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Job AnalysisJob Analysis

M. En C. Eduardo Bustos FarM. En C. Eduardo Bustos Farííasas8 de enero de 20058 de enero de 2005

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HRM Goal: Match Person & JobHRM Goal: Match Person & Job

♦♦ Need information about person & jobNeed information about person & job♦♦ Job analysisJob analysis focuses on getting job information focuses on getting job information

(tasks & duties and required qualifications)(tasks & duties and required qualifications)

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DefinitionsDefinitions

♦♦ Task:Task: a unit of work activity performed by a a unit of work activity performed by a worker within a limited time periodworker within a limited time period

♦♦ Duty: Duty: several related tasks that are several related tasks that are performed by an individualperformed by an individual

♦♦ Position: Position: the set of all tasks and duties the set of all tasks and duties performed by an individualperformed by an individual

♦♦ Job: Job: a group of identical positionsa group of identical positions

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Definitions (contDefinitions (cont’’d.)d.)

♦♦ Job Description: Job Description: a document that identifies a document that identifies the tasks and duties performed on a jobthe tasks and duties performed on a job

♦♦ Job Specification: Job Specification: a document that a document that identifies the qualifications necessary for identifies the qualifications necessary for successful performance of a jobsuccessful performance of a job

♦♦ Job Analysis: Job Analysis: the process of collecting and the process of collecting and analyzing information about a job to write analyzing information about a job to write the job description and the job specificationthe job description and the job specification

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Format of a Job DescriptionFormat of a Job DescriptionRestaurant Manager

Job Summary:

Plan, organize, direct, and coordinate the workers and resources of the restaurant for the efficient, well-prepared, and profitable service of food and beverages.

Tasks and Duties:

1. Work with chefs and other personnel to plan menus that are flavorful and popular with customers. Work with chefs for efficient provisioning and purchasing of supplies. Estimate food and beverage costs. Supervise portion control and quantities of preparation to minimize waste. Perform frequent checks to ensure consistent high quality of preparation and service.

2. Supervise operation of bar to maximize profitability, minimize legal liability, and conform to alcoholic beverage regulations.

3. Work with other management personnel to plan marketing, advertising, and any special restaurant functions.

4. Direct hiring, training, and scheduling of food service personnel.

5. Investigate and resolve complaints concerning food quality and service.

6. Enforce sanitary practices for food handling, general cleanliness, and maintenance of kitchen and dining areas.

7. Comply with all health and safety regulations.

8. Review and monitor, with bookkeeper or other financial personnel, expenditures to ensure that they conform to budget limitations. Work to improve performance.

9. Perform other duties as assigned by management.

Qualifications:

1. Bachelor of Science degree in hotel/restaurant management is desirable. A combination of practical experience and education will be considered as an alternate.

2. Good organizational skills for dealing with diverse duties and staff.

3. Pleasant, polite manner for dealing with public as well as staff.

Reports to: Department: Supervises: Division: Date: Approved: Source (revised from): http://www2.hrnext.com/Article.cfm/Nav/2.4.0.0.6719.0

♦♦ Combine job Combine job description & job description & job specificationspecification

♦♦ Common ElementsCommon ElementsJob TitleJob TitleJob SummaryJob SummaryTasks & DutiesTasks & DutiesQualificationsQualificationsOther informationOther information

♦♦ How much detail?How much detail?

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Job AnalysisJob Analysis

““Systematic process of gathering Systematic process of gathering information about a job.information about a job.””

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Work-Flow Analysis

Raw Inputs

Equipment

Human Resources

Activity Output-Products and Services

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How to Conduct JA?How to Conduct JA?

♦♦ Step 1: Determine major tasks, attitudes and Step 1: Determine major tasks, attitudes and behaviors to be performed on job.behaviors to be performed on job.

♦♦ Step 2: Define Essentiality of each taskStep 2: Define Essentiality of each task

♦♦ Step 3:Step 3: Determine critical Determine critical KASOKASO’’ss required to required to perform each task well. perform each task well.

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Job DesignJob Design

““Process of defining how work will be Process of defining how work will be performed and the tasks that will be performed and the tasks that will be

required in a given job.required in a given job.””

