Work Analysis and Job Design

This article introduces an effective job analysis method for examining how people spend their working time, that is, the tasks they perform, the time each accounts for, and how they perceive these. Based on the principles of work sampling, it addresses several disadvantages of existing techniques. Self-report data are collected using mini portable computers (personal digital assistants; PDAs), the efficiency of which enables a more comprehensive approach to be adopted. A key feature of the method is the use of multilevel categories to examine work tasks from multiple perspectives, simultaneously, in a detailed manner. The article describes the development of the method, illustrates its procedures and analyses using sample research data, and evaluates its use as an organizational research tool. Furthermore, it provides detailed and accessible descriptions of the numerous methodological and technical procedures common to all work sampling approaches, and discusses the various associated issues.

Berikut Detail Paket CONTOH JOB DESCRIPTION HRD yang di tawarkan:

I. JOB DESK HRD Aneka Jabatan--Berbahasa Indonesia, yang terdiri atas:
1. Job Desk Lengkap dengan Indikator Keberhasilan (KPI):
1) Job desk HRD & GA Manager
2) Job desk HR Development Head
3) Job desk HR Operation
4) Job desk HR Development
5) Job desk Internal & Eksternal Affair

2. Job Desk Sederhana
1) Job desk Human Resources Manager
2) Job desk Staff Administrasi Personalia
3) Job desk Staff Recruitment
4) Job desk Staff Training & Development


II. JOB DESK HRD Aneka Jabatan--Berbahasa Inggris, yang terdiri atas:
1. Job Desk Compensation Analyst
2. Job Desk Compensation and Benefits Manager
3. Job Desk Director of Organization Develpoment
4. Job Desk Employee Relations Manager
5. Job Desk Employee Relations Officer
6. Job Desk Health and Safety Manager
7. Job Desk Human Resource Planning Manager
8. Job Desk Job Analyst
9. Job Desk Job Evaluator
10. Job Desk Personnel Assistant (Recruitment)
11. Job Desk Personnel Assistant (Training)
12. Job Desk Personnel Director
13. Job Desk Personnel Manager
14. Job Desk Personnel Officer
15. Job Desk Recruitment Consultant
16. Job Desk Recruitment Manager
17. Job Desk Recruitment Officer
18. Job Desk Senior Personnel Officer
19. Job Desk Training and Development Manager
20. Job Desk Vice President Human Resources & Communication
21. Job Desk Head Dept. Career Management-Training-HRIS
22. Job Desk Head Dept. Industrial Relation & Administration

Syllabus for Organizational Behavior, Fall 2015.
All topics covered in the standard OB course are covered. What distinguishes the syllabus is the use of case studies based on television shows and movies. The specific shows appearing in the this year's syllabus are as The Office, Lost, Monk, Numbers, Ugly Betty, My Name is Earl, Extreme Makeover--Home Edition, The Apprentice, Grey's Anatomy,  Outsourced, Prison Break, Community, Better Off Ted, House, Hell's Kitchen, Ice Road Truckers, and Arrested Development.  Shows used in prior years include 90210, Bones, Boston Legal, CSI: Miami, NCIS-Los Angeles, The Closer, The Mentalist, American Chopper, Deadliest Catch, Criminal Minds, ER, and Celebrity Apprentice.

This article is an excerpt topic in the Thesis Dissertation from PUP (Polytechnic University of the Philippines) Master of Science in Construction Management (MSCM), and a theoretical background of Ph.D. Courses in Building and Construction Engineering (AIU SSE USA) concerning building construction job safety in the prevention using Personal Protective Equipment (PPE) based on the critical phases, and functions within the construction environment.

Your article is protected by copyright and all rights are held exclusively by Springer Science +Business Media Dordrecht. This e-offprint is for personal use only and shall not be selfarchived in electronic repositories. If you wish to self-archive your article, please use the accepted manuscript version for posting on your own website. You may further deposit the accepted manuscript version in any repository, provided it is only made publicly available 12 months after official publication or later and provided acknowledgement is given to the original source of publication and a link is inserted to the published article on Springer's website. The link must be accompanied by the following text: "The final publication is available at link.springer.com".

In this paper, we review research in the emerging practice and research field of Human Work Interaction Design (HWID). We present a HWID framework, and a sample of 54 papers from workshops, conferences and journals from the period 2009-2014. We group the papers into six topical groups, and then attempt to map these groups to the framework to find research gaps for future research. We find that the groups of papers cover all areas of the framework well for a variety of work and leisure domains. The area in strongest need for more research papers is the development of the holistic framework itself. Furthermore, much focus has been on studying design sketching or implemented systems-inuse, while little attention has been paid to mature design (prototypes) or early implementation (content templates). In conclusion, we recommend an update to the framework so that it can be also useful for research in prototyping and early organizational implementation.

