of the job responsibilities).Detailed list of duties and responsibilities.Supervision received (to w

11、hom the jobholder reports).Supervision exercised, if any (who reports to this employee).Principal contacts (in and outside the organization).Related meetings to be attended and reports to be filed.Competency or posit

12、ion requirements.Required education and experience.Career mobility (position[s] for which job holder may qualify next).,Contents of a Job Description,Basic Terminology ?Job Analysis ?Products of Job Analysis ?Job An

13、alysis MethodsObservationInterviewsQuestionnaires ? ? ?Functional Job Analysis ?Dictionary of Occupational Titles ? ?O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis ?Potential Problems with Job An

14、alysis,Basic Terminology ?Job Analysis ?Products of Job Analysis ?Job Analysis MethodsObservationInterviewsQuestionnaires ? ? ?Functional Job Analysis ?Dictionary of Occupational Titles ? ?O*NET Dictionary of Oc

15、cupational TitlesThe ADA and Job Analysis ?Potential Problems with Job Analysis,Basic Terminology ?Job Analysis ?Products of Job Analysis ?Job Analysis MethodsObservationInterviewsQuestionnaires ? ? ?Functional

16、Job Analysis ?Dictionary of Occupational Titles ? ?O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis ?Potential Problems with Job Analysis,Table 5.3,CategoryInformation inputMental processesPhys

17、ical activitiesRelationships withother peopleJob contextOther jobcharacteristics,DescriptionWhere and how does the employee get the information used in performing the job?What reasoning, decision-making, plann

18、ing, and information-processing activities are involved in performing the job?What physical activities does the employee perform, and what tools or devices are used?What relationships with other people are required in

19、performing the job?In what physical or social contest is the work performed?What activities, conditions, or characteristics other than those described above are relevant to the job?,ExamplesUse of written materials.N

20、ear-visual differentiation.Level of reasoning in problem solving.Coding/decoding.Use of keyboard devices.Assembling/disassembling.Instructing.Contacts with public, and/or customers.High temperature.Interperson

21、al conflict situations.Specified work pace.Amount of job structure.,Employee Activity Categories Used in the PAQ,Table 5.4,Source: E. J. McCormick, P. R. Jeanneret, and R. C. Mecham, Position Analysis Questionnaire. Co

22、pyright 1969 by Purdue Research Foundation, West Lafayette, Ind. Reprinted with permission.,Sample page from the Position Analysis Questionnaire (PAQ),Information inputI.I Sources of Job InformationRate each of the fo

23、llowing items in terms ofthe extent to which it is used by the worker asa source of information in performing the job.I.I.I Visual Sources of Job Information1Written materials (books, reports, office notes, artic

24、les, job instructions, signs, etc.)2Quantitative materials (materials which deal with quantities or amounts, such as graphs, accounts, specifications, tables of numbers, etc.)3Pictorial material (pictures or pictur

25、elike materials used as sources of information, for example, drawings, blueprints, diagrams, maps, tracings, photographic films, x-ray films, TV pictures, etc.)4Patterns/related devices (templates, stencils, patterns,

26、 etc., used as sources of information when observed during use; do not include here materials described in item 3 above),Code Extent of UseNDoes not apply1Nominal/very frequent2Occasional3Moderate4Conside

27、rable5Very substantial,,,,,,,(Continued),Table 5.4(concluded),5Visual displays (dials, gauges, signal lights, radarscopes, speedometers, clocks, etc.)6Measuring devices (rules, calipers, tire pressure gauges, scal

28、es, thickness gauges, pipettes, thermometers, protractors, etc., used to obtain visual information about physical measurements; do not include here devices described in item 5 above)7Mechanical devices (tools, equipme

29、nt, machinery, and other mechanical devices which are sources of information when observed during use or operation)8Materials in process (parts, materials, etc., which are sources of information when being modified, w

30、orked on, or otherwise processed, such as bread dough being mixed, workpiece be turned in a lathe, fabric being cut, shoe being resoled, etc.)9Materials not in process (parts, materials, objects, etc., not in the proc

31、ess of being changed or modified, which are sources of information when being inspected, handled, packaged, distributed, or selected, etc., such as items or materials in inventory, storage, or distribution channels, item

32、s being inspected, etc.)10Features of nature (landscapes, fields, geological samples, vegetation, cloud formations, and other features of nature which are observed or inspected to provide information)11“Man-made” f

33、eatures of environment (structures, buildings, dams, highways, bridges, docks, railroads, and other “man-made” or altered aspects of the indoor or outdoor environment which are observed or inspected to provide job inform

34、ation; do no consider equipment, machines, etc., that individuals use in their work, as covered by item 7),,Sample page from the Position Analysis Questionnaire (PAQ),,,,,,,,Table 5.5,Source: W. B. Tornov and P. R. Pinto

35、, “The Development of a Managerial Job Taxonomy: A System for Describing, Classifying, and Evaluating Executive Positions,” Journal of Applied Psychology 61, no. 4 (1976), p. 414.,Management Position Description Question

36、naire Categories,1.Product, marketing, and financial strategy planning.2.Coordination of other organizational units and personnel.3.Internal business control.4.Products and services responsibility.5.Public a

37、nd customer relations.6.Advanced consulting.7.Autonomy of actions.8.Approval of financial commitments.9.Staff service.10.Supervision.11.Complexity and stress.12.Advanced financial responsibility.13

