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McGraw-Hill/Irwin
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Chapter
44
Job AnalysisJob Analysis
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McGraw-Hill/Irwin
© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Learning ObjectivesLearning ObjectivesAfter studying Chapter 4, students should be able to:After studying Chapter 4, students should be able to:
1. Explain the importance of job analysis and its relationship to internal alignment.
2. Discuss the difference between job-based, knowledge-based, and competency-based pay structures.
3. Describe the job analysis process.
4. Discuss the difference between quantitative and conventional job analysis approaches.
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McGraw-Hill/Irwin
© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Many Ways to Create Internal StructureMany Ways to Create Internal StructureBusiness and Work-Business and Work-
Related Internal StructureRelated Internal Structure
Person-based
Skill CompetenciesJob-based
Job analysisJob descriptions
Job evaluation: classes or compensable factors
Factor degrees and weighting
Job-based structure
PURPOSEPURPOSE
Collect, summarize work information
Determine what to value
Assess value
Translate into structure
(Chapter 5)(Chapter 5)
(Chapter 5)(Chapter 5)
(Chapter 5)(Chapter 5)
(Chapter 6)(Chapter 6) (Chapter 6)(Chapter 6)
(Chapter 4)(Chapter 4)
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Job analysisJob analysis is the is the systematic process systematic process of collecting of collecting information about information about the nature of specific the nature of specific jobs.jobs.
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Determining the InternalDetermining the InternalJob StructureJob Structure
Internal relationships in the organization
Job analysisJob descriptions
Job evaluation Job structure
Collecting Collecting information information about the about the nature of nature of specific jobsspecific jobs
Summary reports that Summary reports that identify, define, and identify, define, and describe the job as it describe the job as it is actually performedis actually performed
Comparison of Comparison of jobs within an jobs within an organizationorganization
An ordering of jobs An ordering of jobs based on their based on their content or relative content or relative valuevalue
Some Major Issues in Job AnalysisSome Major Issues in Job Analysis•Why collect information?Why collect information?•What information is needed?What information is needed?•How to collect the information?How to collect the information?•Who should be involved?Who should be involved?•How useful are the results?How useful are the results?
Some Major Issues in Job AnalysisSome Major Issues in Job Analysis•Why collect information?Why collect information?•What information is needed?What information is needed?•How to collect the information?How to collect the information?•Who should be involved?Who should be involved?•How useful are the results?How useful are the results?
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Job AnalysisJob Analysis
Job analysis involves the identification and Job analysis involves the identification and description of what is happening on the job.description of what is happening on the job.
Job analysis identifies:Job analysis identifies: required tasksrequired tasks knowledge and skillsknowledge and skills working conditionsworking conditions
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Job Analysis TerminologyJob Analysis Terminology
JOB FAMILYJOB FAMILYGrouping of related jobs with broadly similar content, e.g. Grouping of related jobs with broadly similar content, e.g. marketing, engineering, office support, technical.marketing, engineering, office support, technical.
JOBJOBGroup of tasks performed by one person that Group of tasks performed by one person that make up the total work assignment of that make up the total work assignment of that person, e.g. customer support representative.person, e.g. customer support representative.
TASKTASK
Smallest unit of analysis, a specific Smallest unit of analysis, a specific statement of what a person does; for statement of what a person does; for example, answers the telephone. example, answers the telephone. Similar tasks can be grouped into a Similar tasks can be grouped into a task dimension, e.g. responsible for task dimension, e.g. responsible for ensuring that accurate information is ensuring that accurate information is provided to customer.provided to customer.
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General Procedures forGeneral Procedures forConventional Job AnalysisConventional Job Analysis
1. Develop preliminary job information
2. Conduct initial tour of work site
3. Conduct interviews
4. Conduct second tour of work site
5. Consolidate job information
6. Verify job description
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McGraw-Hill/Irwin
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Typical Data Collected for Job AnalysisTypical Data Collected for Job Analysis
Data Related to JobData Related to Job Job IdentificationJob Identification Job ContentJob Content
Data Related to EmployeeData Related to Employee Employee CharacteristicsEmployee Characteristics Internal RelationshipsInternal Relationships External RelationshipsExternal Relationships
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Job Analysis: Data Related to JobJob Analysis: Data Related to Job
Job IdentificationJob Identification TitleTitle Department in which job Department in which job
is locatedis located Number of people who Number of people who
hold jobhold job
Job ContentJob Content TasksTasks ActivitiesActivities Constraints on actionsConstraints on actions Performance criteriaPerformance criteria Critical incidentsCritical incidents Conflicting demandsConflicting demands Working conditionsWorking conditions Roles (e.g., negotiator, Roles (e.g., negotiator,
monitor, leader)monitor, leader)
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Job Analysis: Data Related to EmployeeJob Analysis: Data Related to Employee
Employee CharacteristicsEmployee Characteristics Professional/technical Professional/technical
knowledgeknowledge Manual skillsManual skills Verbal skillsVerbal skills Written skillsWritten skills Quantitative skillsQuantitative skills Mechanical skillsMechanical skills Conceptual skillsConceptual skills Managerial skillsManagerial skills Leadership skillsLeadership skills Interpersonal skillsInterpersonal skills
Internal RelationshipsInternal Relationships Boss & other superiorsBoss & other superiors PeersPeers SubordinatesSubordinates
External RelationshipsExternal Relationships SuppliersSuppliers CustomersCustomers RegulatoryRegulatory Professional/IndustryProfessional/Industry CommunityCommunity Union/Employee GroupsUnion/Employee Groups
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Job Analysis:Job Analysis:How Can the Information be Collected?How Can the Information be Collected?
