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PowerPoint Presentation by Charlie CookThe University of West Alabama

1

Human Resource

ManagementELEVENTH EDITION

G A R Y D E S S L E R

2008 Prentice Hall, Inc.All rights reserved.

Job Analysis

Chapter 4

Part 2 | Recruitment and Placement

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2005 Prentice Hall Inc. All rights reserved. 42

The Nature of Job Analysis

Job analysis The procedure for determining the duties and skill

requirements of a job and the kind of person whoshould be hired for it.

Job descriptionA list of a jobs duties, responsibilities, reporting

relationships, working conditions, and supervisoryresponsibilitiesone product of a job analysis.

Job specificationsA 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 from JA

Work activities

Human behaviors

Machines, tools, equipment, and work aidsPerformance standards

Job context

Human requirements

For details under these points, consult book.

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Uses of Job Analysis Information

Recruitment and Selection

CompensationPerformance Appraisal

Training

Discovering Unassigned Duties

Legal Compliance/ EEO

For details under these points, consult book.

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Uses of Job Analysis Information

Figure 41

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Steps in Job AnalysisStep 1: Decide how youll use the

information.

Step 2: Review relevant backgroundinformation from organizational charts,process charts and previously developed job

descriptions.

Step 3: Select representative positions--sample

Step 4: Actually analyze the job by collecting the data

Step 5: Verify the job analysis information from workerand his/her supervisor

Step 6: Develop a job description and jobspecification.

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Charting the Organization

Organization chartA chart that shows the organizationwide

distribution of work, with titles of each positionand interconnecting lines that show who reports

to and communicates to whom.Process chart

A work flow chart that shows the flow of inputs toand outputs from a particular job.

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Process Chart for Analyzing a Jobs Workflow

Figure 42

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Methods of Data Collection for JA

Interviews

Questionnaires

ObservationParticipant Diary/Log

Internet based Job Analysis

Quantitative Job Analysis Techniques

Use Multiple sources to collect the data


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Methods of Collecting Job AnalysisInformation: The Interview

Information sources

Individual employees

Groups of employees

Supervisors with

knowledge of the job

Advantages

Quick, direct way tofind overlooked

information. Disadvantages

Distorted information

Interview formats

Structured (Checklist)

Unstructured

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Interview Guidelines

The job analyst and supervisor should work togetherto 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 foranswers.

Ask the worker to list his or her duties in order ofimportance and frequency of occurrence.

After completing the interview, review and verify thedata.

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Methods of Collecting Job AnalysisInformation: Questionnaires

Information source

Have employees fill outquestionnaires todescribe their job-

related duties andresponsibilities.

Questionnaire formats

Structured checklists

Opened-endedquestions

Advantages

Quick and efficient wayto gather informationfrom large numbers of

employees

Disadvantages

Expense and timeconsumed in preparing

and testing thequestionnaire

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Methods of Collecting Job AnalysisInformation: Observation

Information source

Observing and notingthe physical activitiesof employees as they

go about their jobs.

Advantages

Provides first-handinformation

Reduces distortion of

information

Disadvantages

Time consuming

Difficulty in capturing

entire job cycle

Of little use if jobinvolves a high level ofmental activity.

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Methods of Collecting Job AnalysisInformation: Participant Diary/Logs

Information source

Workers keep achronological diary/ logof what they do and

the time spent in eachactivity.

Advantages

Produces a morecomplete picture of thejob

Employee participation

Disadvantages

Distortion ofinformation

Depends uponemployees toaccurately recall theiractivities

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Methods of Collecting Job AnalysisInformation: Internet

With the advent of internet, it is easy for us toanalyze the jobs even if we have our officesgeographically separated.

We can send Job Analysis Questionnaires to

employees via e-mail.We can interview them by using Web

Conferencing.

With Web Cams, we can even observe themdoing their work activities.

It is a cost effective and time efficient way toanalyze the job.


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Quantitative Job Analysis Techniques

The position analysis questionnaire (PAQ)A questionnaire used to collect quantifiable data

concerning the duties and responsibilities of variousjobs (For detail, consult book for a sample PAQ)

The Department of Labor (DOL) procedureA standardized method by which different jobs can

be quantitatively rated, classified, and compared.

Functional job analysis

Takes into account the extent to which instructions,reasoning, judgment, and mathematical and verbalability are necessary for performing job tasks.

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Sample ReportBased on

Department of

Labor JobAnalysisTechnique

Figure 46

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Use Multiple Sources to Collect the Data

We can use multiple sources to collect thedata.

Take interviews for example, we can use it

with checklists or questionnaires

With observation, we can use interviews andchecklists.

For interviews and questionnaires, we canuse internet.


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2008 Prentice Hall, Inc. All rights reserved. 419

Writing Job Descriptions

JobIdentification

JobSummary

Responsibilitiesand Duties

Authority of theIncumbent

Standards ofPerformance

WorkingConditions

JobSpecifications

Sections of aTypical JobDescription

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Writing Job Description

Job identification Job title: _______ Supervisor: _________

Department:______ Location: ___________

Preparation 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

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The Job Description (contd)

Working Relationships (chain of command) Reports to: employees immediate supervisor

Supervises: employees that the job incumbentdirectly supervises

Works with: others with whom the job holder willbe expected to work and come into contact withinternally.

Outside the company: others with whom the jobholder is expected to work and come into contactwith externally.

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Duties and ResponsibilitiesA list of the jobs major responsibilities and duties

(essential functions)

A list of jobs secondary duties and responsibilities

A list of jobs occasional duties and responsibilities

Authority of the job holder

-- Supervisory Authority

-- Decision making Authority

-- Budgetary Authority

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Standards of performance and workingconditions

Lists the standards the employee isexpected to achieve under each of the job

descriptions main duties andresponsibilities.

List down the conditions under which theworker is supposed to work e.g. lighting andcooling conditions, dust, noise level,vibration, heat etc

Job Specification

Sometimes we also write job specification atthe end of job description

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Writing Job Specifications

Specifications for trained personnel Focus on traits like length of previous service,

quality of relevant training, and previous jobperformance.

Specifications for untrained personnel Focus on physical traits, personality, interests, or

sensory skills that imply some potential forperforming or for being trained to do the job.

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Writing Job Specifications (contd)

Specifications Based on Judgment Self-created judgments (common sense)

List of competencies in Web-based jobdescriptions (e.g., www.jobdescription.com)

Specifications Based on Statistical Analysis

Attempts to determine statistically the relationshipbetween a predictor or human trait and an

indicator or criterion of job effectiveness.

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Writing Job Specifications (contd)

Steps in the Statistical ApproachAnalyze the job and decide how to measure job

performance.

Select personal traits that you believe should

predict successful performance. Test candidates for these traits.

Measure the candidates subsequent jobperformance.

Statistically analyze the relationship between thehuman trait and job performance.

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Job Analysis in a Jobless World

Job Generally defined as a set of closely related

activities carried out for pay.

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Dejobbing

Dejobbing:-- Encouraging the employees to get out of their job

descriptions and perform other duties as well in order to copeup with the challenges that exist in external environment

Job enlargement Assigning workers additional same level activities, thus

increasing the number of activities they perform.

Job enrichment

Redesigning jobs in a way that increases the opportunitiesfor the worker to experience feelings of responsibility,achievement, growth, and recognition.

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2005 Prentice Hall Inc All rights reserved 430

Dejobbing

Job rotation

Moving a trainee from department to departmentto broaden his or her experience and identifystrong and weak points to prepare the person foran enhanced role with the company

Systematically moving workers from one job toanother to enhance work team performance.

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