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Current Situations ImpactingCurrent Situations ImpactingJob Design Job Design

♦♦ DownsizingDownsizing

♦♦ Mergers

♦♦ AlliancesAlliances

♦♦ AcquisitionsMergers Acquisitions

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The 4 Approaches to Job DesignThe 4 Approaches to Job Design

♦♦ Mechanistic ApproachMechanistic Approach

♦♦ Motivational ApproachMotivational ApproachHerzbergHerzberg’’ss TwoTwo--Factor TheoryFactor TheoryJob Characteristics ModelJob Characteristics Model

♦♦ Biological Approach (ergonomics)Biological Approach (ergonomics)♦♦ PerceptualPerceptual--Motor ApproachMotor Approach

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Format of a Task StatementFormat of a Task Statement

♦♦ First word or phrase (required): Performs First word or phrase (required): Performs what action? (Presentwhat action? (Present--tense verb)tense verb)

Example: Example: ““Supervise Supervise …”…”

♦♦ Next word or phrase (required): To whom Next word or phrase (required): To whom or what is the action performed?or what is the action performed?

Example: Example: “…“… operation of bar operation of bar …”…”

♦♦ Next (optional): Additional informationNext (optional): Additional informationExample: Example: “…“… to maximize profitability.to maximize profitability.””

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Restaurant Manager Job Summary:

Plan, organize, direct, and coordinate the workers and resources of the restaurant for the efficient, well-prepared, and profitable service of food and beverages.

Tasks and Duties:

1. Work with chefs and other personnel to plan menus that are flavorful and popular with customers. Work with chefs for efficient provisioning and purchasing of supplies. Estimate food and beverage costs. Supervise portion control and quantities of preparation to minimize waste. Perform frequent checks to ensure consistent high quality of preparation and service.

2. Supervise operation of bar to maximize profitability, minimize legal liability, and conform to alcoholic beverage regulations.

3. Work with other management personnel to plan marketing, advertising, and any special restaurant functions.

4. Direct hiring, training, and scheduling of food service personnel.

5. Investigate and resolve complaints concerning food quality and service.

6. Enforce sanitary practices for food handling, general cleanliness, and maintenance of kitchen and dining areas.

7. Comply with all health and safety regulations.

8. Review and monitor, with bookkeeper or other financial personnel, expenditures to ensure that they conform to budget limitations. Work to improve performance.

9. Perform other duties as assigned by management.

Qualifications:

1. Bachelor of Science degree in hotel/restaurant management is desirable. A combination of practical experience and education will be considered as an alternate.

2. Good organizational skills for dealing with diverse duties and staff.

3. Pleasant, polite manner for dealing with public as well as staff.

Reports to: Department: Supervises: Division: Date: Approved: Source (revised from): http://www2.hrnext.com/Article.cfm/Nav/2.4.0.0.6719.0

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OutlineOutline

♦♦ HRM GoalHRM Goal♦♦ DefinitionsDefinitions♦♦ Format of a Job DescriptionFormat of a Job Description♦♦ Format of a Task StatementFormat of a Task Statement♦♦ Job Analysis ProcessJob Analysis Process

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Job Analysis ProcessJob Analysis Process

Source: Fisher, Source: Fisher, SchoenfeldtSchoenfeldt, & Shaw (2003), Figure 4.1, & Shaw (2003), Figure 4.1

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Phase 1: Scope of ProjectPhase 1: Scope of Project

♦♦ Decide purposes of projectDecide purposes of projectJob designJob designRecruitingRecruitingSelectionSelectionPerformance appraisalPerformance appraisalTrainingTrainingCompensationCompensation

♦♦ Decide which jobs to includeDecide which jobs to include

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Phase 2: MethodsPhase 2: Methods

♦♦ Decide which types of data are neededDecide which types of data are neededTasks & dutiesTasks & dutiesQualifications: Qualifications: KSAsKSAs & other characteristics& other characteristics

♦♦ Identify sources of job dataIdentify sources of job dataJob incumbents: observation, interview, Job incumbents: observation, interview, questionnairequestionnaireSupervisors: interview, questionnaireSupervisors: interview, questionnaireOther sourcesOther sources

