chapter 4

Human Resource Management 11e.TWELFTH EDITION
G A R Y D E S S L E R B I J U V A R K K E Y
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
Job Analysis
Chapter 4
After studying this chapter, you should be able to:
Discuss the nature of job analysis, including what it is and how it’s used.
Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.
Write job descriptions, including summaries and job functions, using the Internet and traditional methods.
Write job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
Types of Information Collected
Performance standards
Use of Job Analysis Information
Recruitment and Selection
FIGURE 4–1 Uses of Job Analysis Information
FIGURE 4–2 Process Chart for Analyzing a Job’s Workflow
Source: Compensation Management: Rewarding Performance by Richard J. Henderson. Reprinted by permission of Pearson Education, Upper Saddle River, NJ.
Steps in Job Analysis
Review relevant background information.
Select representative positions.
Develop a job description and job specification.
1
2
3
4
5
6
Methods of Collecting Job Analysis Information: The Interview
Information Sources
Individual employees
Advantages
Disadvantages
FIGURE 4–3
Job Analysis Questionnaire for Developing Job Descriptions
Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.
Source: www.hr.blr.com. Reprinted with permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT
FIGURE 4–3
Job Analysis Questionnaire for Developing Job Descriptions (continued)
Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.
Source: www.hr.blr.com. Reprinted with permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT
Job Analysis: Interviewing Guidelines
The job analyst and supervisor should work together to identify the workers who know the job best.
It is advisable to quickly establish rapport with the interviewee.
Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers.
Ask the worker to list his or her duties in order of importance and frequency of occurrence.
After completing the interview, review and verify the data.
Methods of Collecting Job Analysis Information: Questionnaires
Information Source
Have employees fill out questionnaires to describe their job-related duties and responsibilities
Questionnaire Formats
Structured checklists
Open-ended questions
Advantages
Quick and efficient way to gather information from large numbers of employees
Disadvantages
Expense and time consumed in preparing and testing the questionnaire
Methods of Collecting Job Analysis Information: Observation
Information Source
Observing and noting the physical activities of employees as they go about their jobs
Advantages
Difficulty in capturing entire job cycle
Of little use if job involves a high level of mental activity
Methods of Collecting Job Analysis Information: Participant Diary/Logs
Information Source
Workers keep a chronological diary/ log of what they do and the time spent on each activity
Advantages
Employee participation
FIGURE 4–4
Source: www.ncf.edu/humanresources/documents/
FIGURE 4–4
Quantitative Job Analysis Techniques
FIGURE 4–5
Portion of a Completed Page from the Position Analysis Questionnaire
A&P%20Final.doc. Accessed May 10, 2007.
The 194 PAQ elements are grouped into six dimensions. This exhibits 11 of the “information input” questions or elements. Other PAQ pages contain questions regarding mental processes, work output, relationships with others, job context, and other job characteristics.
TABLE 4–1 Basic Department of Labor Worker Functions
Basic Activities
Note: Determine employee’s job “score” on data, people, and things by observing his or her job and determining, for each of the three categories, which of the basic functions illustrates the person’s job. “0” is high; “6,” “8,” and “7” are lows in each column.
Data
People
Things
FIGURE 4–6
Sample Report Based on Department of Labor Job Analysis Technique
FIGURE 4–7 Selected O*NET General Work Activities
Writing Job Descriptions
FIGURE 4–8 Sample Job Description, Pearson Education
FIGURE 4–8 Sample Job Description, Pearson Education (continued)
FIGURE 4–9
Source: www.bls.gov/soc/
soc_a2c1.htm. Accessed
The Job Description
Major functions/activities
Decision-making authority
Direct supervision
Budgetary limitations
What it takes to do the job successfully
Using the Internet for Writing Job Descriptions
O*NET™ Online
Source: O*Net™ is a trademark of the U.S. Department of Labor, Employment and Training Administration. Reprinted by permission of O*Net.
TABLE 4–2 SOC Major Groups of Jobs
11-0000 Management Occupations
15-0000 Computer and Mathematical Occupations
17-0000 Architecture and Engineering Occupations
19-0000 Life, Physical, and Social Science Occupations
21-0000 Community and Social Services Occupations
23-0000 Legal Occupations
27-0000 Arts, Design, Entertainment, Sports, and Media Occupations
29-0000 Healthcare Practitioners and Technical Occupations
31-0000 Healthcare Support Occupations
33-0000 Protective Service Occupations
37-0000 Building and Grounds Cleaning and Maintenance Occupations
39-0000 Personal Care and Service Occupations
41-0000 Sales and Related Occupations
43-0000 Office and Administrative Support Occupations
45-0000 Farming, Fishing, and Forestry Occupations
47-0000 Construction and Extraction Occupations
49-0000 Installation, Maintenance, and Repair Occupations
51-0000 Production Occupations
55-0000 Military Specific Occupations
Note: Within these major groups are 96 minor groups, 449 broad occupations, and 821 detailed occupations.
Writing Job Specifications
Specifications Based on Statistical Analysis
“What traits and experience are required to do this job well?”
Specifications Based on
FIGURE 4–10
Source: Reprinted from www.hr.blr.com with the permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT © 2004.
Writing Job Descriptions (continued)
Step 3. Use a Job Analysis/Description Questionnaire
Step 4. Obtain Lists of Job Duties from O*NET
Step 5. Compile the Job’s Human Requirements from O*NET
Step 6. Complete Your Job Description
FIGURE 4–11 The Skills Matrix for One Job at BP
Writing Job Specifications (continued)
Analyze 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 job performance.
Statistically analyze the relationship between the human traits and job performance.
Job Analysis in a “Jobless” World
Job
Enlargement
Job
Enrichment
Job Analysis in a “Jobless” World (continued)
Flattening the Organization
Reengineering Business Processes
Dejobbing the Organization
Competency-Based Job Analysis
Competencies
Demonstrable characteristics of a person that enable performance of a job.
Reasons for Competency-Based Job Analysis
To support a high-performance work system.
To create strategically-focused job descriptions.
To support the performance management process in fostering, measuring, and rewarding:
General competencies
Leadership competencies
Technical competencies
Competency-Based Job Analysis (continued)
Interview job incumbents and their supervisors
Ask open-ended questions about job responsibilities and activities.
Identify critical incidents that pinpoint success on the job.
Use off-the-shelf competencies databanks
K E Y T E R M S
job analysis
job description
job specifications
organization chart
process chart
functional job analysis

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chapter 4