38、.Broad personnel responsibility.,Basic Terminology ?Job Analysis ?Products of Job Analysis ?Job Analysis MethodsObservationInterviewsQuestionnaires ? ? ?Functional Job Analysis ?Dictionary of Occupational Titles

39、 ? ?O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis ?Potential Problems with Job Analysis,Table 5.6,Source: U. S. Department of Labor, Revised Handbook for Analyzing Jobs (Washington, D. C.: U. S. Gove

40、rnment Printing Office, 1991), p. 73.,Levels of Difficulty for Worker Functions in FJA,DataPeopleThings0Synthesizing0Mentoring0Setting up1Coordinating1Negotiating1Precision working2Analyzing2Instru

41、cting2Operating-controlling3Compiling3Supervising3Driving-operating4Computing4Diverting4Manipulating5Copying5Persuading5Tending6Comparing6Speaking-signaling6Feeding-offbearing7Serving7H

42、andling8Taking instructions-helping,Basic Terminology ?Job Analysis ?Products of Job Analysis ?Job Analysis MethodsObservationInterviewsQuestionnaires ? ? ?Functional Job Analysis ?Dictionary of Occupationa

43、l Titles ? ?O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis ?Potential Problems with Job Analysis,Table 5.7,1.Professional, technical, and managerial2.Clerical and sales3.Service4.Agriculture, f

44、ishing, forestry, and related5.Processing6.Machine trades7.Bench work8.Structural work9.Miscellaneous,Nine Occupational Categories Used by the DOT,Figure 5.2,|,Human Resources Manager as Classified by the DOT,S

45、ource: U. S. Department of Labor, Employment and Training Administration, Dictionary of Occupational Titles, 4th ed., rev. 1991 (Washington, D. C.: U. S. Government Printing Office, 1991).,Basic Terminology ?Job Analysi

46、s ?Products of Job Analysis ?Job Analysis MethodsObservationInterviewsQuestionnaires ? ? ?Functional Job Analysis ?Dictionary of Occupational Titles ? ?O*NET Dictionary of Occupational TitlesThe ADA and Job Anal

47、ysis ?Potential Problems with Job Analysis,Basic Terminology ?Job Analysis ?Products of Job Analysis ?Job Analysis MethodsObservationInterviewsQuestionnaires ? ? ?Functional Job Analysis ?Dictionary of Occupatio

48、nal Titles ? ?O*NET Dictionary of Occupational TitlesThe ADA and Job Analysis ?Potential Problems with Job Analysis,Table 5.8,Source: Wayne E. Barlow and Edward Z. Hare, “A Practical Guide to the Americans with Disabi

49、lities Act,” Personnel Journal, June 1992, p. 54.1.Does the position exist to perform these functions? If the performance of a particular function is the principal purpose for hiring a person, it would be an essential

50、function.2.Would the removal of the function fundamentally alter the position? If the purpose of the position can be fulfilled without performing the function, it isn’t essential.3.What’s the degree of expertise or s

51、kill required to perform the function? The fact that an employee is hired for his or her specialized expertise to perform a particular function is evidence that the function is essential.4.How much of the employee’s ti

52、me is spent performing the function? The fact that an employee spends a substantial amount of time performing a particular function is evidence that the function is essential.5.What are the consequences of failure to p

53、erform the function? The fact that the consequences of failure are severe is evidence that the function is essential.6.How many other employees are available among whom the function can be distributed? The smaller the

54、number of employees available for performing a group of functions, the greater the likelihood that any one of them will have to perform a particular function.,Questions to Be Addressed to Determine Essential Functions,Ba

55、sic Terminology ?Job Analysis ?Products of Job Analysis ?Job Analysis MethodsObservationInterviewsQuestionnaires ? ? ?Functional Job Analysis ?Dictionary of Occupational Titles ? ?O*NET Dictionary of Occupationa

56、l TitlesThe ADA and Job Analysis ?Potential Problems with Job Analysis,Job Design ?Job Scope and Job DepthSociotechnical Approach to Job DesignThe Physical Work EnvironmentAlternative Work SchedulesFlextimeTeleco

57、mmutingJob SharingCondensed Workweek,Table 5.9,1.Fewer skills required per person, which makes it easier to recruit and train employees.2.Increased proficiency through repetition and practice of the same tasks.3.M

58、ore efficient use of skills by primarily utilizing each employee’s best skills.4.Low wages due to the ease with which labor can be substituted.5.More conformity in the final product or service.6.Different tasks per

59、formed concurrently.,Advantages of Job Specialization,Job Design ?Job Scope and Job DepthSociotechnical Approach to Job DesignThe Physical Work EnvironmentAlternative Work SchedulesFlextimeTelecommutingJob Sharing

60、Condensed Workweek,Job Design ?Job Scope and Job DepthSociotechnical Approach to Job DesignThe Physical Work EnvironmentAlternative Work SchedulesFlextimeTelecommutingJob SharingCondensed Workweek,Job Design ?J

61、ob Scope and Job DepthSociotechnical Approach to Job DesignThe Physical Work EnvironmentAlternative Work SchedulesFlextimeTelecommutingJob SharingCondensed Workweek,Job Design ?Job Scope and Job DepthSociotechni