Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–1 Job analysis Chapter 3.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–1

Job analysisJob analysis

Chapter 3Chapter 3


1.1. What is the meaning of job analysis, types of information What is the meaning of job analysis, types of information collected via job analysis, and uses of these information collected via job analysis, and uses of these information

2.2. methods of collecting job analysis informationmethods of collecting job analysis information

3.3. Write job descriptions and job specification.Write job descriptions and job specification.

4.4. Job descriptions based on competencies Job descriptions based on competencies

LEARNING OUTCOMESLEARNING OUTCOMES


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

The procedure The procedure for determining the duties and skills which are for determining the duties and skills which are required for a job, and the kind of person who should be hired for required for a job, and the kind of person who should be hired for it.it.

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

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

• Job Specifications Job Specifications A list A list of human requirements,of human requirements,such as such as

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


Types of Information CollectedTypes of Information Collected

Job title

Job’s dutiesHuman

requirements

Job content

Machines, tools, equipments, and

work aids

Performance standards

Information Collected Via Job Analysis

• Actual work activities of the job. Preparing, communicating, deciding, and writing, • tools used, materials processed.• quantity and quality output levels that can be used to appraise employees.• The organizational and social context in which the job exists: working conditions, work schedules,

and incentives• knowledge or skills related to the job (education, training, work experience) and required personal

attributes

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

4–5

Uses of Job Analysis InformationUses of Job Analysis Information

Recruitmentand selection

Compensationdecisions

Discovering unassigned

duties

Performance appraisal

Training

Uses of Information

Collected via Job Analysis

Employee


FIGURE 4–1 Uses of Job Analysis Information

Recruiting :Job analysis provides HRM with information related to the desired human characteristics needed to effectively Recruit and Select individuals for jobs. Compensating : Job analysis provides HRM with information related to Compensation factors such as education, experience, skills safety, risks, degree of responsibility, and so on. Based on these factors salaries and wages can be determined.

Training : Job analysis provides HRM with information related to duties and skills of the job which is required for proper Training of employees.



Appraising: job analysis provides HRM with information related to job’s performance standards. That can help it to conduct Performance Appraisal.

Job analysis is a method for Discovering Unassigned Duties that should become a formal part of a job.


Collecting Job Analysis InformationCollecting Job Analysis Information

InterviewsQuestionnaire

sObservations

Methods for Collecting Job Analysis Information

Diaries/Logs


InterviewsInterviews• 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 relation with those workers.Quickly establish relation with those workers.

• They Follow a structured guide and two types of questions: closed They Follow a structured guide and two types of questions: closed questions and open-ended questions and provides space for questions and open-ended questions and provides space for answers.answers.

• They Ask the worker to list his duties in order of importance .They Ask the worker to list his duties in order of importance .

After completing the interview, the supervisor reviews and verify the After completing the interview, the supervisor reviews and verify the data.data.


InterviewsInterviews

• Information SourcesInformation Sources EmployeesEmployees

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


: Questionnaires: Questionnaires

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

questionnaires to describe questionnaires to describe duties and responsibilities duties and responsibilities related to their job related to their job

• 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


ObservationObservation

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

physical activities of physical activities of employees.employees.

• AdvantagesAdvantages Provides first-hand Provides first-hand

informationinformation Reduces distortion Reduces distortion

of informationof information

• DisadvantagesDisadvantages Time consumingTime consuming Reactivity response may Reactivity response may

distorts employee behaviordistorts employee behavior Difficulty in capturing Difficulty in capturing

entire job cycleentire job cycle We can’t use it if job We can’t use it if job

involves a high level of involves a high level of mental activitymental activity


Participant Diaries/LogsParticipant Diaries/Logs

• Information SourceInformation Source Workers keep a diary or Workers keep a diary or

log of what they do and the log 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


Job Analysis based on the internetJob Analysis based on the internet• AdvantagesAdvantages

Collects information in a standardized format from Collects information in a standardized format from geographically dispersed workers.geographically dispersed workers.

Requires less time than face-to-face interviewsRequires less time than face-to-face interviews

Collects information with minimal intervention Collects information with minimal intervention


Writing Job DescriptionsWriting Job Descriptions

Jobidentification

Jobsummary

Responsibilities and duties

relationships Standards of performance

Working conditions

Jobspecifications

Sections of a Job Description


Sections of a Job DescriptionSections of a Job Description• Job IdentificationJob Identification

Job titleJob title status sectionstatus section Preparation datePreparation date

• 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 responsibilities and duties responsibilities and duties

(essential functions)(essential functions) Decision-making authorityDecision-making authority

• 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


Writing Job SpecificationsWriting Job Specifications

Educationsknowledge, Skills

and Abilities

“What human skills and experience are

required to do this job well?”

Experiencetraining

It shows what kind of person to recruit

and for what qualities you should test that person.

The job specification may be a section of the job description, or a separate document


Job description Based on Job description Based on CompetencyCompetency

• what Competencies?what Competencies?

characteristics of a person that can perform a job characteristics of a person that can perform a job successfully.successfully.

• Reasons for Job Analysis Based on CompetencyReasons for Job Analysis Based on Competency

The traditional methods focus on the duties and The traditional methods focus on the duties and responsibilities and depend on a list of traditional job’s responsibilities and depend on a list of traditional job’s assignments.assignments.

The problem of this approach is that the jobs are The problem of this approach is that the jobs are always changingalways changing


How to Write Job Descriptions based on How to Write Job Descriptions based on CompetenciesCompetencies

• Therefore a new approach has emerged and Therefore a new approach has emerged and began to focus on the began to focus on the KSA KSA which employees which employees must possess to perform multitasks such as must possess to perform multitasks such as

• Personality traits Personality traits • BehaviorsBehaviors• professional and technical knowledgeprofessional and technical knowledge

General competenciesGeneral competencies Leadership competenciesLeadership competencies Technical competenciesTechnical competencies


How to Write Job Descriptions based on How to Write Job Descriptions based on CompetenciesCompetencies

• Defining the jobDefining the job’’s competencies and writing s competencies and writing them, is similar to traditional job analysis. you them, is similar to traditional job analysis. you can interview job holders and their supervisors, can interview job holders and their supervisors, ask questions regarding job responsibilities and ask questions regarding job responsibilities and activities.activities.

• But this similarity ends. Instead of writing lists of But this similarity ends. Instead of writing lists of job duties, you will ask, job duties, you will ask, ““In order to perform this In order to perform this job competently, the employee should be able job competently, the employee should be able to:to:

• work under stress, deal with people, establish work under stress, deal with people, establish goals and create plans, be proactive…and so on goals and create plans, be proactive…and so on


Job Analysis in an organization Job Analysis in an organization Empowered WorkerEmpowered Worker

JobEnlargement

Job Enrichment

Job DesignFrom Specialized to Enriched Jobs

Job Rotation


Job designed from specialized to Job designed from specialized to enriched jobs enriched jobs

• job enlargement attempts to make work more motivating by assigning workers additional same-level activities.

Job rotation involves systematically moving workers from one job to another.

Job enrichment involves redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.


FIGURE 4–10 Preliminary Job Description Questionnaire


FIGURE 4–8 Sample Job Description, Pearson Education



Discuss why is HRM important toDiscuss why is HRM important to

all managers?all managers?



What are the main types What are the main types

of corporate strategies? of corporate strategies?


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

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–1 Job analysis Chapter 3.

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Transcript of Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–1 Job analysis Chapter 3.