copyright © 2011 pearson education, inc. publishing as prentice hall4–1 job analysis chapter 3
TRANSCRIPT
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–1
Job analysisJob analysis
Chapter 3Chapter 3
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–2
1.1. What is the meaning of job analysis, types of information What is the meaning of job analysis, types of information collected via job analysis, and uses of these information collected via job analysis, and uses of these information
2.2. methods of collecting job analysis informationmethods of collecting job analysis information
3.3. Write job descriptions and job specification.Write job descriptions and job specification.
4.4. Job descriptions based on competencies Job descriptions based on competencies
LEARNING OUTCOMESLEARNING OUTCOMES
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The Basics of Job Analysis: TermsThe Basics of Job Analysis: Terms• Job AnalysisJob Analysis
The procedure The procedure for determining the duties and skills which are for determining the duties and skills which are required for a job, and the kind of person who should be hired for required for a job, and the kind of person who should be hired for it.it.
• Job DescriptionJob Description A list A list of a jobof a job’’s duties, responsibilities, relationships, working s duties, responsibilities, relationships, working
conditions, and supervisory responsibilities—It is one product of a conditions, and supervisory responsibilities—It is one product of a job analysis.job analysis.
• Job Specifications Job Specifications A list A list of human requirements,of human requirements,such as such as
education, skills, personality, and so on— It is another education, skills, personality, and so on— It is another product of a job analysisproduct of a job analysis..
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Types of Information CollectedTypes of Information Collected
Job title
Job’s dutiesHuman
requirements
Job content
Machines, tools, equipments, and
work aids
Performance standards
Information Collected Via Job Analysis
• Actual work activities of the job. Preparing, communicating, deciding, and writing, • tools used, materials processed.• quantity and quality output levels that can be used to appraise employees.• The organizational and social context in which the job exists: working conditions, work schedules,
and incentives• knowledge or skills related to the job (education, training, work experience) and required personal
attributes
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4–5
Uses of Job Analysis InformationUses of Job Analysis Information
Recruitmentand selection
Compensationdecisions
Discovering unassigned
duties
Performance appraisal
Training
Uses of Information
Collected via Job Analysis
Employee
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FIGURE 4–1 Uses of Job Analysis Information
Recruiting :Job analysis provides HRM with information related to the desired human characteristics needed to effectively Recruit and Select individuals for jobs. Compensating : Job analysis provides HRM with information related to Compensation factors such as education, experience, skills safety, risks, degree of responsibility, and so on. Based on these factors salaries and wages can be determined.
Training : Job analysis provides HRM with information related to duties and skills of the job which is required for proper Training of employees.
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FIGURE 4–1 Uses of Job Analysis Information
Appraising: job analysis provides HRM with information related to job’s performance standards. That can help it to conduct Performance Appraisal.
Job analysis is a method for Discovering Unassigned Duties that should become a formal part of a job.
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Collecting Job Analysis InformationCollecting Job Analysis Information
InterviewsQuestionnaire
sObservations
Methods for Collecting Job Analysis Information
Diaries/Logs
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InterviewsInterviews• The job analyst and supervisor should work together The job analyst and supervisor should work together
to identify the workers who know the job best.to identify the workers who know the job best.
• Quickly establish relation with those workers.Quickly establish relation with those workers.
• They Follow a structured guide and two types of questions: closed They Follow a structured guide and two types of questions: closed questions and open-ended questions and provides space for questions and open-ended questions and provides space for answers.answers.
• They Ask the worker to list his duties in order of importance .They Ask the worker to list his duties in order of importance .
After completing the interview, the supervisor reviews and verify the After completing the interview, the supervisor reviews and verify the data.data.
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InterviewsInterviews
• Information SourcesInformation Sources EmployeesEmployees
Supervisors with Supervisors with knowledge of the jobknowledge of the job
• AdvantagesAdvantages Quick, direct way to find Quick, direct way to find
overlooked informationoverlooked information
• DisadvantageDisadvantage Distorted informationDistorted information
• Interview FormatsInterview Formats Structured (Checklist)Structured (Checklist)
UnstructuredUnstructured
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: Questionnaires: Questionnaires
• Information SourceInformation Source Have employees fill out Have employees fill out
questionnaires to describe questionnaires to describe duties and responsibilities duties and responsibilities related to their job related to their job
• Questionnaire FormatsQuestionnaire Formats Structured checklistsStructured checklists
Open-ended questions Open-ended questions
• AdvantagesAdvantages Quick and efficient way Quick and efficient way
to gather information to gather information from large numbers of from large numbers of employeesemployees
• DisadvantagesDisadvantages Expense and time Expense and time
consumed in preparing and consumed in preparing and testing the questionnairetesting the questionnaire
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ObservationObservation
• Information SourceInformation Source Observing and noting the Observing and noting the
physical activities of physical activities of employees.employees.