Conventional MethodsConventional Methods
Quantitative MethodsQuantitative Methods
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The Conventional TechniquesThe Conventional Techniquesof Job Analysisof Job Analysis
Task Inventory AnalysisTask Inventory AnalysisCritical Incident TechniqueCritical Incident TechniquePosition Analysis Questionnaire (PAQ)Position Analysis Questionnaire (PAQ)Functional Job Analysis (FAQ)Functional Job Analysis (FAQ)Methods Analysis (Motion Study)Methods Analysis (Motion Study)Guidelines-Oriented Job AnalysisGuidelines-Oriented Job AnalysisManagement Position Description Management Position Description
Questionnaire (MPDQ)Questionnaire (MPDQ)
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Who is Involved in Job Analysis?Who is Involved in Job Analysis?
Who Collects the Who Collects the Information?Information?
Who Provides the Who Provides the Information?Information?
How to Resolve How to Resolve DiscrepanciesDiscrepancies
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Writing Job DescriptionsWriting Job Descriptions
A job description is a written record of the duties A job description is a written record of the duties and responsibilities of a specific job compiled and responsibilities of a specific job compiled through job analysis.through job analysis.
It consists of statements which identify and It consists of statements which identify and describe the scope and contents of a job.describe the scope and contents of a job.
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Writing Job Descriptions Writing Job Descriptions (continued)(continued)
A job description does not describe all the details A job description does not describe all the details of a job.of a job.
Rather, it provides an outline of the Rather, it provides an outline of the essential essential functionsfunctions and and major dutiesmajor duties of a job. of a job.
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Job DescriptionsJob Descriptions
Job TitleJob Title
Job Job IdentificationIdentification
Job Job SpecificationsSpecifications
Essential Essential FunctionsFunctions
1. Job Title.
2. Job Identification.
3. Essential Functions.
4. Job Specifications.
Job Description
1. XXX2. XXX3. XXX4. XXX
1. XXX2. XXX3. XXX4. XXX
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Times for Reviewing Jobs and Times for Reviewing Jobs and Revising Descriptions Are: Revising Descriptions Are: (1 of 2)(1 of 2)
As part of periodic performance review.As part of periodic performance review.When assigning a new incumbent to the jobWhen assigning a new incumbent to the jobWhen major changes are made in the product or When major changes are made in the product or
outputs provided by a work unit or individualoutputs provided by a work unit or individualWith the introduction of new equipment, With the introduction of new equipment,
methods, or procedures to the workplacemethods, or procedures to the workplace
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Times for Reviewing Jobs and Times for Reviewing Jobs and Revising Descriptions Are: Revising Descriptions Are: (2 of 2)(2 of 2)
With the reorganization of the work unitWith the reorganization of the work unitWith the implementation of a new pay systemWith the implementation of a new pay systemWhen a new responsibility (a major work activity When a new responsibility (a major work activity
area) is added to the jobarea) is added to the job
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Judging Job AnalysisJudging Job Analysis
ReliabilityReliability ValidityValidity
AcceptabilityAcceptability PracticalityPracticality
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McGraw-Hill/Irwin
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SummarySummaryEncouraging employee behaviors that help Encouraging employee behaviors that help
achieve an organization’s objectives and foster a achieve an organization’s objectives and foster a sense of fairness among employees are two sense of fairness among employees are two hallmarks of a useful internal pay structure.hallmarks of a useful internal pay structure.
A key strategic decision is how much to align a A key strategic decision is how much to align a pay structure internally compared to aligning it to pay structure internally compared to aligning it to external market forces. This strategic decision external market forces. This strategic decision focuses on sustaining the optimal balance of focuses on sustaining the optimal balance of internally aligned and externally responsive pay internally aligned and externally responsive pay structures that help the organization achieve its structures that help the organization achieve its mission. mission. Both are requiredBoth are required..
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Summary Summary (continued)(continued)
A key test of an effective and fair pay structure is A key test of an effective and fair pay structure is acceptance of results by managers and employees. The acceptance of results by managers and employees. The best way to ensure acceptance of job analysis results is best way to ensure acceptance of job analysis results is to involve employees as well as supervisors in the to involve employees as well as supervisors in the process.process.
Alternatives to job-based structures such as skill-based Alternatives to job-based structures such as skill-based or competency-based systems are being experimented or competency-based systems are being experimented within many firms. The premise is that basing within many firms. The premise is that basing structures on these criteria will encourage employees structures on these criteria will encourage employees to become more flexible, and fewer workers will be to become more flexible, and fewer workers will be required for the same level of output.required for the same level of output.
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McGraw-Hill/Irwin
© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Review QuestionsReview Questions1. Job analysis has been considered the corner-
stone of human resource management. How does it support managers making pay decisions?
2. What does job analysis have to do with internal alignment?
3. Describe the major decisions involved in job analysis.
4. Distinguish between task and behavioral data.5. What is the critical advantage of quantitative
approaches over conventional approaches to job analysis?
