4.Job Analysis and Evaluation

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Job Analysis and design


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Introduction

Job analysis is vital to any HRM program

and answers such questions as:

How long does it take to complete important

tasks?Which tasks are grouped together as a job?

How can ajob be designed or structured so

that employee performance can be enhanced?

What behaviors are needed to perform the job?

What kind of person, in terms of traits and

experience, is best suited for the job?

How can the information acquired by a job


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The Vocabulary of Job Analysis

Position: the responsibilities and duties performed by an individual. There

are as many positions in an organization as there are employees

Job: group of positions that are similar in their duties, such as computer

programmer

Job analysis: a purposeful, systematic process for collecting informationon the important work-related aspects of a job

Job description: the principal product of a job analysis. It represents a

written summary of the job as an identifiable organizational unit

Job specification: a written explanation of the knowledge, skills, abilities,

traits, and other characteristics (KSAOs) necessary for effective

performance on a given job

Tasks: Coordinated and aggregated series of work elements used to

produce an output


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LINKAGE BETWEEN ORGANISATION &

JOBS

Jobs are therefore:

the basic units of an organizational structure(The Building Blocks)

the link between an individual and the organization(Employee/Employer)

the bridge between people and what is expected ofthem(Their Work)

designed independent of the person doing the job atthat point in time

Help evaluate the job for identifying compensatoryspecifications


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JOB ANALYSIS IS .NOT

A personal analysis

A performance appraisal


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Job Analysis

Job analysis is the process of gathering information about the job andevaluating such information in terms of what is necessary and relevant.

Essentially, job analysis involves three questions:

1. What is a job?

2. What should be analyzed?

3. What methods of analysis should be used?
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The Uses of Job Analysis

Job analysis is critical to assessments of

discrimination under most employment-related laws

It is linked to these laws through court rulings

For job analysis to be viewed favorably by the

courts, it must:

Yield a thorough, clear job description

Assess the frequency and importance of job behaviors

Allow for an accurate assessment of the knowledge, skills,

abilities, and KSAOs required by the job

Clearly determine which KSAOs are important for each job duty


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The Steps in Job Analysis

Step 1

Examine the

total organi-

zation and

the fit ofeach job

Step 2

Determine

how job

analysis

informationwill be used

Step 3

Select jobs

to be

analyzed

Step 5

Prepare job

description

Step 6

Prepare job

specification

Use information from

Steps 16 for:

Job design

Planning

Recruitment

Selection and trainingPerformance evaluation

Compensation and benefits

EEO compliance

Follow-up evaluations

Step 4

Collect data

by using

acceptable

job analysistechniques

Fig 6-1


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Nuts and Bolts

Who is involved in the job analysis?

Management

Supervisors Job analysts

Job incumbent

Unions

Consultants


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JOB ANALYSISTWO BASIC RULES:

We will not analyse the strengths andweaknesses of the incumbent holding the job

We will analyse the value contribution of the job

to the organisation, as if it is being performed at

the normal level


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The Use of Charts

Before beginning analysis, an overview of

the organization and its jobs is required

This provides a better understanding of work flow

An organization chart presents therelationships among departments and

units of the firm, as well as:

Line and staff functionsNumber of vertical levels in the organization

Number of functional departments

Formal reporting relationships


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Methods of Data Collection

When collecting job data, these basic

methods can be used separately or in

some combination:

Observation Interview

Questionnaires

Job incumbent diaries or logs In each method, job information is:

Collected

Studied in terms of tasks completed by the jobincumbent ob oriented anal sis


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When collecting job data, these basic

methods can be used separately or in

some combination:

Observation Interview

Questionnaires

Job incumbent diaries or logs In each method, job information is:

Collected

Studied in terms of tasks completed by the jobincumbent ob oriented anal sis


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A job can also be analyzed in terms of

behaviors (work-oriented analysis)

What the job incumbent does to perform the job

Both orientations are acceptable under the

Uniform Guidelines on Employee SelectionProcedures

They must identify job duties and behaviors thatare critical to performing the job

Because time and cost are considerations,

managers must collect comparable, valid


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The job analysis information format (JAIF)

provides core information for any job

analysis method

The questionnaire provides a thorough picture ofthe job, job duties, and requirements

Questionnaire answers are used to structure the

data collection technique that will be implemented

Incumbents and supervisors may not view

a job in the same way

Collect information from a variety of incumbents

Dont assume everyone has the same amount


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Observation

Direct observation is used for jobsthat require manual, standardized,

and short-job-cycle activities

Direct observation is not usually

appropriate when the job involves

significant mental activity

Job analysts must be trained to:

Observe relevantjob behaviors

Be as unobtrusive as possible


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Interviews

Interviewing job incumbents is often done

in combination with observation

This is the most widely used technique

It allows the job analyst to talk with job incumbent

Interviews can be conducted with a:

Single incumbent

Group of incumbents

Supervisor who is familiar with the job

A structured set of questions is used so

answers


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Interviews

Interviews are difficult to standardize

Different interviewers may ask different questions

The same interviewer might ask different

questionsof different respondents

Information may be unintentionally distorted by

the interviewer

Interviewing costs can be high, especially if

group interviews arent practical


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Questionnaires

Questionnaires are the least costly data

collection method

They can collect large amounts of data in a short

timeA structuredquestionnaire includes specific

questions about the job, working conditions, and

equipment

An open-endedformat permits job incumbents touse their own words and ideas to describe the job

The format and structure of a questionnaire

are debatable issues


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Questionnaires

To make a questionnaire easier to use:

Keep it as short as possible

Explain what the questionnaire is being used forKeep it simple

Test the questionnaire before using it


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Job Incumbent Diary or Log

The diary or log is a recording by

incumbents of:

Job duties

Frequency of the dutiesWhen the duties are accomplished

Most people are not disciplined enough to

keep a logKept properly, the log permits an examination of

routine duties and exceptions

The diary or log is useful when analyzing jobs that

are difficult to observe


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Which Method to Use?

There is no agreement about which

methods of job analysis yield the best

information

Interviews should not be the sole data collectionmethod

Certain methods may be better for a given

situation

Most organizations base their choice on:

The purpose of the analysis

Time and budget constraints


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Which Method to Use?

Many organizations use a multi-methodsjob analysis approach

The analyst interviews incumbents and

supervisors in conjunction with on-siteobservation

A task survey based on expert judgments is

constructed and administered

A statistical analysis of the responses isconducted

Using a comprehensive process is

relatively expensive and time-consuming


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Specific Quantitative

Techniques

Three of the more popular quantitative

techniques:

Functional job analysis

Position analysis questionnaireManagement position description questionnaire


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Job Analysis for Staffing

A job analysis that produces a valid selectionsystem identifies worker characteristics that:Distinguish superior from average and unacceptableworkers;

Future-oriented job analysis: job analysistechnique for analyzing new jobs or analyzinghow jobs will look in the future


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The ELEMENTS OF JOB

DESCRIPTION

Job Purpose

Job Context & Major Challenges

Principal Accountabilities

Organizational Relationships


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Person Specification

Person specification: summarizes the characteristics of

someone able to perform the job well

Essential criteria:job candidate characteristics that are

critical to adequate new hire performance and for which

candidates should be screened

Desirable criteria:job candidate criteria that may

enhance the new hires job performance, but that are not

essential to adequate job performance


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Outcomes of Job Analysis

Figure 4-1

S ifi Q tit ti


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Specific Quantitative

Techniques

Three of the more popular quantitative

techniques:

Functional job analysis

Position analysis questionnaireManagement position description questionnaire


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Functional Job Analysis

Functional job analysis (FJA)is the result

of 60 years of research on analyzing and

describing jobs

Conceived in the late 1940sDeveloped to improve job classifications in the

Dictionary of Occupational Titles (DOT)

DOT descriptions helped job analysts learnwhat was involved in a particular job

FJA could then be used to elaborate and more

thoroughly describe the content of a job

The goal was creating a common language for


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FJA assumes jobs can be described in

terms of three basic relationships the

worker has with the work:

Physically relating to thingsUsing mental resources to process data

Interacting withpeople

Using behavioral terms, each relationshipcan be organized along a continuum of

complexity

Lowest to highest


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Experience RequirementsTraining

Experience

Licensing

Worker Requirements

Basic skills

Cross-functional skills

General knowledge

Education

Worker CharacteristicsAbilities

Interests and work values

Work styles

Occupational CharacteristicsLabor market information

Occupational outlook

Wages

Occupational RequirementsGeneralized work activities

Work context

Organizational context

Occupational Specific Requirements

Occupational skills, tasks,

and knowledgeMachines, tools, and equipment

O*NET


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Typical users of O*NET:

Human resource professionals

Career counselors

Recruiters Trainers and educators


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Position Analysis Questionnaire

Theposition analysis questionnaire (PAQ):

Was developed by researchers at Purdue

University

Contains 195 itemsRequires considerable experience and a high

level of reading comprehension to complete

properly

Is often filled out by a trained job analyst, whomust decide whether each item applies to a

particular job


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PAQ items are divided into six major

sections:

Information input

Mental processesWork output

Job context

Other job characteristics


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Computerized scoring of the PAQ is based

on seven dimensions:

Decision making

CommunicationSocial responsibilities

Performing skilled activities

Being physically active

Operating vehicles or equipment

Processing information

The scores permit development of job

profiles and job comparisons


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PAQ advantages:

Has been widely used and researched

Is an effective tool for a variety of purposes

Is reliable, with little variance among job analystsratings of the same jobs

Is an effective way to establish differences in the

abilities required for jobs

Is valid; jobs rated higher with the PAQ prove to

be those compensated at higher rates


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PAQ disadvantages:

Requires time and patience to complete

No specific work activities are described, so

behavioral activities performed in jobs may distortactual work task differences

Example: A typist and a ballet dancer may have similar

profiles because both require fine motor skills

Ratings might represent the job analystsstereotype about the work, rather than actual

differences among jobs


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Management Position Description

Questionnaire

Conducting a job analysis for managerial

jobs is challenging because of:

The disparity across positions

Levels in the hierarchy The type of industry

An attempt to systematically analyze

managerial jobs was conducted at ControlData Corporation

The result is the management position description

questionnaire (MPDQ)


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Questionnaire

The MPDQ is:

A checklist of 208 items related to the

concerns and responsibilities of managers

A comprehensive description of managerial work Intended for use across most industrial settings


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Questionnaire

The latest version of the MPDQ has 15

sections:General information Decision making

Planning, organizing Administering

Controlling Supervising

Consulting, innovating Contacts

Coordinating Representing

Monitoring business indicators Overall ratings

Knowledge, skills, abilities Organization chart

Comments, reactions


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Questionnaire

The common metric questionnaire (CMQ) is

another method of quantitative job analysis

It is completed by a job incumbent

Questionnaire items require a lower reading level It is more behaviorally concrete, making it easier

for incumbents to rate their jobs

It is applicable to exempt and nonexempt

positions

Much research on job analysis is being

conducted in Europe, focusing on

alternative quantitative methods

Job Descriptions and


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Job Descriptions and

Specifications

The job description is one of the primary

outputs of a systematic job analysis

It is a written description of what the job entails

It is hard to over-emphasize how importantthorough, accurate, and current job descriptions

are to an organization

J b D i ti f th d t di f


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Job Description- for the understanding of

the perspective employee

A written description of the duties and responsibilities ofthe job itself based on a job analysis. Job descriptionsusually include: The size and type of organization

The department and job title

The salary range Position grade or level

To whom the employee reports and for whom the employee is responsible

Brief summary of the main duties and responsibilities of the job

Brief summary of the occasional duties and responsibilities of the job

Any special equipment used on the job

Any special working conditions (e.g. shift or weekend work, foreign travel, etc.) Purpose and frequency of contact with others

The statement, Other duties as assigned to accommodate job changes andspecial projects

Job Analysis & Employee


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Job Analysis & Employee

Competencies

Competency modeling reflects an

organizations desire to:

Communicate job requirements in ways that

extend beyond the job itselfDescribe and measure the organizations

workforce in more general, competency-based

terms

Design and implement staffing programs focusedaround competencies, rather than specific jobs,

as a way to increase staffing flexibility


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Job Design

Approaches to the design of work:

Perceptual-motor

Biological

MechanisticMotivational

The perceptual-motor and biological

approaches are based on human factorsengineering

They emphasize equipment design and matching

machines to operators

S i tifi M t & th M h i ti


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Scientific Mgmt & the Mechanistic

Approach

Job design was a central issue in F. W.

Taylors model of scientific management

The work of every workman is fully planned out

by management at least one day in advanceEach man receives complete written instructions

The instructions specify what is to be done, how it

is to be done, and the time allowed for doing it

The goal was to break jobs into simple,

repetitive tasks that could be done quickly

and efficiently

S i tifi M t & th M h i ti


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Scientific Mgmt & the Mechanistic

Approach

Recommendations from scientific

management:

Work should be studied scientifically

It should be arranged so workers can be efficientEmployees should be matched to the demands of

the job

They should be trained to perform the job

Monetary compensation should be tied directly to

performance

Job Enrichment: A Motivational


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Approach

Job enrichmenttries to design jobs in ways

that help incumbents satisfy their need for:

Growth

RecognitionResponsibility

The job is expanded vertically

Employees are given responsibility that mightpreviously have been part of a supervisors job

According to Herzberg, employees are

motivated by jobs that enhance their

feelin s of self-worth



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Approach

A job must possess core job dimensions

to lead to desired outcomes:

Skill variety

Task identity Task significance

Autonomy

Feedback

Work Family Balance and Job


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Work-Family Balance and Job

Design

Work-family tension is driven by changing

workforce demographics

Women and single parents entering the workforce

Dual-career couples The aging population

Some organizations meet employees

needs through flexible work arrangements: Job sharing

Flextime

Telecommuting

Work Family Balance and Job


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Work-Family Balance and Job

Design

Benefits of family-friendly arrangements:

Higher recruitment

and retention rates

Improved morale

Lower absenteeism

and tardiness

Higher levels of employee productivity

Telecommuting allows employees to work at homepart- or full-time

Communication is through phone, fax, computer

Often resisted by managers who fear loss of control and

Documents

4.Job Analysis and Evaluation