Dessler HRM12e PPT 04

PowerPoint Presentation by Charlie CookThe University of West Alabama

PowerPoint Presentation by Charlie CookThe University of West Alabama

Chapter 4

Job Analysis

Chapter 4

Job Analysis

Part Two | Recruitment and PlacementPart Two | Recruitment and Placement

Copyright © 2011 Pearson Education, Inc. publishing as Prentice HallCopyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–2

1.1. Discuss the nature of job analysis, including what it is Discuss the nature of job analysis, including what it is and how it’s used.and how it’s used.

2.2. Use at least three methods of collecting job analysis Use at least three methods of collecting job analysis information, including interviews, questionnaires, and information, including interviews, questionnaires, and observation.observation.

3.3. Write job descriptions, including summaries and job Write job descriptions, including summaries and job functions, using the Internet and traditional methods.functions, using the Internet and traditional methods.

4.4. Write a job specification.Write a job specification.

5.5. Explain job analysis in a “worker-empowered” world, Explain job analysis in a “worker-empowered” world, including what it means and how it’s done in practice.including what it means and how it’s done in practice.

LEARNING OUTCOMESLEARNING OUTCOMES


WHERE WE ARE NOW…WHERE WE ARE NOW…


The Basics of Job Analysis: TermsThe Basics of Job Analysis: Terms• Job AnalysisJob Analysis

The procedure for determining the duties and skill requirements The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.of a job and the kind of person who should be hired for it.

• Job DescriptionJob Description A list of a job’s duties, responsibilities, reporting relationships, A list of a job’s duties, responsibilities, reporting relationships,

working conditions, and supervisory responsibilities—one working conditions, and supervisory responsibilities—one product of a job analysis.product of a job analysis.

• Job SpecificationsJob Specifications A list of a job’s “human requirements,” that is, the requisite A list of a job’s “human requirements,” that is, the requisite

education, skills, personality, and so on—another product of a education, skills, personality, and so on—another product of a job analysis.job analysis.


Types of Information CollectedTypes of Information Collected

Work activities

Human behaviors

Human requirements

Job context

Machines, tools, equipment, and

work aids

Performance standards

Information Collected Via Job Analysis


Uses of Job Analysis InformationUses of Job Analysis Information

Recruitmentand selection

CompensationEEO

compliance

Discovering unassigned

duties

Performance appraisal

Training

Information Collected via Job Analysis


FIGURE 4–1 Uses of Job Analysis Information

Job analysis

Job descriptionand specification

Recruiting and selection

decisions

Performance appraisal

Job evaluation—wage and salary

decisions (compensation)

Training requirements


Steps in Job AnalysisSteps in Job Analysis

1

2

3

4

5

Steps in doing a job analysis:

Review relevant background information.

Decide how you’ll use the information.

Select representative positions.

Actually analyze the job.

Verify the job analysis information.

6 Develop a job description and job specification.


FIGURE 4–2 Process Chart for Analyzing a Job’s Workflow


Collecting Job Analysis InformationCollecting Job Analysis Information

InterviewsQuestionnaire

sObservations

Methods for Collecting Job Analysis Information

Diaries/Logs


Job Analysis: Interviewing Job Analysis: Interviewing GuidelinesGuidelines• The job analyst and supervisor should work together The job analyst and supervisor should work together

to identify the workers who know the job best.to identify the workers who know the job best.

• Quickly establish rapport with the interviewee.Quickly establish rapport with the interviewee.

• Follow a structured guide or checklist, one that lists Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers.open-ended questions and provides space for answers.

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

• After completing the interview, review and verify After completing the interview, review and verify the data.the data.


