Gary Dessler

tenth edition

Chapter 4 Part 2 Recruitment and Placement

Job Analysis
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 The Nature of Job Analysis
Job analysis
– The procedure for determining the duties and skill
requirements of a job and the kind of person who
should be hired for it.
Job description
– A list of a job’s duties, responsibilities, reporting
relationships, working conditions, and supervisory
responsibilities—one product of a job analysis.
Job specifications
– A list of a job’s “human requirements,” that is, the 4–2
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 Types of Information Collected
Work activities- obtained through work
activities and processes, activity records,
procedures used and personal responsibility
Human behaviors- human behaviours, such
as physical actions and communicating on the
job; elemental motions for methods analysis
and personal job demands, such as energy
expenditure
Machines, tools, equipment, and work aids-
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 Types of Information Collected
Performance standards
Job-related tangibles and intangibles which
includes- knowledge dealt with or applied (as
in accounting); materials processed; products
made or services performed; Work
performance; error analysis; work standards;
work measurements, such as time taken for a
task
Job context- obtained from the; work
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 Types of Information Collected
Human requirements- for the job obtained
through; personal attributes such as
personality and interests; educational and
training required as well as work experience

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 Uses of Job Analysis Information

Figure 4–1
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 Steps in Job Analysis
Step 1: Decide how you’ll use the information.
Step 2: Review relevant background information.
Step 3: Select representative positions.
Step 4: Actually analyze the job.
Step 5: Verify the job analysis information.
Step 6: Develop a job description and specification.

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 Charting the Organization
Organization chart
– A chart that shows the organizationwide
distribution of work, with titles of each position
and interconnecting lines that show who reports to
and communicates to whom.
Process chart
– A work flow chart that shows the flow of inputs to
and outputs from a particular job.

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 Process Chart for Analyzing a Job’s Workflow

Figure 4–2
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 Methods of Collecting Job Analysis
Information: The Interview
Information sources Interview formats
– Individual employees – Structured (Checklist)
– Groups of employees – Unstructured
– Supervisors with
knowledge of the job
Advantages
– Quick, direct way to
find overlooked
information.
Disadvantages
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 Interview 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
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 Methods of Collecting Job Analysis
Information: Questionnaires
Information source Advantages
– Have employees fill out – Quick and efficient way
questionnaires to to gather information
describe their from large numbers of
job-related duties and employees
responsibilities. Disadvantages
Questionnaire formats – Expense and time
– Structured checklists consumed in preparing
– Opened-ended and testing the
questions questionnaire
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 Methods of Collecting Job Analysis
Information: Observation
Information source Advantages
– Observing and noting – Provides first-hand
the physical activities information
of employees as they – Reduces distortion of
go about their jobs. information
Disadvantages
– Time consuming
– Difficulty in capturing
entire job cycle
© 2005 Prentice Hall Inc. All rights reserved. – Of little use if job 4–13
 Methods of Collecting Job Analysis
Information: Participant Diary/Logs
Information source Advantages
– Workers keep a – Produces a more
chronological diary/ log complete picture of the
of what they do and job
the time spent in each – Employee participation
activity.
Disadvantages
– Distortion of
information
– Depends upon
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employees to 4–14
 Quantitative Job Analysis Techniques
The position analysis questionnaire (PAQ)
– A questionnaire used to collect quantifiable data
concerning the duties and responsibilities of
various jobs.
The Department of Labor (DOL) procedure
– A standardized method by which different jobs can
be quantitatively rated, classified, and compared.
Functional job analysis
– Takes into account the extent to which
instructions,
© 2005 Prentice reasoning, judgment, and
Hall Inc. All rights reserved. 4–15
 Sample Report
Based on
Department of
Labor Job
Analysis
Technique

Figure 4–6
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 Writing Job Descriptions
A job description
– A written statement of what the worker actually
does, how he or she does it, and what the job’s
working conditions are.
Sections of a typical job description
– Job identification
– Job summary
– Responsibilities and duties
– Authority of incumbent
– Standards of performance
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 Sample Job
Description,
Pearson
Education

Source: Courtesy of HR Department,

Pearson Education.
Figure 4–7a
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 Sample Job
Description,
Pearson
Education

