Effective People Management: Job Design and Analysis
People Management I
- Design Charges
- The charge is the basis for the implementation of the people in the organizational tasks. To charge people is one of the largest sources of expectations and motivation.
- It is based on job function (activity), allocation (task more sophisticated, intellectual), function (set of tasks performed on a systematic and consistent basis).
Charges
Definition: A set of functions (tasks or responsibilities) with a definite position in the organizational structure. This position defines the relationship between the charge and other charges, i.e., it defines the hierarchical level, subordination, subordinates, and the district where it is located.
How is Office Design Done?
There are four conditions:
- A set of tasks or responsibilities (content)
- How those responsibilities will be met (methods and processes of work)
- To whom the person shall report (responsibility)
- To whom the person shall supervise or direct (authority)
Design Models for Charges
Classical Model
- Taylor Scientific Management
- Gant
- Streamlining of work
- Separation from management functions (thinking) and worker (activity)
- Specialization of work (the more repetitive the task, the more efficient the work)
Classical Model Comments
- Characteristics of a closed system
- Called “machine theory” (worker treated as a machine)
- Technology is important
- Time is important in measuring the charge
- Development, e.g., the assembly line: Ford
Classical Model Advantages
- Admission of qualified employees, low-wage
- Easy monitoring and control
- Online application assembly
- Standardization of activities
Classical Model Disadvantages
- Charges become monotonous and simple, little demanding
- Motivation, training costs, dissatisfaction
Humanist Model
- Emerged in 1930
- Replaces the concept with social science, informal organization, leadership, persuasion, social rewards, and group behavior
- The first studies on leadership, motivation, and communications begin
- Focus is not on the position itself, but the people inside it
Comparison
Classical Model
- Focus on the task and technology
- Concept of economic man (salary and material)
- Increased efficiency by working method
- Concern for the office content
- Manager gives orders
- Existence of orders and charges
- Strict obedience
Humanist Model
- Emphasis on the individual and social group
- Concept of social man
- Social and symbolic reward
- Greater efficiency in meeting people
- Concern over context
- The manager is a leader
- Communication and information
- Participation in decisions
Situational Model
- Involves three variables: individual differences of people, the tasks involved, and the structure of the organization
- Situational, it depends on the adequacy of the design office
- It is based on the design of objections, dynamically changing with the employee’s personal development and technological development of the task
- It involves the implementation of the capacity of self-direction and self-control of the person
- The results of the individual and the work increase when there are three psychological states:
- When the person believes that their work is meaningful and has value
- When the person feels responsible for the results
- When the person knows the results of their work
Dimensions of Design Charges
- Variety: Number and variety of skills required
- Autonomy: Independence to plan and execute
- Meaning of the tasks: Position interdependence with others and their contribution
- Task identity: Feeling of ownership
- Feedback: Feedback rating received by the employee to evaluate the efficiency of their efforts
Position Description and Analysis
Description is related to the tasks, duties, and responsibilities (content). Specifications deal with the requirements the occupier must comply with (perception).
Description of Charges
Simply list the tasks or functions that make up and distinguish it from other positions.
It details: Tasks (what to do), frequency (when it is done), methods (how you do it), and objectives (why it is done). It is concerned with the intrinsic aspects.
Sample Position Description
Sales Manager
Department: Rancagua
Unit: Business Management and Services
Mission of Office
Responsible for supervising the sales force from its territory and product lines for achieving assigned sales goals established in quantity and quality.
Objectives
- Recruiting and selecting sales staff to maintain the provision of authorized agents
- Train new agents, teaching methodology of work through ongoing training sessions and motivation
- Accompany former field agents to train and see if they are taking techniques and procedures
- To know fully the products of the business, courses, and training seminars
- Sales management control to reaffirm what is good and correct errors
- Perform administrative duties such as reviewing proposals, monitoring requirements, and coordination with other operational areas of the company
- Control the collection of delinquent and collection perform tasks
- Direct sales efforts towards membership or customer segments more profitable for ING
- Effectively lead the team in charge, ensuring compliance with the company’s mission and the alignment of the behaviors that are part of the culture of ING Chile
How to Write the Job Description?
- Identification of the Position: Name, code, area, department or management, city, region, etc.
- Summary of Position: Briefly detail general and main activities
- Relationships: Reports to, supervising, working with
- Responsibility and duties: Detailed list
- Authority: Defining the limits of authority and responsibility in decision-making, supervision, and management of money and so on
- Performance Criteria: Identify and quantify what is expected of the employee
- Working Conditions and Environment
- Other Conditions: Special hours, travel
Position Analysis
It is concerned with extrinsic aspects, i.e., requirements that the position requires the occupant (comparative testing requirements).
It refers to four areas of requirements:
- Intellectual Requirements: Basic training, expertise, initiative, skills, etc.
- Physical Requirements: Quantity, uninterruptible power, physical and mental efforts required and causes fatigue, concentration, etc.
- Implied Responsibilities: Direct and indirect supervision of subordinates, material, tools or equipment, money or documents, confidential information, etc.
