Job Analysis
© 2008 Prentice Hall, Inc. All rights reserved. 4–1
After studying this chapter, you should be able to:
1. Discuss the nature of job analysis, including what it is
and how it’s used.
2. Use at least three methods of collecting job analysis
information, including interviews, questionnaires, and
observation.
3. Write job descriptions, including summaries and job
functions, using the Internet and traditional methods.
4. Write job specifications using the Internet as well as
your judgment.
5. Explain job analysis in a “jobless” world, including
what it means and how it’s done in practice.
© 2008 Prentice Hall, Inc. All rights reserved. 4–2
© 2008 Prentice Hall, Inc. All rights reserved. 4–3
• 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 descriptions
• 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 requisite
education, skills, personality, and so on—another product of a job
analysis.
© 2008 Prentice Hall, Inc. All rights reserved. 4–4
Uses of Job Analysis Information
• Recruitment And Selection
• Performance Appraisal
• Compensation
• Training
© 2008 Prentice Hall, Inc. All rights reserved. 4–5
Conducting a Job Analysis
• Step 1: Decide How You Will Use the Information
• Step 2: Review Relevant Background Information About the
Job, Such as Organization Charts and Process Charts
• Step 3: Select Representative Positions
• Step 4: Actually Analyze the Job
• Step 5: Verify the Job Analysis Information with the Worker
Performing the Job and with His or Her Immediate Supervisor.
• Step 6: Develop a Job Description and Job Specification
© 2008 Prentice Hall, Inc. All rights reserved. 4–6
Organization Chart
•A chart that shows the organization wide distribution of work, with
titles of each position and interconnecting lines that show who reports
to and communicates with whom.
process chart
•A workflow chart that shows the flow of inputs to and outputs from a
particular job.
© 2008 Prentice Hall, Inc. All rights reserved. 4–7
Boosting Productivity Through Work Redesign
• Business Process Reengineering
• 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
© 2008 Prentice Hall, Inc. All rights reserved. 4–8
© 2008 Prentice Hall, Inc. All rights reserved. 4–9
Job Analysis
Job Design:
Specialization and
Efficiency?
Job Job Job
Enlargement Rotation Enrichment
© 2008 Prentice Hall, Inc. All rights reserved. 4–10
Job Redesign
• 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.
© 2008 Prentice Hall, Inc. All rights reserved. 4–11
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
© 2008 Prentice Hall, Inc. All rights reserved. 4–12
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
© 2008 Prentice Hall, Inc. All rights reserved. 4–13
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
© 2008 Prentice Hall, Inc. All rights reserved. 4–14
Methods of Collecting Job Analysis Information:
Participant Diary/Logs
• Information Source • Advantages
Workers keep a Produces a more complete
chronological diary/ log of picture of the job
what they do and the time Employee participation
spent on each activity
• Disadvantages
Distortion of information
Depends upon employees
to accurately recall their
activities
© 2008 Prentice Hall, Inc. All rights reserved. 4–15
© 2008 Prentice Hall, Inc. All rights reserved. 4–16
© 2008 Prentice Hall, Inc. All rights reserved. 4–17
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
© 2008 Prentice Hall, Inc. All rights reserved. 4–18
© 2008 Prentice Hall, Inc. All rights reserved. 4–19
© 2008 Prentice Hall, Inc. All rights reserved. 4–20
© 2008 Prentice Hall, Inc. All rights reserved. 4–21
KEY TERMS
job analysis Standard Occupational
job description Classification (SOC)
job specifications job enlargement
organization chart job rotation
process chart job enrichment
diary/log dejobbing
position analysis questionnaire boundaryless organization
(PAQ) reengineering
U.S. Department of Labor (DOL) competencies
job analysis procedure competency-based job analysis
functional job analysis performance management
© 2008 Prentice Hall, Inc. All rights reserved. 4–22
© 2008 Prentice Hall, Inc. All rights reserved. 4–23
© 2008 Prentice Hall, Inc. All rights reserved. 4–24
