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Chapter 4 : Job Analysis

CBEB 1104

Human Resource Management

Lecture 3


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Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 42

1. Discuss the nature of job analysis, including what it is

and how its used.

2. Use at least three methods of collecting job analysisinformation, including interviews, questionnaires, andobservation.

3. Write job descriptions, including summaries and jobfunctions, using the Internet and traditional methods.

4. Write a job specification.

5. Explain job analysis in a worker-empowered world,including what it means and how its done in practice.

LEARNING OUTCOMES


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WHERE WE ARE NOW


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The Basics of Job Analysis: Terms

Job Analysis

The procedure for determining the duties and skill requirementsof a job and the kind of person who should be hired for it.

Job Description

A list of a jobs duties, responsibilities, reporting relationships,

working conditions, and supervisory responsibilitiesoneproduct of a job analysis.

Job Specifications

A list of a jobs human requirements, that is, the requisite

education, skills, personality, and so onanother product of a

job analysis.


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Types of Information Collected

Work

activities

Human

behaviors

Human

requirements

Job

context

Machines, tools,

equipment, and

work aids

Performance

standards

InformationCollected ViaJob Analysis


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Uses of Job Analysis Information

Recruitment

and selection

CompensationEEO

compliance

Discovering

unassigned duties

Performance

appraisal

Training

InformationCollected viaJob Analysis


7/42Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 47

Steps in Job Analysis

1

2

3

4

5

Steps in doing a job analysis:

Review relevant background information.

Decide how youll use the information.

Select representative positions.

Actually analyze the job.

Verify the job analysis information.

6 Develop a job description and job specification.


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FIGURE 42 Process Chart for Analyzing a Jobs Workflow


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Collecting Job Analysis Information

Interviews Questionnaires Observations

Methods for Collecting Job Analysis Information

Diaries/Logs


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The Interview

Information Sources

Individual employees

Groups of employees

Supervisors withknowledge of the job

Advantages

Quick, direct way to findoverlooked information

Disadvantage

Distorted information

Interview Formats

Structured (Checklist)

Unstructured


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Interviewing 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.


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Questionnaires

Information Source

Have employees fill outquestionnaires to describetheir job-related duties and

responsibilities

Questionnaire Formats

Structured checklists

Open-ended questions

Advantages

Quick and efficient wayto gather informationfrom large numbers of

employees

Disadvantages

Expense and timeconsumed in preparing and

testing the questionnaire


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Note:Use aquestionnaire likethis to interview jobincumbents, or havethem fill it out.

FIGURE 43 Job Analysis Questionnaire for Developing Job Descriptions


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FIGURE 43 Job Analysis Questionnaire for Developing Job Descriptions (contd)


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Observation

Information Source

Observing and noting thephysical activities ofemployees as they go

about their jobs bymanagers.

Advantages

Provides first-handinformation

Reduces distortion

of information Disadvantages

Time consuming

Reactivity response distortsemployee behavior

Difficulty in capturingentire job cycle

Of little use if job involves ahigh level of mental activity


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Participant Diaries/Logs

Information Source

Workers keep achronological diary or logof what they do and the

time spent on each activity

Advantages

Produces a more completepicture of the job

Employee participation

Disadvantages Distortion of information

Depends upon employeesto accurately recall theiractivities


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Quantitative Job Analysis Techniques

Position Analysis

Questionnaire

Functional Job

Analysis

Quantitative Job

Analysis

Department ofLabor (DOL)

Procedure

Quantify jobs - rather than describe them.


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The 194 PAQ elements are grouped into six dimensions

Information input

Mental processes

Work output

Relationships with others

Job context

Other job characteristics

Position Analysis Questionnaire

All questions in 5 activities:

Have Decision-making/

communication/socialresponsibilities

Perform Skilled activities

Physically active

Operate vehicles/equipment

Process information

EVALUATE JOB


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FIGURE 45 Portion of a Completed Page from the Position Analysis Questionnaire


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TABLE 41 Basic Department of Labor Worker Functions


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Internet-Based Job Analysis

Advantages

Collects information in a standardized format fromgeographically dispersed employees

Requires less time than face-to-face interviews

Collects information with minimal intervention or guidance


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FIGURE 47 Selected O*NET General Work Activities Categories