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Phase 2: Methods (contPhase 2: Methods (cont’’d.)d.)♦♦ Select job analysis procedureSelect job analysis procedure

NarrativeNarrativeEngineering approaches (e.g., time & motion)Engineering approaches (e.g., time & motion)Structured job analysis proceduresStructured job analysis procedures

•• Example: Department of Labor O*Net (see Example: Department of Labor O*Net (see websitewebsite))•• Other examples: Critical Incidents Technique (CIT), Other examples: Critical Incidents Technique (CIT),

Functional Job Analysis (FJA), Position Analysis Functional Job Analysis (FJA), Position Analysis Questionnaire (PAQ), Task Inventory Procedure, Questionnaire (PAQ), Task Inventory Procedure, Ability Requirements Scales, PersonalityAbility Requirements Scales, Personality--Related Related Procedures (e.g., PPRF), & Managerial Procedures Procedures (e.g., PPRF), & Managerial Procedures (e.g., MPDQ & PMPQ)(e.g., MPDQ & PMPQ)

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Phase 3: Data Collection & AnalysisPhase 3: Data Collection & Analysis

♦♦ Collect job dataCollect job data♦♦ Analyze job dataAnalyze job data♦♦ Report results to organizationReport results to organization♦♦ Recheck job analysis data periodicallyRecheck job analysis data periodically

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Phase 4: AssessmentPhase 4: Assessment

♦♦ Evaluate results against criteria of benefits, Evaluate results against criteria of benefits, costs, and legalitycosts, and legality

Is the information jobIs the information job--related?related?Is the information reliable & valid?Is the information reliable & valid?Are the job descriptions being used Are the job descriptions being used appropriately?appropriately?

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Job Analysis ProcessJob Analysis Process

Source: Fisher, Source: Fisher, SchoenfeldtSchoenfeldt, & Shaw (2003), Figure 4.1, & Shaw (2003), Figure 4.1

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Restaurant Manager Job Summary:

Plan, organize, direct, and coordinate the workers and resources of the restaurant for the efficient, well-prepared, and profitable service of food and beverages.

Tasks and Duties:

1. Work with chefs and other personnel to plan menus that are flavorful and popular with customers. Work with chefs for efficient provisioning and purchasing of supplies. Estimate food and beverage costs. Supervise portion control and quantities of preparation to minimize waste. Perform frequent checks to ensure consistent high quality of preparation and service.

2. Supervise operation of bar to maximize profitability, minimize legal liability, and conform to alcoholic beverage regulations.

3. Work with other management personnel to plan marketing, advertising, and any special restaurant functions.

4. Direct hiring, training, and scheduling of food service personnel.

5. Investigate and resolve complaints concerning food quality and service.

6. Enforce sanitary practices for food handling, general cleanliness, and maintenance of kitchen and dining areas.

7. Comply with all health and safety regulations.

8. Review and monitor, with bookkeeper or other financial personnel, expenditures to ensure that they conform to budget limitations. Work to improve performance.

9. Perform other duties as assigned by management.

Qualifications:

1. Bachelor of Science degree in hotel/restaurant management is desirable. A combination of practical experience and education will be considered as an alternate.

2. Good organizational skills for dealing with diverse duties and staff.

3. Pleasant, polite manner for dealing with public as well as staff.

Reports to: Department: Supervises: Division: Date: Approved: Source (revised from): http://www2.hrnext.com/Article.cfm/Nav/2.4.0.0.6719.0

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Job AnalysisJob Analysis

♦♦ The identification of criteria necessary for The identification of criteria necessary for successful performance in a given jobsuccessful performance in a given job

♦♦ Identifies KSAsIdentifies KSAsJob tasks to performJob tasks to performSkills requiredSkills requiredAbilities needed Abilities needed

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Why Bother??Why Bother??

♦♦ The Job Analysis provides the foundation for The Job Analysis provides the foundation for almost everything HR is involved in.almost everything HR is involved in.

