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1
Human Resource Management
ELEVENTH EDITION
G A R Y D E S S L E R
Job AnalysisChapter 4
Part 2 | Recruitment and Placement
4–2
The Basics of Job Analysis• The organization consist of jobs that have to be
staffed.• Job analysis
The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.
• Job analysis produces information used for writing:• Job description
A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities.
• Job specifications A list of a job’s “human requirements,” that is, the requisite
education, skills, personality, and so.
4–3
The Basics of Job Analysis• The supervisor or human resource specialist
normally collects one or more of the following types of information via the job analysis: Work activities Human behaviors Machines, tools, equipment, and work aids Performance standards Job context Human requirements
4–6
Uses of Job Analysis Information• Employers use job analysis information to
support several human resource management activities:
• Recruitment and selection Selection of people to recruit based on job
requirements and human characteristics needed to perform these jobs
• Performance appraisal Compares employees’ performance with standards
which are derived from job analysis
4–7
Uses of Job Analysis Information• Job evaluation / compensation
Estimate value of each job and its appropriate compensation based on job’s required skill, education level, safety hazard, level of responsibility etc.
Relative worth of job determined to group jobs into different classes
• Training requirements Training requirements based on job and required
skills which are listed in the job description• Job analysis can also help in following activities:
Discovering unassigned duties EEO Compliance
4–8
Steps in Job Analysis•There are six steps in doing a job analysis:
Step 1: Decide how you’ll use the information – this will determine the data you collect and how you collect them.
Step 2: Review relevant background information – organization charts, process charts and job descriptions.Organization chart: A chart that shows the organization-wide
distribution of work, with titles of each position and interconnecting lines that show who reports to and communicates to whom.
Process chart: A work flow chart that shows the flow of inputs to and outputs from a particular job.
The existing job description usually provides a starting point for building a revised job description.
Step 3: Select representative positions – It is unnecessary to analyze too many similar jobs. For example, A sample of 10 out of 200 assembly workers job is sufficient.
4–9
Steps in Job Analysis• Process Chart for Analyzing a Job’s Workflow
Fig 4-3. Source: Compensation Management: Rewarding Performance by Richard J. Henderson.
Information input from plant manager
Components input from suppliers
Job under study –Quality Control Clerk
Information output to plant manager regarding
component quality
Product quality output to plant manager
4–10
Steps in Job Analysis
•There are six steps in doing a job analysis:
Step 4: Actually analyze the job – by collecting data on job activities, required employee behaviors, working conditions and human traits and abilities needed to perform the job.
Step 5: Verify the job analysis information – with the workers performing the job and immediate supervisors. This helps to confirm whether the information collected is factually correct and complete. Also helps to gain employee acceptance.
Step 6: Develop a job description and job specification – These are the two tangible products of job analysis. These can be in separate documents or in the same.
4–11
• There are various ways to collect information on duties, responsibilities and activities of a job.
• We will look at the most important ones.• In practice, you can use any one of them or in
combination. • The basic rule is to use the one that best fits your
purpose.• An interview may be appropriate for creating a list of job
duties and responsibilities, whereas, Position Analysis Questionnaire may be best for quantifying each jobs relative worth for compensation purposes.
Methods of Collecting Job Analysis Information
4–12
• First, conducting the job analysis usually involves a joint effort by a HR specialist, the worker and the worker’s supervisor.
• Second, job analysis almost always requires collecting information from several people familiar with the job.
• Third, If there are several employees doing the same job, it is typical to collect job analysis information from several of them from different departments and average the results.
• Fourth, make sure the questions and surveys are clear and understandable.
• Fifth, if possible observe and question respondents early enough in the job analysis process to catch any problems while there is still time to correct the job analysis procedure you’re using.
Some Job Analysis Guidelines
4–14
• A popular method for obtaining job-related information.
• Information Sources Individual employees Groups of employees Supervisors with knowledge of
the job
• Advantages Quick, direct way to find
overlooked information
• Disadvantages Distorted information
• Interview Formats Structured (Checklist) Unstructured
Methods of Collecting Job Analysis Information: The Interview
4–15
• Interview Guidelines The job analyst and supervisor should work together to identify
the workers who know the job best.
Quickly establish rapport with the interviewee.
Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers.
Ask the worker to list his or her duties in order of importance and frequency of occurrence.
After completing the interview, review and verify the data.