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Writing Job Descriptions

Jobidentification

Job

summary

Responsibilities and

duties

Authority of

the incumbent

Standards of

performance

Working

conditions

Job

specifications

Sections of aTypical JobDescription


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The Job Description

Job Identification

Job title

FLSA status section

Preparation date

Preparer

Job Summary General nature of the job

Major functions/activities

Relationships

Reports to:

Supervises:

Works with:

Outside the company:

Responsibilities and Duties

Major responsibilities andduties (essential functions)

Decision-making authority

Direct supervision

Budgetary limitations Standards of Performance

and Working Conditions

What it takes to do the jobsuccessfully


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FIGURE 48 Sample Job Description, Pearson Education


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FIGURE 48 Sample Job Description, Pearson Education (contd)


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TABLE 42 SOC Major Groups of Jobs


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Writing Job Descriptions (contd)

Step 1. Decide on a Plan

Step 2. Develop an Organization Chart

Step 3. Use a Simplified Job Analysis Questionnaire

Step 4. Obtain List of Job Duties from O*NET

Step 5. Compile the Jobs Human Requirementsfrom O*NET

Step 6. Finalize the Job Description


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Using O*Net for Writing Job Descriptions


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Using O*Net for Writing Job Descriptions (contd)


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Writing Job Specifications

Job specifications

for trained versus

untrained personnel

Job specifications

based on statistical

analysis

What human traits and

experience are required to

do this job well?

Job specifications

based on judgment


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Writing Job Specifications (contd)

Steps in the Statistical Approach

1. Analyze the job and decide how to measure jobperformance.

2. Select personal traits that you believe should

predict successful performance.3. Test candidates for these traits.

4. Measure the candidates subsequent job

performance.

5. Statistically analyze the relationship between thehuman traits and job performance.


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Job Analysis in a Worker-EmpoweredWorld

Job

Enlargement

Job

Enrichment

Job Design:

From Specialized

to Enriched Jobs

Job

Rotation


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Other Changes at Work

Flattening the

organization

Reengineering

business processes

Changing the

Organization and

Its Structure

Using self-managed

work teams


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Competency-Based Job Analysis

Competencies

Demonstrable characteristics of a person that enableperformance of a job.

Reasons for Competency-Based Job Analysis

To support a high-performance work system (HPWS). To create strategically-focused job descriptions.

To support the performance management process infostering, measuring, and rewarding:

General competencies

Leadership competencies

Technical competencies


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How to Write Job Competencies-Based JobDescriptions

Interview job incumbents and their supervisors

Ask open-ended questions about job responsibilitiesand activities.

Identify critical incidents that pinpoint success on thejob. In order to perform this job competently, theemployee should be able to

Use off-the-shelf competencies databanks


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FIGURE 411 The Skills Matrix for One Job at BP: DRILLING MANAGER

Note: The lighter color boxes within the individual columns indicatethe minimum level of skill required for the job.


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In-class activity

Individual work

Own thoughts

Write down (to keep until next week)

Title of a job that you hope to fill after you graduate Write the job description for it just list out what you know

(Note: Do not refer to book or the Internet)

After class, find the job description online andcompare. Keep in mind for class next week.

138


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Attendance and Tutorial

Attendance: Lecture 80%

Tutorial 80%

Signing attendance

Absent with concrete reason & document

Tutorial times

Tutorial 3 (Week 4)

1. Discussion questions (page 171)Questions 4 and 6

2. Continuing case (page 173): Carter Cleaning Co.

Questions 3 and 4139

Eligible forFinal Exam


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Project PaperInterview with company rept. (not for presentation)

Pre-interview

Choose topic

Choose company

Gather co. information Request for interview

Questions (structured)

Open-ended

Send early (1 week)

Prepare equipment tape?

Logistic prep.

During Interview

Members present

Question division

Organisation chart Tape (ask permission)

440


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Project PaperInterview with company rept. (cont.)

After interview

Transcribe

Analyse (no need Nvivo )

Thank company - letter Write project paper

Send a copy of projectpaper to company?

Suggestions might help co.improve.

Report

Introduction

Company & HR role there

Topic Findings, Discussion

Suggestions, Conclusion

References (website,

book, others) APA style

Appendix:

Organisation chart

Transcript of interview 441


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Printed in the United States of America.

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