Job Analyis

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1

Human Resource

ManagementELEVENTH EDITION

G A R Y D E S S L E R

B I J U V A R K K E Y

2009 Dorling Kindersley (I) Pvt. Ltd.

All rights reserved.

Job Analysis

Chapter 4

Part 2 | Recruitment and Placement


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42 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

After studying this chapter, you should be able to:

1. Discuss the nature of job analysis, including what it is

and how its used.

2. Use at least three methods of collecting job analysis

information, including interviews, questionnaires, and

observation.

3. Write job descriptions, including summaries and job

functions, using the Internet and traditional methods.

4. Write job specifications using the Internet as well as

your judgment.5. Explain job analysis in a jobless world, including

what it means and how its done in practice.


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Types of Information Collected

Work

activities

Human

behaviors

Human

requirements

Job

context

Machines, tools,

equipment, and

work aids

Performance

standards

Information

Collected Via

Job Analysis


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Use of Job Analysis Information

Recruitment and

Selection

CompensationLegal

Compliance

Discovering

Unassigned

Duties

Performance

Appraisal

Training

Information

Collected Via

Job Analysis


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FIGURE 41 Uses of Job Analysis Information


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Job Description and Job specification

Job Description

Written statement that describes the activities and

responsibilities of the job such as activities and

responsibilities of the job

Job Specification Personal qualities ,traits, skills and background

required fir getting the job done



7/4347 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

FIGURE 42 Process Chart for Analyzing a Jobs Workflow

Source: Compensation Management: Rewarding Performance by Richard J.

Henderson. Reprinted by permission of Pearson Education, Upper Saddle River, NJ.


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Steps in Job Analysis

1

2

3

4

5

Steps in doing a job analysis:

Review relevant background information.

Decide how youll use the information.

Select representative positions.

Actually analyze the job.

Verify the job analysis information.

6 Develop a job description and job specification.


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Job analysis Guidelines

Make a job analysis a joint effort by a human

resources specialist, the workers and the

workers responsibilities

Collect job analysis information from employees

in different departments Make sure the questions and process are clear

to the employees

Use different tools for the job analysis



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Methods of Collecting Job Analysis

Information: The Interview

Information Sources

Individual employees

Groups of employees

Supervisors withknowledge of the job

Advantages

Quick, direct way to find

overlooked information

Disadvantages

Distorted information

Interview Formats

Structured (Checklist)

Unstructured


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FIGURE 43

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 2004.


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FIGURE 43

Job Analysis Questionnaire for

Developing Job Descriptions

(contd)

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 2004.


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Job Analysis: Interviewing Guidelines

The job analyst and supervisor should work together

to identify the workers who know the job best.

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.


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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


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Information: Observation

Information Source

Observing and noting the

physical activities of

employees as they go

about their jobs

Advantages

Provides first-hand

information

Reduces distortion of

information

Disadvantages

Time consuming

Difficulty in capturing

entire job cycle

Of little use if job involves

a high level of mental

activity


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Information: Participant Diary/Logs

Information Source

Workers keep a

chronological diary/ log of

what they do and the time

spent on each activity

Advantages

Produces a more complete

picture of the job

Employee participation

Disadvantages

Distortion of information

Depends upon employees

to accurately recall theiractivities


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FIGURE 44

Example of Position/Job

Description Intended for

Use Online

Source: www.ncf.edu/humanresources/documents/

A&P%20Final.doc. Accessed May 10, 2007.


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FIGURE 44



Use Online (contd)




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FIGURE 44



Use Online (contd)




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Assignment (Pg 160)

Each group should do job description of a

professor teaching human resource

management using Fig 4.3 and fig 4.10 job

analysis questionnaire

Develop a job description and job specification Compare the two approaches

Did they provide different sets of information

Did one feel more advantageous than the other



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Quantitative Job Analysis Techniques

Position Analysis

Questionnaire

Functional Job

Analysis

Quantitative Job

Analysis

The U.S.

Department of

Labor (DOL)

Procedures


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Position Analysis Questionnaire

Detailed questionnaire consisting of 194 items

each represents a basic element that may or may not play the rolein the job

Having decision making / communication// social

responsibilities

Performing skilled activities

being physically active

Operating vehicles / equipment/

Processing information

final PAQ score shows job rating on each of the five

activities job analyst decides which plays a role and to what extent

Quantitatively compare jobs



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FIGURE 45

Portion of a Completed

Page from the Position

Analysis Questionnaire



The 194 PAQ elements are grouped intosix 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.