Source: Courtesy of HR
Department, Pearson
Education.
Figure 4–7b
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 The Job Description
Job identification
– Job title: name of job
– FLSA status section: Exempt or nonexempt
– Preparation date: when the description was
written
– Prepared by: who wrote the description
Job summary
– Describes the general nature of the job
– Lists the major functions or activities
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The Job Description (cont’d)
Relationships (chain of command)
– Reports to: employee’s immediate supervisor
– Supervises: employees that the job incumbent
directly supervises
– Works with: others with whom the job holder will
be expected to work and come into contact with
internally.
– Outside the company: others with whom the job
holder is expected to work and come into contact
with externally.
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 The Job Description (cont’d)
Responsibilities and duties
– A listing of the job’s major responsibilities and
duties (essential functions)
– Defines limits of jobholder’s decision-making
authority, direct supervision, and budgetary
limitations.
Standard Occupational Classification
– Classifies all workers into one of 23 major groups
of jobs which are subdivided into 96 minor groups
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 SOC’s
Major
Groups of
Jobs

Note: Within these major groups are

96 minor groups, 449 broad
occupations, and 821 detailed
occupations.
Table 4–2
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 The Job Description (cont’d)
Standards of performance and
working conditions
– Lists the standards the employee
is expected to achieve under each
of the job description’s main
duties and responsibilities.

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 Writing Job Specifications
Specifications for trained personnel
– Focus on traits like length of previous service,
quality of relevant training, and previous job
performance.
Specifications for untrained personnel
– Focus on physical traits, personality, interests, or
sensory skills that imply some potential for
performing or for being trained to do the job.

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Writing Job Specifications (cont’d)
Specifications Based on Judgment
– Self-created judgments (common sense)
– List of competencies in Web-based job
descriptions (e.g., www.jobdescription.com)
– O*NET online
– Standard Occupational Classification
Specifications Based on Statistical Analysis
– Attempts to determine statistically the relationship
between a predictor or human trait and an
indicator or criterion of job effectiveness.
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Writing Job Specifications (cont’d)
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 trait and job performance.
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 Writing Job Descriptions
Step 1. Decide on a Plan
Step 2. Develop an Organization Chart
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
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 Job Analysis in a “Jobless” World
Job
– Generally defined as “a set of closely related
activities carried out for pay.”

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 From Specialized to Enlarged Jobs
Job enlargement
– Assigning workers additional same level activities,
thus increasing the number of activities they
perform.
Job enrichment
– Redesigning jobs in a way that increases the
opportunities for the worker to experience feelings
of responsibility, achievement, growth, and
recognition.
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 From Specialized to Enlarged Jobs
(cont’d)
Job rotation
– Moving a trainee from department to department
to broaden his or her experience and identify
strong and weak points to prepare the person for
an enhanced role with the company
– Systematically moving workers from one job to
another to enhance work team performance.

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 Why Managers Are Dejobbing Their
Companies
Dejobbing External factors leading
– Broadening the to dejobbing.
responsibilities of the – Rapid product and
company’s jobs technological change
– Encouraging employee – Global competition
initiative. – Deregulation,
Internal factors leading – Political instability,
to dejobbing – Demographic changes
– Flatter organizations – Rise of a service
– Work
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 Competency-Based Job Analysis
Competencies
– Demonstrable characteristics of a person that
enable performance of a job.
Competency-based job analysis
– Describing a job in terms of the measurable,
observable, behavioral competencies (knowledge,
skills, and/or behaviors) an employee must exhibit
to do a job well.

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 Why Use Competency Analysis?
To support HPWS
– Traditional job descriptions (with their lists of
specific duties) may actually backfire if a
high-performance work system is the goal.
Maintain a strategic focus
– Describing the job in terms of the skills,
knowledge, and competencies the worker needs is
more strategic.
Measuring performance
– Measurable skills, knowledge, and competencies
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 Performance Management
Performance management
– Managing all elements of the organizational
process that affect how well employees perform.
Types of competencies
– General competencies
• reading, writing, and mathematical reasoning.
– Leadership competencies
• leadership, strategic thinking, and teaching others.
– Technical competencies
• specific technical competencies required for specific
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