job analysis_final

8/7/2019 Job Analysis_FINAL

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Job Analysis

Patricia A. Meglich, Ph.D., SPHR 2009


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Learning Objectives forthis Session

Explain the historical context of job analysis.

Define the importance of job analysis to all HRactivities and functions.

Explain the information required to conduct ajob analysis and sources of information.

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Job Analysis Defined

Job analysis is the process of studying jobs

to gather, analyze, synthesize and report

information about job responsibilities and

requirements and the conditions underwhich work is performed.

Modified from Heneman and Judge (2009)

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Historical Perspective

Frederick Taylor (1911) Scientific Management

> Replaced rule-of-thumb work methods with scientific

study.

> Scientifically select, train and develop workers.

> Cooperate with workers to ensure that scientific

methods are followed.

> Divide work such that managers apply scientific

principles and workers implement them.

> Find the one best way to accomplish any task.

> Utilized time and motion studies to analyze tasks.

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Historical Perspective

Elton Mayo (1927-1932) Hawthorne Studies

> Informal organization affects productivity.

> Work group norms affect productivity.

> The workplace is a social system.

> Work is more than tasks and duties.

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Organizations in the New Millennium

Evolving work methods.

Organization structure.

Reporting relationships.

Global demands.

Knowledge workers.

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Foundation of all HR practices

Legal

Compliance

Employee

Relations

Rewards

Safety

&

Health

Performance

Management

Training

Staffing

HR Planning

JOB ANALYSIS

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Foundational

HR planning:

> Work design.

> Skills required.

Staffing:

> Advertising in labor

market.

> Selection criteria.

> Selection methods.

> Succession planning.

Training:

> Training needs for new

employees.

> Training program content.

> Training evaluation.

Performance management:> Performance standards.

> Evaluation criteria.

> Appraisal forms and

methods.

> Feedback andcommunication with

employees.

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Foundational

Safety and health:

> Training required.

> Protective equipment

needed.

> Hazard communications.

> Accommodations formedical impairments.

Rewards:

> Value of each job for

compensation purposes.

> FLSA status.

> Pay adjustments.

Employee relations:

> Work rules, policies and

procedures.

> Clear lines of authority and

responsibility.

> Union work settings. Legal compliance:

> Recordkeeping.

> Accommodations.

> Training.

> Compensation practices.> Equal employment

practices and affirmative

action.

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Information Collected

Data, people, things. Tasks or job functions:

> What gets done on the job.

> Essential functions.

Scope of responsibility:

> Supervision received.> Supervision provided.

Tools and equipment used on the job:

> Computer software.

> Hand tools.

> Job-related equipment.

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Work context and environment:

> Physical environment (discomfort, hazards).

> Work schedule (hours, days).

> Travel required.

Social/relationship factors:> Nature of social contacts.

> Level of social contact.

Decision-making authority:

> Judgment and discretion.

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Personal and physical demands of the job:

> Stand, sit, reach, lift, walk.

Knowledge, skills and abilities required to perform

job tasks:

>

Education.> Experience.

Certification (desired) and licensure (required):

> Certification (HR).

> Board licensure (physician, engineer).

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Job Requirements Matrix

Tasks KSAs

Specific

Tasks

Task

Dimensions

Importance

(% oftime)

Nature Importanceto

tasks (1-5)

Arrange

schedules withoffice assistant toensure that officeis staffed.

Supervision 30% Knowledge of

office policiesand operations.

4.9

Assign officetasks to officeassistant and

volunteers.

Supervision Knowledge ofoffice policiesand operations.

Type/transcribeletters, memosand reports.

Word processing 20% Knowledge oftyping formatsand software.

3.1

See Exhibit 4.3 on page 151 of Heneman and Judge, Staffing Organizations, 2009.

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Data Sources

Job incumbent

Supervisor or manager

Former jobholders

Job analyst

Subject matter experts (SMEs) Industry resources

Professional organizations like SHRM

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Dictionary of Occupational Titles

Dictionary ofOccupational Titles is now online onO*Net.

Comprehensive searchable database:

http://online.onetcenter.org

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O*NetHomepage

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End of Session I

This concludes Session I.

Assignment for Session II:

> In groups of four to five students, retrieve a job

description from O*Net.

> Choose from the following list of job titles:

Dental hygienist.

Waiter and waitress.

Real estate sales agent.

Floral designer.

Hairdresser, hairstylist, cosmetologist.

Retail salesperson.

Print out the job description and bring it to the next

class session.

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Learning Objectives for Session II

Explain data collection methods to conduct a jobanalysis.

Analyze a job description retrieved from O*Netwith respect to sources and data collectionmethods.

Analyze a job description retrieved from O*Netwith respect to importance of tasks.

