Job Analysis (English)

© 2003 Prentice Hall. Inc.3-1

Instructor presentation questions: [email protected]

Job Analysis

A Prelude to Recruitment and

Placement


Chapter Outline

I. The Nature of Job AnalysisJob Analysis DefinedUses of Job Analysis InformationSteps in Job Analysis

II. Methods of Collecting Job Analysis InformationIntroductionThe InterviewQuestionnaireObservationParticipant Diary/LogsUsing Multiple Sources of InformationClass Exercise


Chapter Outline(to be covered next class)

III. Writing Job DescriptionsJob IdentificationJob SummaryRelationshipsResponsibilities and DutiesStandards of PerformanceWorking Conditions and Physical Environment

IV. Writing Job SpecificsSpecifications for Trained Versus Untrained PersonnelJob Specifications Based on JudgmentJob Specifications Based on Statistical Analysis

V. Job Analysis in a “Jobless” WorldFrom Specialized to Enlarged JobsWhy Managers are De-jobbing Their Companies


Part 1: The Nature of Job Analysis

Job analysis defined Uses of job analysis information Steps in job analysis


Job Analysis – What is it and how is it used?

The procedure for determining the duties and skill requirements of a job and the kind of person who should be

hired for it.

Check this “A+” site out and list some of the purposes for which job analysis is used.

http://www.job-analysis.net/G000.htm


What Information do I Collect?

Work activities Human behaviors Machines, tools, equipment

and work aids Performance standards Job context (Environment) Human requirements


Work activities

Cleaning Selling Teaching Painting How, why and when the

activities are performed


Human behaviors

Sensing Communicating Deciding Writing


Machines, Tools, Equipment, Work Aids

Equipment used Materials

processed Knowledge dealt

with or applied Services rendered


Performance Standards

Information about the job’s performance standards in terms of quality or quantity).

These standards will be used when appraising employees.


Job Context (Environment)

Physical working conditions

Work schedule Organizational context Social context (the

number of people with whom the employee would normally interact)


Human Requirements

Job-related knowledge and skills Education Training Work experience

Personal attributes Aptitudes Physical characteristics Personality Interests


Uses of Job Analysis InformationJob Analysis

Recruiting andSelection Decisions

Performance Appraisal

Job Evaluation—Wage and Salary

Decisions(Compensation)

TrainingRequirements

Job Descriptionand

Job Specification

Figure 3-1


Uses of Job Analysis Information

Recruitment and selection Compensation Performance Appraisal Training Discovering unassigned duties


Recruitment and Selection

Job analysis provides information about what the job entails and the human characteristics required to perform these activities.

This information aids management to decide and select the most suitable person to hire.

http://www.job-hunt.org/recruit.shtml

http://www.advantagehiring.com/


Compensation

Job analysis includes details about the jobs required skills & educational level, work environment, degree of responsibility ..etc.

These are the basis upon which the job value & its appropriate compensation are set.

Relative job worth

http://www.salry.com/


Performance Appraisal

Job analysis includes information about the jobs performance standards

Performance appraisal compared employees actual performance against these standards.


Training

The job description should show the activities and skills—and therefore the training—that the job requires.


Discovering Unassigned Duties

Job analysis can also help reveal unassigned duties.


Steps in Job Analysis

1. Decide how to use the information2. Review relevant background information3. Select representative positions4. Conduct the analysis5. Verify with the worker and supervisor6. Develop a job description and job

specification (two tangible outputs of job analysis)



Part 2: Methods of Collecting Job Analysis Information

The interview Questionnaire Observation Participant diary/logs Multiple sources of information


Collecting Job Analysis Information

Joint effort between HR, the worker and the supervisor


Employees may be Concerned Because of –

Resistance to change Possible changes to job duties Changes to pay Lack of trust of consequences


Widely Used: The Interview

Individual interviews with each employee

Group interviews with groups of employees who have the same job

Supervisor interviews with one or more supervisors who know the job.


Sample Interview Questions

What is the job being performed? What are the major duties of your position? What

exactly do you do? What physical locations do you work in? What are the education, experience, skill, and

[where applicable] certification and licensing requirements?

In what activities do you participate? What are the job’s responsibilities and duties?


Sample Interview Questions (continued)

What are the basic accountabilities or performance standards that typify your work?

What are your responsibilities? What are the environmental and working conditions involved?

What are the job’s physical demands? The emotional and mental demands?

What are the health and safety conditions? Are you exposed to any hazards or unusual working

conditions?


Interview Guidelines

• The job analyst and supervisor should identify the workers who know the job best and would be objective•Establish a rapport with the interviewee•Follow a structured guide or checklist•Ask a worker to list duties in order of importance and frequency of occurrence•Review and verify data



Pro: 1. Simple, quick and easy2. May generate information that never

appears on written documents3. Provides an opportunity to explain the

need of the analysis4. Employee may be able to vent

frustration



Con: 1. Expensive and time consuming2. Distortion

Thus should be used with other methods (multiple sources)


How to Conduct a Questionnaire Session

Having employees fill out questionnaires to describe their job-related duties & responsibilities is a good way to obtain job analysis information.

First, you have to decide on how structured or open-ended the questionnaire will be.


How to Conduct a Questionnaire Session

In structured questionnaires, employees are given an inventory of specific duties to select from.

