Job Analysis
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 jobs duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilitiesone product of a job analysis.
Job specifications
A list of a jobs human requirements, that is, the requisite education, skills, personality, and so on another product of a job analysis.
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Types of Information Collected
Work activities Human behaviors Machines, tools, equipment, and work aids Performance standards Job context Human requirements
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Uses of Job Analysis Information
Recruitment and Selection Compensation Performance Appraisal Training Discovering Unassigned Duties EEO Compliance
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Uses of Job Analysis Information
Figure 41
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Steps in Job Analysis
Step 1: Decide how youll use the information.
Step 2:
Step 3:
Review relevant background information.
Select representative positions.
Step 4:
Step 5: Step 6:
Actually analyze the job.
Verify the job analysis information. Develop a job description and job 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 Jobs Workflow
Figure 42
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Methods of Collecting Job Analysis Information: The Interview
Information sources
Individual employees Groups of employees Supervisors with knowledge of the job
Interview formats
Structured (Checklist) Unstructured
Advantages
Quick, direct way to find overlooked information.
Disadvantages
Distorted information
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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 data.
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Methods of Collecting Job Analysis Information: Questionnaires
Information source
Have employees fill out questionnaires to describe their jobrelated duties and responsibilities.
Advantages
Quick and efficient way to gather information from large numbers of employees
Questionnaire formats
Structured checklists Opened-ended questions
Disadvantages
Expense and time consumed in preparing and testing the questionnaire
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Methods of Collecting Job Analysis 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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Methods of Collecting Job Analysis Information: Participant Diary/Logs
Information source
Workers keep a chronological diary/ log of what they do and the time spent in each activity.
Advantages
Produces a more complete picture of the job Employee participation
Disadvantages
Distortion of information Depends upon employees to accurately recall their activities
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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, reasoning, judgment, and mathematical and verbal ability are necessary for performing job tasks.
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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 jobs working conditions are.
Sections of a typical job description
Job identification Job summary Responsibilities and duties Authority of incumbent
Standards of performance
Working conditions Job specifications
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The Job Description
Job identification
Job title: name of job 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 (contd)
Relationships (chain of command)
Reports to: employees 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 (contd)
Responsibilities and duties
A listing of the jobs major responsibilities and duties (essential functions) Defines limits of jobholders 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 of jobs and detailed occupations.
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SOCs Major Groups of Jobs
Note: Within these major groups are 96 minor groups, 449 broad occupations, and 821 detailed occupations.
Table 42
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The Job Description (contd)
Standards of performance and working conditions
Lists the standards the employee is expected to achieve under each of the job descriptions 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 (contd)
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 (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 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 Jobs 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 (contd)
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
Broadening the responsibilities of the companys jobs Encouraging employee initiative.
External factors leading to dejobbing.
Rapid product and technological change Global competition Deregulation, Political instability, Demographic changes Rise of a service economy.
Internal factors leading to dejobbing
Flatter organizations Work teams
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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 highperformance 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 are the heart of any companys performance management process.
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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 types of jobs and/or occupations.
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The Skills Matrix for One Job at BP
Note: The light blue boxes indicate the minimum level of skill required for the job.
Figure 412
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