【正文】 irements of a job based on valid jobrelated criteria. Copyright 169。 2021 SouthWestern. All rights reserved. 3–31 Strategic Approach to Job Analysis ? Strategic JA ?Identify tasks, duties and responsibilities along with appropriate KSAOs needed to perform the job as it will exist in the future. ?Focusing on behaviors needed to be successful ?Changing from jobs to roles in an anization ?Roles include: ? Job ? Career ? Innovator ? Team member ? Organizational citizen Copyright 169。 2021 SouthWestern. All rights reserved. 3–32 Competency Approach to Job Analysis ? Competencies ? Basic characteristics that can be linked to enhanced performance by individuals or teams. ? Identify core petencies needed to perform the job. ? As it exists today and as it may change in the future, and to contribute to the anization’s effectiveness. ? Includes both general and specific petencies. ? Reasons for using the petency approach ? To municate value behaviors throughout the anization. ? To raise the petency levels of the anization. ? To emphasize the capabilities of people to enhance anizational petitive advantage. Copyright 169。 2021 SouthWestern. All rights reserved. 3–33 Competency Analysis Methodology ? Identify future performance results areas critical to the anization. ? Assemble panel groups familiar with the pany. ? Interview panel members to get examples of job behaviors. ? Develop detailed descriptions of petencies. ? Rate petencies and levels need to meet them. ? Standards of performance are identified and tied to jobs. Copyright 169。 2021 SouthWestern. All rights reserved. 3–54 Flexible Work Schedules ? Compressed Workweek ?Shortening the number of days in the workweek by lengthening the number of hours worked per day. ? Examples: – The fourday, fortyhour week, generally referred to as 4/10 or 4/40. Employees work a fourday workweek, ten hours a day. – Reducing weekly hours to thirtyeight or thirtysix hours or scheduling eighty hours over nine days (9/80), taking one day off every other week. Copyright 169。 2021 SouthWestern. All rights reserved. 3–55 Flexible Work Schedules ? Flextime ?Working hours that permit employees the option of choosing daily starting and quitting times, provided that they work a set number of hours per day or week. ?All employees are required to be present during a designated ―core period.‖ ?Flexible hours reduce absenteeism and tardiness. Copyright 169。 2021 SouthWestern. All rights reserved. 3–56 Flexible Work Schedules ? Job Sharing ?The arrangement whereby two parttime employees perform a job that otherwise would be held by one fulltime employee. ?Job sharers work three days a week,―creating an overlap day for extended facetoface conferencing.‖ ? Telemuting ?The use of personal puters, works, and other munications technology such as fax machines to do work in the home that is traditionally done in the workplace. Copyright 169。 2021 SouthWestern. All rights reserved. 3–57 Keys for Successful Telemuting ? Identify jobs best suited to distance work. ? Select responsible employees. ? Establish employee feedback procedures and performance review methods for evaluation. ? Establish formalized telemuting procedures. ? Begin a formal training program. ? Keep telemuters informed and ―in the loop.‖ ? Recognize when telemuting isn’t working. Figure Source: Adapted from ―What Is the Future of Telework?‖ HRFocus 78, no. 3 (March 2021): 5–6.