Methods of Collecting Job Analysis Information: The Interview
4–16
Methods of Collecting Job Analysis Information: Questionnaires
• Information Source Have employees fill out
questionnaires to describe their job-related duties and responsibilities
• Questionnaire Formats Structured checklists Open-ended questions –
“What are the major duties of your job.”
• Advantages Quick and efficient way to
gather information from large numbers of employees
• Disadvantages Expense and time
consumed in preparing and testing the questionnaire
4–17
Methods of Collecting Job Analysis Information: Observation
• Information Source Observing and noting the
physical activities of employees as they go about their jobs
• Advantages Provides first-hand
information Reduces distortion of
information
• Disadvantages Time consuming Difficulty in capturing
entire job cycle Of little use if job involves
a high level of mental activity
4–18
Methods of Collecting Job Analysis Information: Participant Diary/Logs
• Information Source Workers keep a
chronological diary/ log of what they do and the time spent on each activity
• Advantages Produces a more complete
picture of the job Employee participation
• Disadvantages Distortion of information Depends upon employees
to accurately recall their activities
4–19
Quantitative Job Analysis Techniques
Position Analysis Questionnaire
Functional Job Analysis
Quantitative Job Analysis
Department of Labor (DOL) Procedure
4–20
• Position Analysis Questionnaire (PAQ) A questionnaire used to collect quantifiable data concerning
the duties and responsibilities of various jobs.
A PAQ contains 94 items each of which represents a basic element that may or may not play an important role in the job.
The PAQ provides a quantitative score or profile of any job in terms of how the job rates on five basic activities:
1. Having decision making/communication/social responsibilities
2. Performing skilled activities
3. Being physically active
4. Operating vehicles/equipment
5. Processing information
PAQ can be used to quantitatively compare jobs to one another and then assign pay levels for each job.
Quantitative Job Analysis Techniques
4–21
TABLE 3–1 Basic Department of Labor Worker Functions
Data People Things
0 Synthesizing 0 Mentoring 0 Setting up
1 Coordinating 1 Negotiating 1 Precision working
2 Analyzing 2 Instructing 2 Operating/controlling
3 Compiling 3 Supervising 3 Driving/operating
4 Computing 4 Diverting 4 Manipulating
5 Copying 5 Persuading 5 Tending
6 Comparing 6 Speaking/signaling 6 Feeding/offbearing
7 Serving 7 Handling
8 Taking instructions/helping
Bas
ic A
ctiv
itie
s
Note: Determine employee’s job “score” on data, people, and things by observing his or her job and determining, for each of the three categories, which of the basic functions illustrates the person’s job. “0” is high; “6,” “8,” and “7” are lows in each column.
4–22
Writing Job Descriptions
JobIdentification
JobSummary
Responsibilities and Duties
Authority of the Incumbent
Standards of Performance
Working Conditions
JobSpecifications
Sections of a Typical Job Description
A job description is a written statement of what the worker actually does, how he/she does it, and what the job’s working conditions are. We use this information to write a job specification; which lists the knowledge, abilities and skills required to perform the job satisfactorily. There is no standard format to write a JD, however most descriptions contain sections that cover:
4–23
The Job Description
• Job identification Job title: name of job Date: when the description was written Prepared by: who wrote the description
• Job summary Describes the general nature of the job Lists the major functions or activities
4–24
The Job Description
• Relationships (chain of command) Reports to: employee’s immediate supervisor
Supervises: employees that the job incumbent directly supervises
Works with: others with whom the job holder will be expected to work and come into contact with internally.
Outside the company: others with whom the job holder is expected to work and come into contact with externally.
4–25
The Job Description
• Responsibilities and duties A listing of the job’s major responsibilities and
duties (essential functions)
Defines limits of jobholder’s decision-making authority, direct supervision, and budgetary limitations.
© 2009 Pearson Education South Asia. All rights reserved. 4–26
The Job Description
• Standards of Performance and Working Conditions Lists standards the employee is expected to
achieve under each of the job description’s main duties
Standards must be specific Examples:
4–27
Writing Job Specifications
Specifications for Trained Versus
Untrained Personnel
Specifications Based on Statistical Analysis
“What traits and experience are required
to do this job well?”
Specifications Based on Judgment
Job specification takes the job description and answers the questions, “what human traits and experience are required to do this job well?”, it shows what kind of person to recruit and for what qualities that person should be tested. The JS can be a part of the JD or a separate document entirely. Most often the employer presents is as part of the JD.