Methods for Collecting Job Analysis Methods for Collecting Job Analysis Information: The InterviewInformation: The Interview

• Information SourcesInformation Sources Individual employeesIndividual employees

Groups of employeesGroups of employees

Supervisors with Supervisors with knowledge of the jobknowledge of the job

• AdvantagesAdvantages Quick, direct way to find Quick, direct way to find

overlooked informationoverlooked information

• DisadvantageDisadvantage Distorted informationDistorted information

• Interview FormatsInterview Formats Structured (Checklist)Structured (Checklist)

UnstructuredUnstructured


Methods for Collecting Job Analysis Methods for Collecting Job Analysis Information: QuestionnairesInformation: Questionnaires

• Information SourceInformation Source Have employees fill out Have employees fill out

questionnaires to describe questionnaires to describe their job-related duties and their job-related duties and responsibilitiesresponsibilities

• Questionnaire FormatsQuestionnaire Formats Structured checklistsStructured checklists

Open-ended questions Open-ended questions

• AdvantagesAdvantages Quick and efficient way Quick and efficient way

to gather information to gather information from large numbers of from large numbers of employeesemployees

• DisadvantagesDisadvantages Expense and time Expense and time

consumed in preparing and consumed in preparing and testing the questionnairetesting the questionnaire


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.


FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions (cont’d)


FIGURE 4–4 Example of Position/Job Description Intended for Use Online


FIGURE 4–4 Example of Position/Job Description Intended for Use Online (cont’d)


Methods for Collecting Job Analysis Methods for Collecting Job Analysis Information: ObservationInformation: Observation

• Information SourceInformation Source Observing and noting the Observing and noting the

physical activities of physical activities of employees as they go employees as they go about their jobs by about their jobs by managers.managers.

• AdvantagesAdvantages Provides first-hand Provides first-hand

informationinformation Reduces distortion Reduces distortion

of informationof information

• DisadvantagesDisadvantages Time consumingTime consuming Reactivity response distorts Reactivity response distorts

employee behavioremployee behavior Difficulty in capturing Difficulty in capturing

entire job cycleentire job cycle Of little use if job involves a Of little use if job involves a

high level of mental activityhigh level of mental activity


Methods for Collecting Job Analysis Methods for Collecting Job Analysis Information: Participant Information: Participant Diaries/LogsDiaries/Logs• Information SourceInformation Source

Workers keep a Workers keep a chronological diary or log chronological diary or log of what they do and the of what they do and the time spent on each activitytime spent on each activity

• AdvantagesAdvantages Produces a more complete Produces a more complete

picture of the jobpicture of the job Employee participationEmployee participation

• DisadvantagesDisadvantages Distortion of informationDistortion of information Depends upon employees Depends upon employees

to accurately recall their to accurately recall their activitiesactivities


Quantitative Job Analysis Quantitative Job Analysis TechniquesTechniques

Position Analysis Questionnaire

Functional Job Analysis

Quantitative Job Analysis

Department of Labor (DOL) Procedure


FIGURE 4–5 Portion of a Completed Page from the Position Analysis Questionnaire

The 194 PAQ elements are grouped into six dimensions. This exhibit lists 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


FIGURE 4–6 Sample Report Based on Department of Labor Job Analysis Technique


Internet-Based Job AnalysisInternet-Based Job Analysis• AdvantagesAdvantages

Collects information in a standardized format from Collects information in a standardized format from geographically dispersed employeesgeographically dispersed employees

Requires less time than face-to-face interviewsRequires less time than face-to-face interviews Collects information with minimal intervention or guidanceCollects information with minimal intervention or guidance


FIGURE 4–7 Selected O*NET General Work Activities Categories


Writing Job DescriptionsWriting Job Descriptions

Jobidentification

Jobsummary

Responsibilities and duties

Authority of the incumbent

Standards of performance

Working conditions

Jobspecifications

Sections of a Typical Job Description


The Job DescriptionThe Job Description• Job IdentificationJob Identification

Job titleJob title FLSA status sectionFLSA status section Preparation datePreparation date PreparerPreparer

• Job SummaryJob Summary General nature of the jobGeneral nature of the job Major functions/activitiesMajor functions/activities

• Relationships Relationships Reports to:Reports to: Supervises:Supervises: Works with: Works with: Outside the company:Outside the company:

• Responsibilities and DutiesResponsibilities and Duties Major responsibilities and Major responsibilities and

duties (essential functions)duties (essential functions) Decision-making authorityDecision-making authority Direct supervisionDirect supervision Budgetary limitationsBudgetary limitations

• Standards of Performance Standards of Performance and Working Conditionsand Working Conditions What it takes to do the job What it takes to do the job

successfullysuccessfully


FIGURE 4–8 Sample Job Description, Pearson Education


FIGURE 4–8 Sample Job Description, Pearson Education (cont’d)