Job DescriptionsJob DescriptionsEmployee SelectionEmployee SelectionTrainingTrainingPerformance AppraisalsPerformance AppraisalsJob ClassificationJob ClassificationJob EvaluationJob EvaluationJob DesignJob Design

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Job vs. Worker Oriented AnalysesJob vs. Worker Oriented Analyses♦♦ WorkerWorker--OrientedOriented

analysis of the analysis of the skillsskills and and abilities requiredabilities required

•• intelligentintelligent•• selfself--motivatedmotivated•• able to work aloneable to work alone•• able to integrate able to integrate

diverse informationdiverse information•• good longgood long--term term

memorymemory•• timetime--management management

skills

♦♦ JobJob--OrientedOrientedanalysis of analysis of taskstasksnecessary to complete necessary to complete the jobthe jobmore concretemore concretee.g. college studente.g. college student

•• attend lecturesattend lectures•• take notestake notes•• read textread text•• write paperswrite papers•• do homeworkdo homework

skills

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Sources of Job InformationSources of Job Information

♦♦ SMEs (Subject Matter Experts)SMEs (Subject Matter Experts)people who have inpeople who have in--depth knowledge of depth knowledge of specific job under analysis, job skills, and specific job under analysis, job skills, and abilitiesabilities

Job IncumbentJob IncumbentSupervisorsSupervisorsJob AnalystJob Analyst

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Methods of Job AnalysisMethods of Job Analysis

♦♦ InterviewsInterviews

♦♦ Structured Questionnaire / InventoryStructured Questionnaire / Inventory

♦♦ Direct ObservationDirect Observation

♦♦ Logbooks / Work DiariesLogbooks / Work Diaries

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InterviewsInterviews

♦♦ Most commonly used methodMost commonly used methodvery adaptablevery adaptable

♦♦ Usually conducted withUsually conducted withjob incumbents job incumbents technical experts technical experts supervisorssupervisors

♦♦ Questions like:Questions like:what are your most typical duties?what are your most typical duties?How long do they take?How long do they take?How do you do them?How do you do them?

♦♦ Con: people may misrepresent/exaggerate jobCon: people may misrepresent/exaggerate job

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Questionnaire/InventoryQuestionnaire/Inventory

♦♦ Lists of Lists of manymany (>200) job characteristics and (>200) job characteristics and activitiesactivities

rated in term of frequency and importancerated in term of frequency and importance

♦♦ method is most useful for comparing jobsmethod is most useful for comparing jobsDD2 2 -- measure of similaritymeasure of similarityfound job of found job of ““housewifehousewife”” is most similar to is most similar to ““patrolmanpatrolman””!!

♦♦ very commonly used (esp. with interviews)very commonly used (esp. with interviews)

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PAQ Example of PAQ Example of ““Sources of Job Sources of Job InformationInformation””

Rate the extent to which each is used by the worker as a source of information in performing the job:

Extent of Use: N - Does not apply1 - Very infrequent2- Occasional3 - Moderate4 - Considerable5 - Very substantial

1.___ Written materials (books, reports, articles).2.___ Quantitative materials (graphs, tables of numbers)3.___ Measuring devices (calipers, tire pressure gauges,

thermometers)

4.___ Features of nature (landscapes, geological samples, cloud formations)

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ObservationObservation

♦♦ Unobtrusive methodUnobtrusive methodcamera; video; audiocamera; video; audio

♦♦ Excellent for understanding and Excellent for understanding and appreciating conditions under which job is appreciating conditions under which job is performedperformed

♦♦ Allows analyst to experience aspects of job Allows analyst to experience aspects of job that worker may not be aware ofthat worker may not be aware of

♦♦ Not as good for understanding Not as good for understanding whywhybehaviors do/do not occurbehaviors do/do not occur

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Logbook / Worker DiariesLogbook / Worker Diaries

♦♦ Worker makes systematic entries in book Worker makes systematic entries in book outlining activitiesoutlining activities

♦♦ May be useful for jobs that are difficult to May be useful for jobs that are difficult to observeobserve

♦♦ But, not commonly usedBut, not commonly usedtoo much variance in writing skillstoo much variance in writing skillscan exaggerate tasks performedcan exaggerate tasks performed