4–28
Writing Job Specifications
• Specifications for Trained Versus Untrained Personnel Writing JS for trained employees is relatively
straight forward.
In cases like these, the JS might focus mostly on traits like length of previous service, quality of relevant training, and previous job performance.
However it more complex to prepare the JS when filling jobs with untrained people. Here quality such as physical traits, personality, interests or sensory skills need to be specified.
© 2009 Pearson Education South Asia. All rights reserved.4–29
Writing Job Specifications• Specifications Based on Judgment
Self-created judgments (common sense) Basic question: What does it take in terms of
education, intelligence and training to do this job well?
• Specifications Based on Statistical Analysis Attempts to determine statistically the relationship
between a predictor or human trait and an indicator or criterion of job effectiveness.
Five-step procedure:
© 2009 Pearson Education South Asia. All rights reserved.4–30
Writing Job Specifications
Analyze the job and decide how to measure job performance
Analyze the job and decide how to measure job performance
Select personal traits (like finger dexterity) that you believe should predict successful performance
Select personal traits (like finger dexterity) that you believe should predict successful performance
Test candidates for these traitsTest candidates for these traits
Measure these candidates’ subsequent job performance
Measure these candidates’ subsequent job performance
Statistically analyze relationship between the human trait (finger dexterity) and job performance
Statistically analyze relationship between the human trait (finger dexterity) and job performance
Figure 4.8
Determining Job Specifications Through Statistical Analysis
© 2009 Pearson Education South Asia. All rights reserved.4–31
Job Analysis in a “Jobless” World
• JobGenerally defined as “a set of closely
related activities carried out for pay.”But over the years the concept of job has
actually changed quite dramatically.Jobs now tend to be much more varied and
very loosely defined than before.E.g. pg153.
4–32
Job Analysis in a “Jobless” World
JobEnlargement
Job Enrichment
Job Design:Specialization and
Efficiency?
Job Rotation
© 2009 Pearson Education South Asia. All rights reserved.4–33
Job Analysis in a “Jobless” World
• From Specialized to Enlarged JobsJob enlargement
Assigning workers additional same level activities, thus increasing the number of activities they perform.
Job enrichmentRedesigning jobs in a way that increases the
opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.
© 2009 Pearson Education South Asia. All rights reserved.4–34
Job rotationMoving a trainee from department to department
to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company
Systematically moving workers from one job to another to enhance work team performance.
Job Analysis in a “Jobless” World
4–35
Job Analysis in a “Jobless” World (cont’d)
Flattening the Organization
Reengineering Business
Processes
Dejobbing the Organization
Using Self-Managed Work
Teams
© 2009 Pearson Education South Asia. All rights reserved.4–36
Why Managers Are Dejobbing Their Companies
• Dejobbing Broadening the
responsibilities of the company’s jobs
Encouraging employee initiative.
• Internal factors leading to dejobbing Flatter organizations Work teams Re-engineering
• External factors leading to dejobbing. Rapid product and
technological change Global competition Deregulation, Political instability, Demographic changes Rise of a service economy
Job Analysis in a “Jobless” World
© 2009 Pearson Education South Asia. All rights reserved.4–37
Job Analysis in a “Jobless” World
• Competencies Demonstrable characteristics of a person that
enable performance of a job.
• Competency-based job analysis Describing a job in terms of the measurable,
observable, behavioral competencies (knowledge, skills, and/or behaviors) an employee must exhibit to do a job well.
© 2009 Pearson Education South Asia. All rights reserved. 4–38
Job Analysis in a “Jobless” World
• Why Use Competency Analysis?Support HPWS
Traditional job descriptions (with their lists of specific duties) may actually backfire if a high-performance work system is the goal.
HPWS encourages employees to work in a self-motivated manner.
Figure 4.9
Encouraging Employees to Work in a Self-Motivated Way
© 2009 Pearson Education South Asia. All rights reserved.4–39
Job Analysis in a “Jobless” World
• Why Use Competency Analysis? (cont’d)Maintain a strategic focus
Describing the job in terms of the skills, knowledge, and competencies the worker needs is more strategic.
Measure performanceMeasurable skills, knowledge, and competencies
are the heart of any company’s performance management process.
© 2009 Pearson Education South Asia. All rights reserved.4–40
Self-Managed Teams (SMT)in Asia• A small group of workers with authority to
manage their own work• Set their own targets and schedule• Inspect their own work• Review performance as a group• Allows workers to control their work
arrangements and job conditions• Requires technical and decision-making skills
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