Company

LOGO

Job & Task Analysis

By : Nabil Diab, PhD Candidate

OM7501

Northcentral University

Feb 2010

1

Overview

1. Introduction

5. Job Analysis Goal

4. Methods of Job Analysis

2. Job Analysis Process

6. Example 1

7. Example 2

8. Summary

8. References

3. Major Multifaceted Nature

2

Introduction

An important concept of Job Analysis is that the analysis is conducted of the Job, not the person.

Job Analysis is a process

to identify and determine

in detail the particular job

duties and requirements

and the relative

importance of these

duties for a given job ( hr-

guide.com, 1999).

The history of job analysis

can be traced back to

Socrates in the fifth century

B.C. and his description of

the ideal state ( Primoff &

Fine, 1988). In 1916,

Frederick Taylor referred to

job analysis as the first of

the four principles of

scientific management

(Ash,1988).

Job Analysis is “the

collection and analysis of

any type of job-related

information by any method

for any purpose. It may be

looked at as a way to

analyze reality,” (Ash, 1988,

p.3).

3

Job Analysis

Process

Source: Based on reference information contained in the web document “Job Analysis in the

AMEDD”, which is located at

http://www.cs.amedd.army.mil/simcenter/job_analysis_in_the_amedd.htm 4

The Major Multifaceted Nature of

the Job Analysis

Employee

Training Safety

and

Health

Selection

Source: Based on DeCenzo & Robbins, “Human Resource Management” , 1999, p.

145

Job

Analysis

5

Methods of Job Analysis

ObservationQuestionnaires

DiaryInterview

•Analyst

observes

incumbent

Directly

Videotape

•Individual

•Group

Questions

about the

job’s tasks

&

responsibilities

Employees

record

information

into diaries

of their daily

tasks

Uses experts to

gather

information about

job

characteristics

Takes

past

incidents

of good

and bad

behavior

6

Job Analysis Goal:

Match Person & Job

Person

KSAs

Talents & Interests

Motivation

Job

Tasks & Duties

Rewards

Job

Outcomes

Performance

Satisfaction

7

Example 1

• Common Elements

– Job Title

– Job Summary

– Tasks & Duties

• “Task Statements”

– Qualifications

– Other information

• Title:

• Safety Manager

• Summary:

• Function & Scope:

• To provide professional knowledge and expertise in

the administration and support of environmental

health and safety programs.

Responsible for the overall coordination and

implementation of environmental health and safety

programs to assure compliance with

regulatory agency guidelines and institutional

policies.

• Education:

• Required:

• Bachelor's degree/

• Preferred:

• Bachelor's degree in Engineering, Applied or Basic

Science, Environmental Science, Industrial

Hygiene, or a related field.

• Other Knowledge, Skills, and Abilities:

Eligible to be certified in one of the following:

Certified Safety Professional (CSP) by Board of

Certified Safety Professional

Certified Industrial Hygienist (CIH) by American

Board of Industrial Hygiene

Certified Biological Safety Professional (CBSP) by

American Biological

Safety Association

Source: Based on reference information contained in the web document “ UTD

Human Resources Management”, which is located at

http://www.utdallas.edu/hrm/compensation/jobdescriptions/6616.php58

Example 1-

Task Statement Format

• Performs what action?

Example: “Supervise”

• To whom or what is the action performed?

Example: Ensures compliance with all applicable federal, state and local legislation and codes governing environmental health and safety

Source: Based on reference information contained in the web document “ UTD Human Resources Management”, which is located at

http://www.utdallas.edu/hrm/compensation/jobdescriptions/6616.php5

• Additional information

Example: Responsible for duties

as assigned relating to internal

controls including safe-guarding

of department assets, reliability

of department financial

information, and compliance with

applicable laws, regulations,

policies and procedures.

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Example 1-

Purpose

Decide

purposes

of the

job analysis

project

Source: Based on reference information contained in the web document “ UTD Human Resources Management”, which is located at

http://www.utdallas.edu/hrm/compensation/jobdescriptions/6616.php5

How do you want to use

the Job Descriptions?