Despite the rising prevalence of obesity, little is known about its moderating effects on injury risk factors, such as fatigue, in occupational settings. This study investigated the effect of obesity, prolonged repetitive lifting and their interaction on lifting performance of 14 participants, 7 obese (mean body mass index (BMI): 33.2 kg m À2) and 7 non-obese (mean BMI: 22.2 kg m À2) subjects. To present a physically challenging task, subjects performed repetitive lifting for 1 h at 120% of their maximum acceptable weight of lift. Generalized linear mixed models were fit to posture and acceleration data. The obese group bent to a ~10 lower peak trunk sagittal flexion angle, had 17% lower root mean square (RMS) jerk and took 0.8 s longer per lift. Over time, the obese group increased their trunk transverse and sagittal posterior accelerations while the non-obese maintained theirs. Although the majority of lifting variables were unaffected by BMI or its interaction with prolonged lifting duration, the observed differences, combined with a greater upper body mass, necessitate a more cautious use of existing psychophysical lifting limits for individuals who are obese, particularly when fatigued.

The action analysis is currently an area of research that produces results with a high impact on the design of initial and in-service education. In particular, the paths traced by Didactique Professionnelle and the Cours d'action, albeit for different theoretical inspiration, are both centered on the discovery of the relationship that is established between the subject and the work in specific situations. The shared investigation techniques (entretien d'explicitation, autoconfrontation, autoconfrontation croisée) allow the access to the nature of the action and the explicitation of its process and characteristic features, thus helping to the construction of 'knowledge in action' taken from work environments. This kind of investigation may become an opportunity for learning in formal environments, such as professional courses of technical schools. Introduzione La capacità di una nazione di riprendere lo sviluppo economico e affrontare i molteplici problemi connessi all'attuale crisi occupazionale si manifesta anche nell'individuazione e potenziamento dei settori nei quali vi è una competenza specifica riconosciuta e che maggiormente attrae investimenti dall'estero. Per l'Italia il made in Italy applicato alla moda e, nel caso particolare che verrà di seguito presentato, della calzatura di lusso, costituisce un ambito di eccellenza che si fonda quasi esclusivamente sulla conoscenza tacita del lavoratore, vero e proprio artefice della produzione di artefatti che rispondono a criteri di estetica e sostenibilità produttiva. Il suo saper agire è difficilmente acquisibile da altri in tempi brevi, anche a causa della natura del sapere stesso, insito nell'azione e non reificato in alcun artefatto utile per la formazione. L'attuale situazione produttiva presenta due diversi problemi che costituiscono delle sfide interessanti: da un lato il ricambio generazionale che rischia di diventare il reale ostacolo alla continuazione di una produzione artigianale-industriale di eccellenza, dall'altro l'inserimento nelle aziende produttive di personale neo diplomato o straniero portatore di nessuna o altra pratica. La formazione si confronta quindi con la necessità di disporre di strumenti e percorsi capaci di guidare l'azione e la riflessione sulla stessa cercando di conseguire due obiettivi: lo sviluppo di un atteggiamento professionalizzante atto ad affrontare il 'nuovo' che si presenta in ogni produzione artigianale di alto livello e la diminuzione dei tempi per lo sviluppo delle competenze rispetto al modello classico di apprendistato.

Purpose -The purpose of this paper is to introduce an integrated three-phase methodology for forecasting future competency requirements more effectively than existing methods. Design/methodology/approach -The methodology is demonstrated with reference to empirical research conducted by the authors. The methodology consists of three phases: phase 1 -preliminary interviews, phase 2 -questionnaire, and phase 3 -critical incident technique interviews. Outputs from phases 1 and 2 are used to generate a framework through which to elicit future competency requirements during phase 3. Findings -The empirical findings, although included, are incidental to the current paper; they serve solely to illustrate the methodology. As such, the development and demonstration of this methodology are the main "findings" of the paper. Research limitations/implications -Methodologies for forecasting future competency requirements should adopt structured integrated approaches to improve predictive accuracy. Practical implications -The methodology is described in sufficient detail so as to enable its practical application by HR professionals and academic researchers alike. Both groups will find this methodology extremely useful. Originality/value -The paper seeks to improve upon existing methods for forecasting future competency requirements. By addressing the limitations of existing methods, and also by merging previously independent approaches, it provides an innovative integrated methodology of significant value.

This article describes how job analysis, a method commonly used in personnel research and organizational psychology, provides a systematic method for documenting program staffing and service delivery that can improve evaluators' knowledge about program operations. Job analysis data can be used to increase evaluators' insight into how staffs administer programs and provide program services, interpretation of outcome data, make comparisons across programs, and assessment of programs' transferability and replication potential. Because of the central role that staffs play in the delivery of client services and client experiences, job analysis has particular promise for evaluating human services and social welfare programs. This article posits that with little added effort, job analysis can be integrated into traditional evaluation activities and the benefits of this addition will be significant. A basic job analysis methodology is described using an example of its applicatio...