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Data Collection Methods

Observation

Work sample

Work diary

Interview

Questionnaire Perform the job

Background records

Multiple methods

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Observation

Directly observe job incumbents performing the jobduties, work sample or job segments.

Can also be observed indirectly via video or audiotape:

> Hazardous jobs (airline pilot, surgeon, construction).

>

High-risk jobs (nuclearpowerplant). Best when job/task is repetitive and short cycle.

Good for manual jobs and tasks.

Not good for nonrepetitive, long-cycle jobs and tasks.

Not good for creative or thinking jobs and tasks.

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Work Sample

Observe samples of critical job tasks.

Best when job or task is repetitive and short cycle.

Good for manual jobs and tasks.

Not good for nonrepetitive, long-cycle jobs and

tasks. Not good for creative or thinking jobs and tasks.

Choosing the right or most representative tasks:

> Scientifically sample the job tasks to choose

appropriate tasks.

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Work Diary

Description of daily activities maintained for a

period of time:

> Calendar, day planner.

Best when job or task is nonrepetitive, long

cycle. Good for creative or thinking jobs/tasks.

Requires great discipline on diary-keepers part.

Accuracy may be questionable.

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Interview

Individual or group interviews:

> Job incumbents.

> Supervisor.

> Former job holders.

> Clients.

> Subject matter experts (SMEs).

Generates deep information:

> Qualitative data is rich.

Time-consuming and expensive.

Lacks anonymity.

Subject to interviewers skill level.

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Perform the Job

Job analyst performs the job duties as described byjob incumbent and/or supervisor.

First-hand exposure to job tasks and context

provides rich, relevant data.

T

ime-consuming. Potential safety risks.

Assumes a certain level of skill to perform the tasks.

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BackgroundRecords

Data mining of relevant materials such as:

> Organizational charts.

> Training manuals.

> Policies and procedures.

> Payroll records.> Production records.

> Call sheets.

A good starting point.

Documents may not exist in usable form.

Documents may be out of date.

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Multiple Methods

For best result, use multiple methods.

Balance time and cost constraints.

Balance the strengths and weaknesses of each

method.

No magic formula to determine how manymethods are ideal or which methods to combine

for a given job.

Ideally, obtain both quantitative and qualitative

data.

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Job Analysis Activity I

Using a job description retrieved from O*Net, youwill determine the sources and methods best used

to collect data to analyze this job.

Y

ou will then determine the importance of eachtask for the job.

The URL forO*Net is: http://online.onetcenter.org.

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End of Session II

This concludes the second session.

Remember to bring yourprinted job description and

worksheet for the activity to the next class session.

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Learning Objectives for Session III

Identify the outcomes of job analysis.

Distinguish between essential andnonessential job duties.

Explain the legal implications of job analysis.

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Outcomes of Job Analysis

Job description:

> Systematic, detailed summary of job tasks, duties and

responsibilities.

> Assures that employees and managers are on the

same page regarding who does what.

Job specification:

> Detailed summary of qualifications needed to perform

required job tasks.

Performance standards:

> Establishes the level of satisfactory performance.

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Job Description

The job description should include at least thefollowing elements:

> Job title.

> Job code.

> FLSA status.

> Job summary.

> Essential job duty task statements.

> Job context or any unusual elements.

> Date created.

> Revision number and date.

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Job Specification

The job specification should include at least thefollowing elements:

> Job title.

> Job code.

> Job summary.

> Knowledge required to perform job.

> Skills required to perform job.

> Abilities required to perform job.

> Education required.

> Experience required.> Licensure required or certification desired to perform

the job.

> Date created.

> Revision number and date.33

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Performance Standards

Performance standards define the level of expectedquality and quantity of work produced on the job.

Line managers input in developing performance

standards is essential.

Standards must be consistent and reasonable.

Performance standards help the employee gauge

performance on the job.

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Essential Job Functions

Americans with Disabilities Act (1990)> Percentage of time spent on task:

Significant percentage of time.

Often 20 percent or more.

> Frequency of task:

Task performed regularly?

Daily, weekly, monthly.

> Importance of task:

Does the task affect otherparts of the job?

Does the task affect other jobs?

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Job Analysis Activity II

Using a job description retrieved from O*Net,determine the essential and nonessential job

functions of the job.

Next, determine the abilities required to perform the

job.

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Behavioral Aspects

Employee fears:

> Paranoia.

> Self-protection.

Inflating titles and jobs.

Limiting managerial flexibility:> Its not in my job description.

Incumbent emphasis.

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Maintenance

Job descriptions and specifications must be kept

current to reflect changes in:

> Work practices and processes.

> Tools and equipment used on the job.

> Levels of discretion

> Licensure or certification.

Annual review during performance appraisal.

Review when incumbent turns over.

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