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- Duties & Tasks
- Base units of a job is the performance of specific tasks
- Frequency
- Skill
- Complexity
- Duration
- Relationships & Requirements
- Need for Supervision
- Knowledge/Skills/Abilities
- Need for Training
- Minimum Requirements for the Performance of the Task
- Tools & Equipment
- Relationship between the performance of a task and the tools and equipment being employed to perform the task successfully
- State of Equipment
- Availability of Tools
- Protective Clothing
- Environment
- Working Conditions
- Legislation
- Hazardous Material
- Job Analysis Interview
- Structured Interview
- Definite Set of Prepared Questions
- Set the Purpose of the Interview
- Pre-set Questions follow the sequence of activities with which the jobholder’s performs
- Probing Questions by Interviewer to Expand
- Un-Structured Interview
- No Set of Prepared Questions
- Set the Purpose of the Interview
- Ask Interviewee About the Job they Perform
- Probing Questions by Interviewer to Expand
- Advantages
- Very Flexible
- Not Necessarily Job or Task Dependent
- Convenient
- Provides a good overall understanding of a particular job or task
- Disadvantages
- Some Interviewer Training Involved
- Interviewer may not appreciate the sensitivity of some of the information discussed
- Cannot be used effectively for new jobs
- Problems arise in data collation
Until next time...
Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/
An organization is “a collection of interacting and interdependent individuals who work towards common goals and whose relationships are determined according to a certain structure” (Duncan, 1981)
- Key Concepts
- Division of Labor
- How activities within the organization are allocated into different jobs or tasks performed by different individuals
- Division of Labor - Advantages
- Most Efficient Utilization of Labor
- Increased Standardization
- Uniformity of Output
- Reduction in Training Costs
- Heightened Expertise
- Division of Labor - Disadvantages
- Routine & Repetitive Tasks
- Low Job Satisfaction
- Low Motivation and Employee Satisfaction
- Span of Control
- The amount of individuals who report either directly or indirectly to a manager
- Managers who have a small span of control are able to develop closer relationships with employees and greater control over daily operations
- Optimal Span of Control
- The coordination requirements within the unit
- The type of information required by the unit
- The similarity of tasks within the unit
- The extent to which individuals require direct access to the supervisor
- Differences in members’ need for autonomy
- Configuration
- The shape of the organization reflecting the division of labor and the coordination of tasks
- Administrative Hierarchy
- Reporting Relationships from the lowest level to the highest in the organization
- An administrative hierarchy is inversely related to the Span of Control
- Organizations with a large span of control have a small amount of managers in the hierarchy
- Organizations with a small span of control have a large administrative hierarchy
Until next time...
Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/
Team Decision-Making Model
Model Benefits
- Good for important team decisions, especially during team meetings
- Provides structure to keep the group on track and to plan implementation and evaluation steps
- Eliminates inappropriate “speeding”
- Good framework for involving key stake holders in decisions which affect them
Until next time...
Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/