• Job design

• Recruiting

• Selection

• Performance appraisal

• Training

• Compensation

10

Example 1-

Method

Source: Based on reference information contained in the web document “ UTD Human Resources Management”, which is located at

http://www.utdallas.edu/hrm/compensation/jobdescriptions/6616.php5

Identify sources of job

data

– Job incumbents:

observation, interview,

questionnaire

– Supervisor of job:

interview,

questionnaire

– Other sources

• Decide what data

(information) is needed

– At a minimum, for each job

being analyzed, we need

data on:

• Tasks & duties

performed on the job

• Qualifications required

by the job

• Select specific procedures of job

analysis

– Narrative Job Descriptions

• Simplest method of job

analysis

• Collect qualitative data (no

numbers)

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Example 1-

Data Collection & Analysis

Source: Based on reference information contained in the web document “ UTD Human Resources Management”, which is located at

http://www.utdallas.edu/hrm/compensation/jobdescriptions/6616.php5

• Collect job data

– Get the organization ready

– Reduce sources of bias

– Conduct effective interviews

• Analyze the job data

• Report results to organization

– Write the job descriptions

• Periodically recheck the job data

– Update & revise the job

descriptions as needed

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Example 1-

Assessment

Source: Based on reference information contained in the web document “ UTD Human Resources Management”, which is located at

http://www.utdallas.edu/hrm/compensation/jobdescriptions/6616.php5

• Evaluate the Job Analysis project

– Continuous improvement: learn

from both successes & mistakes to

continuously get better

• Did the project finish on-time

and under-budget?

– If not, what went

wrong? What would

you do differently?

• Did you collect the correct

information?

– What additional

information would you

collect if you did the

project over?

– What information

would you not collect?

• Are the Job Descriptions

being used as intended?

– If not, what’s missing

to make them useful?

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Example 2

The Structured Job Analysis Procedures will be

used in this example by deploying the

Professional and Managerial Position Questionnaire

(PMPQ) which is a structured job analysis

questionnaire for professional, managerial, and

related positions such as those held by executives,

supervisors, engineers, technicians, teachers, and

other professionals .

Source: Based on reference information contained in the

web document “ Professional and Managerial Position

Questionnaire (PMPQ) “ , which is located at

http://www.paq2.com/pmpqmain.html

Source: Based on reference information contained in the web

document “ Job Description”, which is located at

https://www.jobdescription.com/content/complet1.asp

• Job Title:

• Marketing Manager

• Department:

• Marketing

• Reports To:

• President

• FLSA Status:

• Non-Exempt

• Prepared By:

• Michael Smith

• Prepared Date:

• December 1, 2004

• Approved By:

• Janet Jones

• Approved Date:

• December 15, 2004

• SUMMARY

Plans, directs, and coordinates the marketing of the

organization's products and/or services by performing

the following duties personally or through subordinate

supervisors.

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Example 2-

Structured Job Analysis Procedures

Structured Job Analysis Procedures

O*NET: Occupational Information Network database

Developed by the US Department of Labor

Standardized descriptors of skills, knowledges, tasks,

occupation requirements, and worker abilities, interests, and

values to assist you in building accurate job descriptions

Source: Based on reference information contained at

http://www.onetcenter.org/ 15

Summary

New Views of Job Analysis

Future-Oriented Strategic Job Analysis

Instead of describing how a job is today,

describe how it will be in the future

Competency Modeling

Define the job’s critical success factors, which

should be tied to the organization’s objectives

and strategy

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References• Ash, R. (1988). Job analysis in the world of work. In S. Gael (Ed.), The Job Analysis

Handbook for Business (pp. 3−13). New York: John Wiley and Sons.

• DeCenzo, David A. and Stephen P. Robbins. Human Resource Management. New York: John Wiley & Sons, 1999.

• Gael (1988a). The job analysis handbook for business, industry, and government, vol. 1. New York: John Wiley and Sons.

• Gatewood, R., & Feild, H. (1994). Human resource selection. Orlando, FL: The Dryden Press

• Ghorpade, J., & Atchison, T. (1980). The concept of job analysis: A review and some suggestions. Public Personnel Management, 9, 134−144.

• Hr-Guide.com, (1999). HR guide to the internet: Job analysis. Retrieved Feb 2, 2010, from http://www.job-analysis.net/G000.htm

• Mirabile, R. J. (1990). The power of job analysis. Training, 27(4), 70−74.

• Oswald, F. L. (2003). Job analysis: Methods, research, and applications for human resource management in the new millennium. Personnel Psychology, 56(3), 800−802.

• Primoff, E., & Fine, S. (1988). A history of job analysis. In S. Gael (Ed.), The job analysis handbook for business, industry and government, vol. 1. New York: John Wiley and Sons.

• Siddique, C. M. (2004). Job analysis: A strategic human resource management practice. International Journal of Human Resource Management, 15(1), 219−244.

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