♦♦ Can be done with beepersCan be done with beepers

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Typical Job AnalysisTypical Job Analysis♦♦ Read any info available re: jobRead any info available re: job

training manualstraining manualsjob descriptionsjob descriptionsequipment manualsequipment manuals

♦♦ Interview middle managersInterview middle managerspick up lingopick up lingounderstand job importance acc. to managementunderstand job importance acc. to managementget feel for jobget feel for jobdevelop questions for later interviewsdevelop questions for later interviews

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Typical Job Analysis cont.Typical Job Analysis cont.♦♦ Observe 3 or 4 people doing jobObserve 3 or 4 people doing job♦♦ Schedule interviews with incumbents and Schedule interviews with incumbents and

supervisorssupervisors♦♦ Distribute questionnaires/inventories re: job Distribute questionnaires/inventories re: job

dutiesduties♦♦ Combine/compile infoCombine/compile info (most imp.)(most imp.)

must summarize using must summarize using allall info.info.no standard procedure; uses creativityno standard procedure; uses creativity

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Why do we do Job Analyses?Why do we do Job Analyses?

♦♦ Reduce Role Conflict and AmbiguityReduce Role Conflict and Ambiguityreduce discrepancy between what organization reduce discrepancy between what organization thinks job is and what job is in realitythinks job is and what job is in reality

♦♦ Design and Evaluation of TrainingDesign and Evaluation of Trainingfocus training on most difficult and/or most focus training on most difficult and/or most frequent elements of jobfrequent elements of job

♦♦ Performance AppraisalPerformance Appraisalcriteria for appraisal should be matched with most criteria for appraisal should be matched with most important elements of job important elements of job

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Why Job Analysis?Why Job Analysis?

♦♦ Job DesignJob Designsimplify job with too many disparate activitiessimplify job with too many disparate activities

♦♦ Personnel SelectionPersonnel Selectiononce KSAs are identified, job requirements can once KSAs are identified, job requirements can be generatedbe generateditems on job tests can be written based on JAitems on job tests can be written based on JA

•• e.g., if job requires high intelligence, give e.g., if job requires high intelligence, give intelligence testintelligence test

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Why Job Analysis?Why Job Analysis?

♦♦ Compliance with Civil Rights LegislationCompliance with Civil Rights LegislationCRA of 1964, 1991, Age Discrimination Act, CRA of 1964, 1991, Age Discrimination Act, Americans with Disabilities ActAmericans with Disabilities Actif discrimination occurs, must be justifiable if discrimination occurs, must be justifiable business practicebusiness practice

•• JA is necessary, but not sufficient componentJA is necessary, but not sufficient component

♦♦ Job EvaluationJob Evaluationjudges relative worth of jobs in an organizationjudges relative worth of jobs in an organizationsets fair compensation ratessets fair compensation rates

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Job EvaluationJob Evaluation♦♦ Market Perspective (External Equity)Market Perspective (External Equity)

how difficult is it to fill the positionhow difficult is it to fill the position•• Ex: I/O Psychologist vs. Clinical PsychologistEx: I/O Psychologist vs. Clinical Psychologist

notnot an assessment of valuean assessment of value♦♦ Based on Job Analysis (Internal Equity)Based on Job Analysis (Internal Equity)

skill skill efforteffortresponsibilityresponsibilityworking conditionsworking conditionseducation requirementseducation requirements

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Comparable WorthComparable Worth

♦♦ Equal Pay Act of 1963Equal Pay Act of 1963““equal pay for equal workequal pay for equal work””but, not very effective in reducing pay disparity but, not very effective in reducing pay disparity between men and women (62%)between men and women (62%)different job titles even though same tasks!different job titles even though same tasks!

•• clerkclerk--typist vs. storekeepertypist vs. storekeeper•• WA found guilty of paying 14,000 women employees WA found guilty of paying 14,000 women employees

20% less than men20% less than men

♦♦ Equal pay for comparable workEqual pay for comparable workbased on job based on job taskstasks, not titles, not titles

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How are these different?How are these different?

♦♦ Job AnalysisJob Analysis♦♦ Job EvaluationJob Evaluation♦♦ Performance EvaluationPerformance Evaluation