- Working conditions: Environment and surroundings that can make it unpleasant, uncomfortable or subject to risks. Evaluate the degree of adaptation.
Analysis by:
It is a systematic procedure for collecting and analyzing:
- Content of the Position (tasks)
- Specific Requirements
- Contexts of the tasks to be performed
- What kind of people should be hired
Methods for Position Description and Analysis
Responsibility of line and staff functions.
The most commonly used methods:
- Direct Observation
- Questionnaire
- Direct Interview
- Mixed Methods
Direct Observation Method
- Performed by observing the occupant of a direct and dynamic, in full exercise of their functions
- Used to work simple, routine
- Complemented by the interview
Advantages
- Reliability of data
- No employee is required to leave office
- Fee simple and routine
- It is envisaged that, as he does and because it does
Disadvantages
- Cost (time taken)
- Observation must be completed with direct contact and verbal
- It is not easy for office
Questionnaire Method
- Entries are requested questionnaires to employees of the office
- Active participation of the occupant
- What you need to decide in this case is how the questionnaire should be structured and the questions that must be included
- The questionnaire can be opened and only ask the employee to describe the main activities or highly structured checklists. In practice, the best guest is usually in the middle of these extremes. A typical questionnaire job analysis may have several questions open-ended questions and structured.
Advantages
- You can fill in a boss-subordinate joint
- It’s affordable
- It covers more people
- Time does not affect the activities of the executive
Disadvantages
- Do not use for low-level positions
- Careful planning and preparation
- Superficial responses
Interview Method
More flexible and productive approach.
- To exchange information, check inconsistencies, consult immediately
- This is done by a direct approach and verbal, with the occupier or his boss
- It can be done with each or both, together or separately
Types of Interviews
- Individual interviews: With each employee
- Collective Interviews: Groups of employees performing the same job
- Interviews with one or more supervisors fully aware of the position being analyzed
The group interview is used when a large number of people are doing a job similar or identical, so data on the post are obtained quickly and cost-effectively.
In general, the immediate supervisor of the employee attending the group session, if not, it’s good to interview the supervisor separately to obtain their views on the duties and responsibilities of the post.
Whatever type of interview is used, it is important to understand perfectly the reason interviewed the same, since there is a tendency to misinterpret these interviews and evaluations of efficiency.
Advantages
- The data are derived from the primary source
- Analyzes and clarifies doubts
- Better quality and higher data (rational)
- There is no contraindication
Disadvantages
- Negative reaction if conducted wrong
- Confusion of opinions and facts
- Time is lost if not well-prepared analyst
- High operating cost (Analysts and paralysis of the occupant)
Mixed Methods
Combinations of two or more methods of analysis. E.g.,
- Questionnaire and interview (Occupant)
- Questionnaire with the occupier and interview top
- Questionnaire and interview, both with higher
- Observation occupier and interview direct superior
- Questionnaire and direct observation both with the occupier
- Questionnaire with the superior and direct observation with the occupier
This choice will depend on the company, aims to analyze, job descriptions, personnel available, etc. costs.
Method Blog
You can ask workers to keep a journal or blog or lists of things to do during the day. The worker must record every activity performed.
In general, the data gathering analysis of objections focuses on the questionnaire design. Data to be obtained are:
- Identification and updating
- Duties and responsibilities
- Human skills and working conditions
- Performance levels
Also:
- Formal schooling necessary knowledge and special skills
- Experience
- Responsibility
- Stress, environment, and risks
- Profile of the occupier and brief description
- References (background of the persons involved in the response, interview, review, and analysis of the questionnaire, as well as the dates, locations, and phone numbers)
Cargo Analysis Stages
Planning
Planning phase of office and laboratory.
- Charge
- Develop organizational structure (hierarchical level, authority, responsibility, and area of operation)
- Develop work schedule
- Choose method(s) of analysis
- Selecting specifications factors: universal and discrimination criterion
- Sizing specifications factors: field of each factor
- Levels of specification factors: allocation of value to the variable
Preparation Stage
- Recruitment, selection, and training of staff
- Preparation of material
- Provision of environment (reports)
- Previous data collection
This stage may be done simultaneously with the planning stages
Implementation Stage
- Collection of data using chosen method(s)
- Data selection
- Editorial analysis
- Presentation of the draft to supervisor
- Final draft of the analysis
- Presentation of the final draft for approval
Objectives of the Position Description and Analysis
- Helps to the development of ads
- Determines occupant profile
- Supplies equipment needed for training
- Determines pay scales
- Stimulates staff motivation facilitates performance evaluation and merit
- Guide for the supervisor and employee guidance of their functions
- Supplies the department of health and safety data to minimize unhealthy and dangerous places
Conclusion
The description and analysis of charges represent the foundation of any work of ARH, as it helps in the recruitment, selection, training, salary administration, performance evaluation, health, and safety in addition to reporting to the supervisor the content and specifications of the charges in your area.
Since the responsibility of line, but a function of staff.