Human resource management lepak 3rd edition

TOPIC 1

Job design is determining the tasks and responsibilities that employees in a particular job are expected to perform as well as how they to interact with their coworkers to realize those contributions. Job analysis is the process of systematically identifying the tasks, duties, and responsibilities expected to be performed in a single job as well as the competencies employees must possess to be successful in the job. When talking about job design, this plays a role with managers because managers need to understand the role that different jobs play in the company obtaining a competitive advantage over their rivals and managers must be able to make decisions about how employees will perform the job. When talking about job design, it is important for a manager to know them because job analysis places a role in creating job descriptions and the identification of job specifications. Job analysis approaches can be broken into two groups, standardized or customized. This two approaches differ in the fact that standardized approaches focus on categorizing job and customized approaches which studies the unique dimensions of a particular job within a company. They also differ on whether they focus on identifying the tasks performed in each job, the needed competencies required to perform at job, or both. Two common approaches to analyze job data using the standardized approach are Functional Job Analysis, which focuses on the level of three broad categories of work related tasks (data, people, and things) and Position Analysis Questionnaire, which focuses on work related behavior that employees must display to perform well. Three approaches for the customized approach are Critical Incidents, which focuses on obtaining specific, behaviorally descriptions of work behaviors, Task Inventory, which focuses on specific tasks that are necessary to be successful, and finally Job Element, which focuses on identifying employee competencies.

Reference:

"Human Resource Management: Managing Employees for Competitive Advantage". 2016. Lepak, David and Gowan, Mary.

TOPIC 2

The difference between job design and job analysis is that job design needs to be done before job analysis. Job design is, " It aims at outlining and organizing tasks, duties and responsibilities into a single unit of work for the achievement of certain objectives." (Bajagain, Binod 2015). Meaning when given a job it will explain on how it will be performed and what are the tasks that will be required for it. Methods of job design would be job enrichment, job rotation and job enlargement. Job analysis is, " to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job." (HR, Guide 2015). Job analysis approaches are observation, interviews and questionnaires. When using observation it helps you observe employees in their daily tasks and routines. I would use this method when i want to obtain direct information on data. When using interviews this will allow you to get information about their tasks and how they are doing with it. I would use this method when I need validation. Questionnaires is when employees including management fill out forms with questions in them. I would use this in getting answers on employees talents when positions are available. It's important for a manager to understand job analysis and job design because it's important to find the right fit for your employees and not getting the wrong people. As a manager you want the best for you business so when not understanding these to can make your job harder at the end if you get the wrong employees that are not in their right positions.

References:

Bajagain, Binod. (2015) "What is the difference between job design and job analysis?" Retrieved from: http://binodbajagain.com.np/blogs/80 (Links to an external site.)

HR-Guide. (2015) "Job Analysis Overviews" Retrieved from: https://job-analysis.net/G000.htm (Links to an external site.)

Lepak, David. 3rd edition (2017) "Human Resource Management" Chicago Business Press

TOPIC 3

What is the difference between job design and job analysis? Why is it important for a manager to understand both concepts? The choice you make in how you analyze jobs has a direct impact on the results of your analysis. Compare and contrast the different job analysis approaches and explain when you would use each one.

It’s important for managers to know both concepts because they identify what each job title is responsible for and the knowledge that employees need to have in order to be able to perform those specific tasks well. This will ensure that qualified people are being hired to perform the correct job.

Job Design – This is what determines the tasks and responsibilities from different people employed in different job titles are expected to do, as well as how they interact with other coworkers in order to realize those contributions.

Job Analysis – This is used to systematically identify task, duties, and responsibilities that a person employed within a certain job title is expected to perform. This includes the competencies such as knowledge, skills, and abilities that employees within certain jobs must posses in order to be successful at what they do. Approaches to job analysis include standardized and customized approaches. Standardized approaches are functional job analysis (FJA) and position analysis questionnaire (PAQ). Customized approaches are critical incidents, task inventory, and job element. A standardized approach is typically used when a variety of jobs need to be established, which happens when a new company is just getting started. A customized approach may be needed if a new position is being created within a company that’s already operational. It also allows managers to develop a job description and job specifications.

· Functional Job Analysis – Focuses on work-related tasks in particular jobs that are related to data, people, and things

· Position Analysis Questionnaire – Focuses on work-related behaviors that have to be present for employees to be able to perform their jobs. These behaviors are related to information input, mental processes, work output, relationships with others, job context, and more.

· Critical Incidents – Focuses on specific behaviors that are believed to lead to work behavior that will result in a high level of performance within a specific job title.

· Task Inventory – Identifies specific tasks that are necessary to perform a certain job.

· Job Element – Identifies employees with knowledge, skill, and abilities that align with specific job titles.

Reference

Lepak, David, Gowan, Mary (2017) Human Resource Management. Managing Employees for Competitive Advantage. Retrieved from https://chicagobusinesspress.com/ereaderLinks to an external site.

Edited by Danielle Koza on Nov 6 at 12:53pm