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US Department of Labour Procedure

Dictionary of Occupational titles

Quantitatively rate , classify and compare different

jobs based on data, people, and things ratings

data : functions include synthesizing, coordinating

and copying

People: mentoring, negotiating and supervising

things: manipulating, tending, handling

Specific instructions reasoning and judgement,

mathematical ability and verbal and language

facilities



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TABLE 41 Basic Department of Labor Worker Functions

Data People Things

0 Synthesizing 0 Mentoring 0 Setting up

1 Coordinating 1 Negotiating 1 Precision working

2 Analyzing 2 Instructing 2 Operating/controlling

3 Compiling 3 Supervising 3 Driving/operating

4 Computing 4 Diverting 4 Manipulating

5 Copying 5 Persuading 5 Tending

6 Comparing 6 Speaking/signaling 6 Feeding/offbearing

7 Serving 7 Handling

8 Taking instructions/helping

B

asicActivities

Note: Determine employees 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 persons job. 0 is high; 6, 8, and 7 are lows in each column.


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FIGURE 46

Sample Report

Based on

Department of

Labor Job

Analysis

Technique


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FIGURE 47

Selected

O*NET

General

Work

Activities


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Writing Job Descriptions

JobIdentification

Job

Summary

Responsibilities

and Duties

Authority of the

Incumbent

Standards of

Performance

Working

Conditions

Job

Specifications

Sections of a

Typical Job

Description


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FIGURE 48

Sample Job

Description,

Pearson

Education


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FIGURE 48

Sample Job

Description,

Pearson

Education

(contd)

Source: Courtesy of Dorling Kindersley, India.


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FIGURE 49

Marketing

Manager

Description

from Standard

Occupational

Classification

Source: www.bls.gov/soc/

soc_a2c1.htm. Accessed

August 17, 2007.


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The Job Description

Job Identification

Job title

Preparation date

Preparer

Job Summary

General nature of the job

Major functions/activities

Relationships

Reports to:

Supervises:

Works with:

Outside the company:

Responsibilities and

Duties Major responsibilities and

duties (essential functions)

Decision-making authority

Direct supervision

Budgetary limitations

Standards of

Performance and

Working Conditions What it takes to do the job

successfully


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Using the Internet for Writing

Job Descriptions

Source: O*Net is a trademark of the U.S. Department of Labor, Employment

and Training Administration. Reprinted by permission of O*Net.

O*NET Online


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TABLE 42 SOC Major Groups of Jobs

11-0000 Management Occupations

13-0000 Business and Financial Operations 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

25-0000 Education, Training, and Library 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

35-0000 Food Preparation and Serving-Related 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

53-0000 Transportation and Material Moving Occupations

55-0000 Military Specific Occupations

Note:

Within these major groups are 96 minor groups, 449 broad occupations, and 821 detailed occupations.


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Writing Job Specifications

Specifications for

Trained Versus

Untrained

Personnel

Specifications

Based on

Statistical

Analysis

What traits and

experience are required

to do this job well?

Specifications

Based on

Judgment


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Job requires detailed manipulation in a circuit

board assembly line

identify those personal traits : those human

requirements that validly predict which

candidates would do well on the job and whichwould not

Specifications based on judgement

hardworking



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Writing Job Specifications (contd)

Steps in the Statistical Approach

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.


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Job Analysis in a Jobless World

Job

Enlargement

Job

Enrichment

Job Design:

Specialization and

Efficiency?

Job

Rotation


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Job Analysis in a Jobless World (contd)

Flattening the

Organization

Reengineering

Business

Processes

Dejobbing the

Organization

Using Self-

Managed Work

Teams


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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


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Competency-Based Job Analysis (contd)

How to Write Job Competencies-Based Job

Descriptions

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


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FIGURE 412 The Skills Matrix for One Job at BP

Note: The light blue boxes indicate the minimum level of skill required for the job.


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K E Y T E R M S

job analysis

job description

job specifications

organization chart

process chart

diary/log

position analysis questionnaire

(PAQ)

U.S. Department of Labor (DOL)

job analysis procedure

functional job analysis

Standard Occupational

Classification (SOC)

job enlargement

job rotation

job enrichment

dejobbingboundaryless organization

reengineering

competencies

competency-based job analysis

performance management

Documents

Job Analyis