Atypical work has been proven to worsen employment conditions, reduce labour productivity and hinder firms from competing in higher quality market segments, yet companies still hire atypical workers to provide flexibility in response to unstable market conditions. Previous research has examined the relationship between specific job features and the incidence of atypical work. Using a fuzzy-set qualitative comparative analysis technique, we analysed interviews of service firms' managers to identify configurations that limit the use of atypical workers. We found evidence that firms limit the use of atypical contracts not only in cases of firm-specific and complex tasks but also in cases of simple and nonspecific tasks when supported by human resource management practices that aim to increase internal flexibility. Firms can take advantage of a stable workforce by strategically using human resource management flexibility practices as an alternative to labour market flexibility.

The purpose of this study is to validate the Spanish version of the Work Design Questionnaire (WDQ; Morgeson & Humphrey, 2006). Employees from three Colombian samples completed the questionnaire (N = 831). Confirmatory factor analyses revealed a 21-factor structure (2 /df ratio = 2.40, SRMR = .06, RMSEA = .04, CFI = .90) with adequate levels of convergent and discriminant validity. Additional support for construct validity was found from significant differences among different occupational groups (professional and nonprofessional, health-focused, commercial, and manufacturing workers). Furthermore, knowledge, social, and work context characteristics showed incremental validity over task characteristics on job satisfaction and perceived performance. Possible interpretations of these relationships are offered. It is concluded that the study provides evidence for the validity of a Spanish version of the scale, and presents further support for the generalization of the 21-factor structure of work design characteristics in different cultural settings.

Ce texte est la retranscription d'une communication orale proposant une réflexion sur la notion de "travailler en confiance" et s'interrogeant sur son intérêt dans le cadre d'une intervention en ergonomie. Cette réflexion est illustrée par une étude menée dans un atelier industriel où des problèmes de confiance sont apparues. La communication se conclue en soulignant plusieurs conditions pour travailler en confiance et en indiquant quelques perspectives pour enrichir l’intervention ergonomique afin qu’elle prenne mieux en compte la confiance au travail.

Title: Which changes are needed in the hiring objectives, the hiring-decision-making-process and criteria for determining the most qualified candidate so that more disabled applicants can get hired despite lacking essential job functions while improving the employer's economic and commercial productivity, profitability and competitiveness by reassigning job tasks to more suited employees; thus, reflecting the changes in their job-skill ranking? Project goal: Increase the number of disabled and handicapped lacking essential job functions to get hired by replacing the currently used job-description-based hiring criteria for making hiring decisions with new task-based employee-centered hiring criteria because they are based on the whole company's performance; thus, causing the employer's productivity, profitability and competitiveness to improve much more compared to current common hiring decision making practices. Abstract: Hiring decisions can be risky. How much can employers save by better understanding the motivations and objectives of each applicant? How much time and expertise should be invested in getting to know each applicant? Will such efforts raise the return on investment? What are the shortcomings and deficits of the criteria to evaluate, compare and rank applicants? How do they need to get changed to reflect the shift in the relative order of job skills between employees when the composition of the team (total of all employees) changes by hiring, firing or replacing? A job description combines tasks and steps to a random set of job responsibilities. But could their be better ways to bundle tasks together and to look for the most qualified applicant for this particular arbitrarily defined task bundle? Could the employer benefit from regrouping all small tasks, which a company must perform, by changing which and how many small job tasks will be bundled together in different job descriptions? And if so, how can reassigning each little tasks from different jobs to the most suitable employee (task-centered approach) instead of looking for the most qualified applicant for a particular job (job-centered approach) help in improving productivity and profitability? How and why will the new task-centered approach help to increase the workforce diversity more than the job-centered approach? How can reassigning tasks help disabled and handicapped lacking essential job functions to get hired anyways? How can employers benefit from not only looking for the most qualified applicant for any particular job (i.e. arbitrarily bundle of tasks and steps) Why does the task-centered based hiring decision benefit employees, employees, applicants and disabled job-seekers more than job-centered based hiring decisions? What are the benefits to seek the best employee for each task (task-centered) instead of the most qualified applicant for a particular jobs? How can employers benefit from a paradigm shift replacing the job-centered with the task-centered hiring

I discuss the dilution of responsibility of action and the idea of a symmetrical relationship between artefacts and humans. In doing so, I argue that meaning making is an activity unilaterally performed by agents, leading to an asymmetrical relationship between agents and artefacts. Therefore, the study of the one who is responsible for the action, the meaning-maker (with the capability to act) is crucial for a theory of action responsibility. The latter should not be transferred to derived agents, an abstract brand or impersonal technologies. The study of the origin of actions is crucial for a better understanding of situated cognition in relation to responsibility. Therefore, the role of artefacts in human actions has to be reconsidered, since artefacts acquire functions by means of designing and they do not act for themselves. These issues have consequences for our understanding of situated cognition and for the current debate on responsibility of AI technologies, as well as for work analysis and design.