MGT-373 (Chapter 4: Analyzing Work and Designing Jobs - Terms)

Job Description - p. 101

*A list of tasks, duties, and responsibilities (TDRs) that a particular job entails. Key components *Job Title *Brief description of the TDRs *List of the essential duties with detailed specifications of the tasks involved in carrying out each duty Whenever the organization creates a new job, it needs to prepare a job description. Job descriptions should be reviewed periodically: •Once per year Performance appraisals are a good opportunity to review the job description. Preparation of a job description begins with gathering information about the job from people already performing the task, the position's supervisor, or the managers creating the position. Based on that information, the writer of the job description identifies the essential duties of the job, including mental and physical tasks and any methods and resources required.

Job Specifications - p. 101 -103

*List of knowledge, skills, abilities, and other characteristics (KSAO needed to perform a particular job. 1.Knowledge: factual or procedural information necessary for successfully performing a task. 2.Skill: an individual's level of proficiency at performing a particular task. 3.Ability: a general enduring capability that an individual possesses. 4.Other Characteristics: job-related licensing, certifications, or personality traits. Whereas the job description focuses on the activities involved in carrying out a job, a job specification looks at the qualities of the person performing the job. KSAOs are characteristics of people and are not directly observable. They are observable only when individuals are carrying out the TDRs of the job—and afterward, if they can show the product of their labor. Thus, if someone applied for a job as a news photographer, you could not simply look at the individual to determine whether he or she can spot and take effective photographs. However, you could draw conclusions later about the person's skills by looking at examples of his or her photographs. Accurate information about KSAOs is especially important for making decisions about who will fill a job. A manager attempting to fill a position needs information about the characteristics required and about the characteristics of each applicant. Interviews and selection decisions should therefore focus on KSAOs

Ergonomics - p. 116

*Study of interface between individuals' physiology and characteristics of physical work environment. *Goal is to minimize physical strain on the worker by structuring physical work environment around the way the human body works. *Redesigning work to make it more worker- friendly can lead to increased efficiencies. *Use of mobile devices can result in RSIs. 4-8 Explain how organizations apply ergonomics to design safe jobs. The way people use their bodies when they work affects their physical well-being and may affect how long they can work. The goal of ergonomics is to minimize physical strain on the worker by structuring the physical work environment around the way the human body works. Ergonomic design may involve modifying equipment to reduce the physical demands of performing certain jobs or redesigning the jobs themselves to reduce strain. Ergonomic design may target work practices associated with injuries A recent ergonomic challenge comes from the popularity of mobile devices. As workers find more and more uses for these devices, they are at risk from repetitive-stress injuries (RSIs). Heavy users of these devices must therefore trade off eyestrain against physical strain to wrists, unless they can hook up their device to an extra, properly positioned keyboard or monitor. When using mobile devices or any computer, workers can protect themselves by taking frequent breaks and paying attention to their posture while they work.

Position Analysis Questionnaire - p. 104-105

A standardized job analysis questionnaire containing 194 questions about work behaviors, work conditions, and job characteristics that apply to a wide variety of jobs. After gathering information, the job analyst uses the information to analyze the job. One instrument for analyzing jobs is the Position Analysis Questionnaire (PAQ).- The person analyzing a job determines whether each item on the questionnaire applies to the job being analyzed, and then rates each item based on six scales. Using the PAQ provides an organization with information that helps in comparing jobs, even when they are dissimilar.

Job enlargement - definition p. 112

Broadening types of tasks performed in a job In a job design, job enlargement refers to a broadening of the types of tasks performed. The objective of job enlargement is to make jobs less repetitive and more interesting. Methods of job enlargement include: •Job extension •Job rotation

Job Analysis - what is it? - p. 100-101

Careful job analysis makes it possible to define what a person in a certain position does and what qualifications are needed for the job. Firefighters use specific equipment to extinguish fires, require physical strength to do their jobs, and must possess the ability to make decisions under pressure. If these firefighters are trained to do any part of of the job, the chief can deploy them rapidly as needed.

Job Rotation - p. 113

Enlarging jobs by moving employees among several different jobs

Five factors that make jobs more motivating — p. 110-112

LO 4-7 Identify approaches to designing a job to make it motivating. Employers also need to ensure that workers have a positive attitude toward their jobs so that they show up at work with enthusiasm, commitment, and creativity. A model that shows how to make jobs more motivating is the Job Characteristics Model, developed by Richard Hackman and Greg Oldham. This model describes jobs in terms of five characteristics: 1. Skill variety—The extent to which a job requires a variety of skills to carry out the tasks involved. 2. Task identity—The degree to which a job requires completing a "whole" piece of work from beginning to end (for example, building an entire component or resolving a customer's complaint). 3. Task significance—The extent to which the job has an important impact on the lives of other people. 4. Autonomy—The degree to which the job allows an individual to make decisions about the way the work will be carried out. 5. Feedback—The extent to which a person receives clear information about performance effectiveness from the work itself. Individual differences among workers will affect how much they are motivated by job characteristics and able to do their best work. For example, someone who thrives in a highly structured environment might not actually be motivated by autonomy and would be a better fit for a job where a supervisor makes most decisions

Flextime-p. 114

•A scheduling policy in which full-time employees may choose starting and ending times within guidelines. •A work schedule that allows time for community and family interests can be extremely motivating.

Telework - p. 116

•The broad term for doing one's work away from a centrally located office. •Advantages to employers include •Less need for office space •Greater flexibility to implement for managerial, professional, or sales jobs. •Difficult to set up for manufacturing workers. •Flexibility to employees with special needs Flexibility can extend to work locations as well as work schedules. For employers, advantages of telework include less need for office space and the ability to offer greater flexibility to employees who are disabled or need to be available for children or elderly relatives. The employees using telework arrangements may have less absences from work than employees with similar demands who must commute to work. Telecommuting can also support a strategy of corporate social responsibility because these employees do not produce the greenhouse gas emissions that result from com-muting by car. Occasional telework is available at two-thirds of companies.