Human Resource

Management
TWELFTH EDITION
1
GARY DESSLER
BIJU VARKKEY

Part 2 | Recruitment and Placement

Chapter 4

Job Analysis
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
 Job analysis
The procedure for determining a job’s
duties and skill requirements and the
kind of person who should be hired
for it.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–2
 Steps in Job Analysis

Steps in doing a job analysis:

1 Decide how you’ll use the information.

2 Review relevant background information.

3 Select representative positions.

4 Actually analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–3
 Job descriptions
A list of a job’s duties, responsibilities, reporting
relationships, working conditions, and supervisory
responsibilities is one product of a job analysis.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–4
 Writing Job Descriptions

Job
Identification

Job Job
Specifications Summary

Sections of a
Typical Job
Working Description Responsibilities
Conditions and Duties

Standards of Authority of the

Performance Incumbent

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–5
 The Job Description
• Job Identification • Responsibilities and
 Job title Duties
 Preparation date  Major responsibilities and
duties (essential functions)
• Job Summary
 Decision-making authority
 General nature of the job
 Direct supervision
 Major functions/activities
 Financial limitations
• Relationships
• Standards of
 Reports to:
Performance and
 Supervises:
Working Conditions
 Works with:
 What it takes to do the job
 Outside the company:
successfully

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–6
 Job specifications
A list of a job’s “human requirements,”
that is, the requisite education, skills,
personality, and so on another product of a
job analysis.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–7
 Writing Job Specifications

“What traits and

experience are required
to do this job well?”

Specifications for Specifications

Specifications
Trained Versus Based on
Based on
Untrained Statistical
Judgment
Personnel Analysis

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–8
 Types of Information Collected

Work
activities

Human Human
requirements behaviors
Information
Collected Via
Job Analysis Machines, tools,
Job
equipment, and
context
work aids

Performance
standards

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–9
 Use of Job Analysis Information

Recruitment and
Selection

Legal
Compliance Compensation
Information
Collected Via
Discovering Job Analysis
Performance
Unassigned
Appraisal
Duties

Training

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–10
 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
 Distorted information

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–11
 Job Analysis: Interviewing Guidelines
• The job analyst and supervisor should work together to
identify the workers who know the job best.
• It is advisable to quickly establish relationship 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.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–12
 Methods of Collecting Job Analysis
Information: Observation
• Information Source • Advantages
 Observing and noting the  Provides first-hand
physical activities of information
employees as they go  Reduces distortion of
about their jobs information
• Disadvantages
 Time consuming
 Difficulty in capturing
entire job cycle
 Of little use if job involves
a high level of mental
activity
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–13
 Methods of Collecting Job Analysis
Information: Questionnaires
• Information Source • Advantages
 Have employees fill out  Quick and efficient way to
questionnaires to describe gather information from
their job-related duties and large numbers of
responsibilities employees
• Questionnaire Formats • Disadvantages
 Structured checklists  Expense and time
 Open-ended questions consumed in preparing
and testing the
questionnaire

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–14
 Methods of Collecting Job Analysis
Information: Participant Diary/Logs
• Information Source • Advantages
 Workers keep a sequential  Produces a more complete
diary/ log of what they do picture of the job
and the time spent on  Employee participation
each activity
• Disadvantages
 Distortion of information
 Depends upon employees
to accurately recall their
activities

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–15
 Terms:
• Process Chart:
A workflow chart that shows the flow of inputs to and
outputs from a particular job.
• Workflow analysis:
A detailed study of the flow of work from job to job in
a work process.
• Business Process Reengineering:
Redesigning business processes, usually by combining
steps, so that small multifunction process teams
using information technology do the jobs formerly
done by a sequence of departments.
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–16
 Terms ( Continue..)

The basic reengineering approach:

1.Identify a business process to be redesigned (such as processing an
insurance claim).
2. Measure the performance of the existing processes.
3.Identify opportunities to improve these processes.
4.Redesign and implement a new way of doing the work.
5.Assign ownership of sets of formerly separate tasks to an individual or a
team who use new computerized systems to support the new arrangement.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–17
 Job Design

Job Design:
Specialization and
Efficiency?

Job Job Job

Enlargement Rotation Enrichment

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–18
 Job Design ( Continue..)
• Job enlargement:
Assigning workers additional same-level activities.
• Job rotation:
Systematically moving workers from one job to
another.
• Job enrichment:
Redesigning jobs in a way that increases the
opportunities for the worker to experience feelings
of responsibility, achievement, growth, and
recognition.
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–19
 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
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–20
 Competency-Based Job Analysis
(continued)
• 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

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–21