Human ResourceHuman ResourceManagementManagement

HRM533HRM533

Human Resource Planning (HRP)Human Resource Planning (HRP)

a) Job Analysis (JA)a) Job Analysis (JA)

Human Resource Planning (HRP)Human Resource Planning (HRP)

a) Job Analysis (JA)a) Job Analysis (JA)

Module 2Module 2

6–2

Learning OutlineLearning OutlineLearning OutlineLearning Outline

• After you have read this chapter, you should be able to:Explain the nature and purpose of JA.Task-based JA vs. competency-based JA.Task-based JA: The process, method, and behavioral

aspect of JA.Responsibilities of HR unit and operation manager in

JA.Competency-based JA.

6–3

Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning Objectives

• Define Job Analysis, Job Description, and Job Specification.

• Identify the five steps in conducting a job analysis

• List and explain four job analysis methods.

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The Nature of Job AnalysisThe Nature of Job AnalysisThe Nature of Job AnalysisThe Nature of Job Analysis• Job Analysis

A systematic way of gathering and analyzing information about the content, context, and the human requirements of jobs.

In summary, JA is done to gather data in a formal and systematic way about what people do in their job.

Work activities and behaviors Interactions with others Performance standards Financial and budgeting impact Machines and equipment used Working conditions Supervision given and received Knowledge, skills, and abilities needed

Outcome of JA: 1) job description (JD) 2) job specification (JS).

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Job Analysis in Job Analysis in PerspectivePerspective

Job Analysis in Job Analysis in PerspectivePerspective

Figure 6–6

6–6

Approaches to Job AnalysisApproaches to Job AnalysisApproaches to Job AnalysisApproaches to Job Analysis

• Task-Based Job Analysis• Competency-Based Job Analysis

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Task-Based Job AnalysisTask-Based Job AnalysisTask-Based Job AnalysisTask-Based Job Analysis

• The most common form and focus on tasks, duties and responsibilities performed in a job.

• TaskA distinct, identifiable work activity composed of

motions

• DutyA larger work segment composed of several tasks that

are performed by an individual

• ResponsibilitiesObligations to perform certain tasks and duties

6–8

Competency-Based Job AnalysisCompetency-Based Job AnalysisCompetency-Based Job AnalysisCompetency-Based Job Analysis

• Considers how knowledge & skills are used• Competencies

Basic characteristics that can be linked to enhance performance by individuals or teams

• Examples: Customer focus, team orientation, innovation, leadership

• Reasons for using a competency approach: To communicate valued behaviors within the organization To raise competency levels throughout the organization To emphasize people’s capabilities for enhancing the

competitive advantage of the organization

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Typical Division of HR Responsibilities: Typical Division of HR Responsibilities: Job AnalysisJob Analysis

Typical Division of HR Responsibilities: Typical Division of HR Responsibilities: Job AnalysisJob Analysis

Figure 6–7

6–11

Stages in the Job Stages in the Job Analysis ProcessAnalysis Process

Stages in the Job Stages in the Job Analysis ProcessAnalysis Process

Figure 6–8

6–12

Job Analysis MethodsJob Analysis MethodsJob Analysis MethodsJob Analysis Methods

Job AnalysisJob AnalysisMethodsMethods

Job AnalysisJob AnalysisMethodsMethods

QuestionnairesQuestionnairesQuestionnairesQuestionnairesObservationObservation

Work SamplingWork SamplingDiary/LogDiary/Log

ObservationObservation

Work SamplingWork SamplingDiary/LogDiary/Log

InterviewingInterviewingInterviewingInterviewing

SpecializedSpecializedJob AnalysisJob Analysis

MethodsMethods

PAQPAQMPDQMPDQ

SpecializedSpecializedJob AnalysisJob Analysis

MethodsMethods

PAQPAQMPDQMPDQ

ComputerizedComputerizedJob AnalysisJob Analysis

ComputerizedComputerizedJob AnalysisJob Analysis

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ObservationObservationObservationObservation

• Involves watching how work is performed. • Suitable for many repetitive jobs and in conjunction with

other methods. It is not particularly useful for jobs that are not easy to observe or that do not have complete job cycles.

Work Sampling – Observations may be continuous or based on intermittent sampling. This method is particularly useful for routine and repetitive jobs.

Employee Diary/Log – Another method requires employees to “observe” their own performance by keeping a diary/log of their job duties accord ing to a set of instructions. This approach can generate useful information, but may impose a burden on employees who must maintain the log in addition to performing

their regular job duties.

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InterviewingInterviewingInterviewingInterviewing

• Requires that a manager or HR specialist visit the job site and talk with the employees performing each job.

• A standardized interview form is used most often to record the information.

• Involves employee and supervisor• Time-consuming, especially with managers and

professionals.

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QuestionnairesQuestionnairesQuestionnairesQuestionnaires

• widely used method of gathering data for job analysis. • allows information on a large number of jobs to be

collected inexpensively in a relatively short period of time.

• 2 types: Position Analysis Questionnaire (PAQ) - is a relatively complex

question naire with 27 job dimensions composed of 187 elements.

Managerial Job Analysis Questionnaire - Management Position Description Questionnaire (MPDQ) with over 200 questions used to examine managerial dimensions, including decision making and supervising.

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Computerized Job Analysis Computerized Job Analysis Computerized Job Analysis Computerized Job Analysis

• specificity of data that can be gathered and compiled into a job analysis database.

• can often reduce time and effort needed to write job descriptions.

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ExerciseExerciseExerciseExercise

Job analysis data can be gathered by the following methods:

A. interviews, historical data, questionnaires.

B. questionnaires, experimentation, observations.

C. observations, market data, experimentation.

D. observations, interviews, questionnaires.

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ExerciseExerciseExerciseExercise

Job analysis data can be gathered by the following methods:

A. interviews, historical data, questionnaires.

B. questionnaires, experimentation, observations.

C. observations, market data, experimentation.

D. observations, interviews, questionnaires.

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Job Descriptions and Job SpecificationsJob Descriptions and Job SpecificationsJob Descriptions and Job SpecificationsJob Descriptions and Job Specifications

• Job DescriptionIdentification of the tasks, duties, and responsibilities of

a job

• Performance StandardsIndicator of what the job accomplishes and how

performance is measured in key areas of the job description.

• Job SpecificationThe knowledge, skills, and abilities (KSAs) an

individual needs to perform a job satisfactorily.

6–20

Sample Job Duty Statements and Performance StandardsSample Job Duty Statements and Performance StandardsSample Job Duty Statements and Performance StandardsSample Job Duty Statements and Performance Standards

Figure 6–11

6–21

Job Description ComponentsJob Description ComponentsJob Description ComponentsJob Description Components

• IdentificationJob titleReporting relationshipsDepartmentLocationDate of analysis

• General SummaryDescribes the job’s

distinguishing responsibilities and components

• Essential Functions and DutiesLists major tasks, duties and

responsibilities

• Job SpecificationsKnowledge, skills, and

abilitiesEducation and experiencePhysical requirements

• DisclaimerOf implied contract

• Signature of approvals

6–22

Sample Job DescriptionSample Job DescriptionSample Job DescriptionSample Job Description

Figure 6–12

6–23

Sample Job Description (cont’d)Sample Job Description (cont’d)Sample Job Description (cont’d)Sample Job Description (cont’d)

Figure 6–12 cont’d

6–24

Case studyCase studyCase studyCase study

The Reluctant Receptionist

Questions

1. Why did the absence of accurate job information create problems?

2. To prevent future problems, what content should be in a job description for the HR assistant?