FIGURE 4–9 Marketing Manager Description from Standard Occupational Classification


Using the Internet for Writing Job Using the Internet for Writing Job DescriptionsDescriptions


TABLE 4–2 SOC Major Groups of Jobs


Writing Job Descriptions (cont’d)Writing Job Descriptions (cont’d)

Step 1.Step 1. Decide on a PlanDecide on a Plan

Step 2.Step 2. Develop an Organization ChartDevelop an Organization Chart

Step 3.Step 3. Use a Simplified Job Analysis QuestionnaireUse a Simplified Job Analysis Questionnaire

Step 4.Step 4. Obtain List of Job Duties from O*NETObtain List of Job Duties from O*NET

Step 5.Step 5. Compile the Job’s Human Requirements Compile the Job’s Human Requirements from O*NETfrom O*NET

Step 6.Step 6. Finalize the Job DescriptionFinalize the Job Description


FIGURE 4–10 Preliminary Job Description Questionnaire


Using O*Net for Writing Job DescriptionsUsing O*Net for Writing Job Descriptions


Using O*Net for Writing Job Descriptions Using O*Net for Writing Job Descriptions (cont’d)(cont’d)


Using O*Net for Writing Job Descriptions Using O*Net for Writing Job Descriptions (cont’d)(cont’d)


Writing Job SpecificationsWriting Job Specifications

Job specificationsfor trained versus

untrained personnel

Job specifications based on

statistical analysis

“What human traits and experience are

required to do this job well?”

Job specifications based on judgment


Writing Job Specifications (cont’d)Writing Job Specifications (cont’d)

• Steps in the Statistical ApproachSteps in the Statistical Approach

1.1. Analyze the job and decide how to measure job Analyze the job and decide how to measure job performance.performance.

2.2. Select personal traits that you believe should Select personal traits that you believe should predict successful performance.predict successful performance.

3.3. Test candidates for these traits.Test candidates for these traits.

4.4. Measure the candidates’ subsequent job Measure the candidates’ subsequent job performance.performance.

5.5. Statistically analyze the relationship between the Statistically analyze the relationship between the human traits and job performance.human traits and job performance.


Job Analysis in a Worker-Job Analysis in a Worker-Empowered WorldEmpowered World

JobEnlargement

Job Enrichment

Job Design:From Specialized to Enriched Jobs

Job Rotation


Other Changes at WorkOther Changes at Work

Flattening the organization

Reengineering business

processes

Changing the Organization and

Its Structure

Using self-managed work

teams


Competency-Based Job AnalysisCompetency-Based Job Analysis

• CompetenciesCompetencies Demonstrable characteristics of a person that enable Demonstrable characteristics of a person that enable

performance of a job.performance of a job.

• Reasons for Competency-Based Job AnalysisReasons for Competency-Based Job Analysis To support a high-performance work system (HPWS).To support a high-performance work system (HPWS). To create strategically-focused job descriptions.To create strategically-focused job descriptions. To support the performance management process in To support the performance management process in

fostering, measuring, and rewarding:fostering, measuring, and rewarding: General competenciesGeneral competencies Leadership competenciesLeadership competencies Technical competenciesTechnical competencies


How to Write Job Competencies-How to Write Job Competencies-Based Job DescriptionsBased Job Descriptions

• Interview job incumbents and their supervisorsInterview job incumbents and their supervisors Ask open-ended questions about job responsibilities Ask open-ended questions about job responsibilities

and activities.and activities. Identify critical incidents that pinpoint success on the Identify critical incidents that pinpoint success on the

job.job.

• Use off-the-shelf competencies databanksUse off-the-shelf competencies databanks


FIGURE 4–11 The Skills Matrix for One Job at BP

Note: The lighter color boxes within the individual columns indicate the minimum level of skill required for the job.


K E Y T E R M S

job analysis

job description

job specifications

organization chart

process chart

diary/log

position analysis questionnaire (PAQ)

Standard Occupational Classification (SOC)

job enlargement

job rotation

job enrichment

competency-based job analysis


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means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

Printed in the United States of America.

Dessler HRM12e PPT 04

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