• AdvantagesAdvantages Provides first-hand Provides first-hand
informationinformation Reduces distortion Reduces distortion
of informationof information
• DisadvantagesDisadvantages Time consumingTime consuming Reactivity response may Reactivity response may
distorts employee behaviordistorts employee behavior Difficulty in capturing Difficulty in capturing
entire job cycleentire job cycle We can’t use it if job We can’t use it if job
involves a high level of involves a high level of mental activitymental activity
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Participant Diaries/LogsParticipant Diaries/Logs
• Information SourceInformation Source Workers keep a diary or Workers keep a diary or
log of what they do and the log of what they do and the time spent on each activitytime spent on each activity
• AdvantagesAdvantages Produces a more complete Produces a more complete
picture of the jobpicture of the job Employee participationEmployee participation
• DisadvantagesDisadvantages Distortion of informationDistortion of information Depends upon employees Depends upon employees
to accurately recall their to accurately recall their activitiesactivities
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Job Analysis based on the internetJob Analysis based on the internet• AdvantagesAdvantages
Collects information in a standardized format from Collects information in a standardized format from geographically dispersed workers.geographically dispersed workers.
Requires less time than face-to-face interviewsRequires less time than face-to-face interviews
Collects information with minimal intervention Collects information with minimal intervention
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Writing Job DescriptionsWriting Job Descriptions
Jobidentification
Jobsummary
Responsibilities and duties
relationships Standards of performance
Working conditions
Jobspecifications
Sections of a Job Description
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Sections of a Job DescriptionSections of a Job Description• Job IdentificationJob Identification
Job titleJob title status sectionstatus section Preparation datePreparation date
• Job SummaryJob Summary General nature of the jobGeneral nature of the job Major functions/activitiesMajor functions/activities
• Relationships Relationships Reports to:Reports to: Supervises:Supervises: Works with: Works with: Outside the company:Outside the company:
• Responsibilities and DutiesResponsibilities and Duties responsibilities and duties responsibilities and duties
(essential functions)(essential functions) Decision-making authorityDecision-making authority
• Standards of Performance Standards of Performance and Working Conditionsand Working Conditions What it takes to do the job What it takes to do the job
successfullysuccessfully
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Writing Job SpecificationsWriting Job Specifications
Educationsknowledge, Skills
and Abilities
“What human skills and experience are
required to do this job well?”
Experiencetraining
It shows what kind of person to recruit
and for what qualities you should test that person.
The job specification may be a section of the job description, or a separate document
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Job description Based on Job description Based on CompetencyCompetency
• what Competencies?what Competencies?
characteristics of a person that can perform a job characteristics of a person that can perform a job successfully.successfully.
• Reasons for Job Analysis Based on CompetencyReasons for Job Analysis Based on Competency
The traditional methods focus on the duties and The traditional methods focus on the duties and responsibilities and depend on a list of traditional job’s responsibilities and depend on a list of traditional job’s assignments.assignments.
The problem of this approach is that the jobs are The problem of this approach is that the jobs are always changingalways changing
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How to Write Job Descriptions based on How to Write Job Descriptions based on CompetenciesCompetencies
• Therefore a new approach has emerged and Therefore a new approach has emerged and began to focus on the began to focus on the KSA KSA which employees which employees must possess to perform multitasks such as must possess to perform multitasks such as
• Personality traits Personality traits • BehaviorsBehaviors• professional and technical knowledgeprofessional and technical knowledge
General competenciesGeneral competencies Leadership competenciesLeadership competencies Technical competenciesTechnical competencies
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How to Write Job Descriptions based on How to Write Job Descriptions based on CompetenciesCompetencies
• Defining the jobDefining the job’’s competencies and writing s competencies and writing them, is similar to traditional job analysis. you them, is similar to traditional job analysis. you can interview job holders and their supervisors, can interview job holders and their supervisors, ask questions regarding job responsibilities and ask questions regarding job responsibilities and activities.activities.
• But this similarity ends. Instead of writing lists of But this similarity ends. Instead of writing lists of job duties, you will ask, job duties, you will ask, ““In order to perform this In order to perform this job competently, the employee should be able job competently, the employee should be able to:to:
• work under stress, deal with people, establish work under stress, deal with people, establish goals and create plans, be proactive…and so on goals and create plans, be proactive…and so on
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Job Analysis in an organization Job Analysis in an organization Empowered WorkerEmpowered Worker
JobEnlargement
Job Enrichment
Job DesignFrom Specialized to Enriched Jobs
Job Rotation
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Job designed from specialized to Job designed from specialized to enriched jobs enriched jobs
• job enlargement attempts to make work more motivating by assigning workers additional same-level activities.
Job rotation involves systematically moving workers from one job to another.
Job enrichment involves redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.
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FIGURE 4–10 Preliminary Job Description Questionnaire
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FIGURE 4–8 Sample Job Description, Pearson Education
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FIGURE 4–1 Uses of Job Analysis Information
Discuss why is HRM important toDiscuss why is HRM important to
all managers?all managers?
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FIGURE 4–1 Uses of Job Analysis Information
What are the main types What are the main types
of corporate strategies? of corporate strategies?
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K E Y T E R M S
job analysis
job description
job specifications
organization chart
process chart
diary/log
position analysis questionnaire (PAQ)
Standard Occupational Classification (SOC)
job enlargement
job rotation
job enrichment
competency-based job analysis