Example of open ended questionnaires could be “describe the major duties of your job”

The ideal questionnaire would be a combination of both structured questions and open-ended ones.

http://www.hr-guide.com/data/G012.htm

© 2003 Prentice Hall. Inc.3-33PORTLAND STATE UNIVERSITY

POSITION DESCRIPTION * * PLEASE READ INSTRUCTIONS BEFORE COMPLETING THIS FORM * * ( ) New ( ) Revised SECTION 1. POSITION INFORMATION a. Class Title:b. Class No.: c. Effective Date:d. Position No.:e. Working Title:f. Work Unit: g. Agency No.:h. Employee Name: i. Work Location (City‑County): _________________________________________________________________________________j. Position: ( ) Permanent ( ) Seasonal ( ) Limited Duration ( ) Academic Year

( ) Full Time ( ) Part Time ( ) Intermittent ( ) Job Share _________________________________________________________________________________k. FLSA: ( ) Exempt ( ) Non‑Exempt l. Eligible for Overtime: ( ) Yes ( ) No _________________________________________________________________________________SECTION 2. PROGRAM/POSITION INFORMATION a. Describe the program in which this job exists. Include program purpose, who's affected, size, and scope. Include relationship to agency mission. b. Describe the purpose of this position, and how it functions within this program, by completing this statement:

The purpose of this job/position is to . . .


SECTION 3. DESCRIPTION OF DUTIES List major duties. Note percentage of time duties are performed. If this is an existing position, mark "N" for new duties or "R" for revised duties.% of Time N/R DUTIES_________________________________________________________________________________ SECTION 4. WORKING CONDITIONS Describe special working conditions, if any, that are a regular part of this job. Include frequency of exposure to these conditions. ________________________________________________________________________________ SECTION 5. GUIDELINES a. List any established guidelines used to do this job, such as state or federal laws or regulations, policies, manuals or desk procedures. b. How are these guidelines used to perform the job? SECTION 6. WORK CONTACTS With whom outside of co-workers in this work unit must this position regularly come in contact?

Who Contacted How Purpose How Often? SECTION 7. JOB‑RELATED DECISION MAKING Describe the kinds of decisions likely to be made by this position. Indicate affect of these decisions where possible.


SECTION 8. REVIEW OF WORK Who reviews the work of this position? (List classification title and position number.) How? How often? Purpose of the review?SECTION 9. SUPERVISORY DUTIES TO BE COMPLETED ONLY FOR POSITIONS IN MANAGEMENT SERVICE a. How many employees are directly supervised by this position? _______ Through Subordinate Supervisors?

_______ b. Which of the following supervisory/management activities does this job perform?

( ) Plans Work ( ) Responds to Grievances ( ) Hires/Fires (or Effectively Recommends)( ) Assigns Work ( ) Disciplines/Rewards ( ) Prepares and Signs Performance Appraisals( ) Approves Work

SECTION 10. ADDITIONAL JOB‑RELATED INFORMATION Any other comments that would add to an understanding of this position: SPECIAL REQUIREMENTS: List any special mandatory recruiting requirements for this position: BUDGET AUTHORITY: If this position has authority to commit agency operating money, indicate in what area, how much (biennially) and type of funds:_________________________________________________________________________________SECTION 11. ORGANIZATIONAL CHART

Attach a current organizational chart. See instructions for detail to be included on the chart. _________________________________________________________________________________________________Employee Signature Date Supervisor Signature Date _________________________________________________Appointing Authority Signature Date


Questionnaire

Pro: Is a quick, cheap & efficient way to obtain information from a large number of employees

Con: developing the questionnaire can be expensive, time consuming and requires professionals.

May miss out on interpretations

http://www.hr-guide.com/data/G012.htm


Observation

Observation may be combined with interviewing

Take complete notesTalk with the person being observed – explain what is happening and whyAsk questionsMain problem is Reactivity


Diaries and Logs

Time-consuming Remembering what

was done earlier Can use dictating

machines and pagers Includes critical &

infrequent tasks (complete picture)


Using Multiple Sources

To avoid in accuracies, some organizations use several data collection methods to perform job analysis.

For example, collect data from different types of respondents: employee, supervisor..etc.

For example use questionnaires or observation first followed by interviews


Methods of Collecting Job Analysis Information - Comparison

1. Interviews2. Questionnaire3. Observation4. Diary/Logs


Part 3: Writing Job Descriptions

1. Job Identification2. Job Summary3. Relationships4. Responsibilities and Duties5. Standards of Performance6. Working Conditions and Physical

Environment


Job Identification

Title Date Approvals Supervisor’s title Salary Grade level


Job Summary

General nature Major functions or

activities Includes general

statements


Relationships Statement for Human Resource Director

Departm entSecretary

Hum an ResourceClerk

TestAdm inistrator

Labor RelationsManager

Hum an ResourceDirector

Vice PresidentEm ployee Relations

Works with all department managers and executive management

Works with employment agencies, recruiters, union reps, state and federal agencies, vendors


Responsibilities and Duties

Examples Establishes marketing goals to ensure share

of market Maintaining balanced and controlled

inventories Defines the limits of job holder’s authority

Purchasing authority Discipline Interviewing and hiring


Standards of Performance - Example

Duty: Meeting Daily Production Schedule Work group produces no fewer than 426

units per working day Next workstation rejects no more than an

average of 2% of units Weekly overtime does not exceed an

average of 5%


Part 4: Writing Job Specifications

What human traits and experience are required to do the job well? Specifications for trained

versus untrained personnel Specifications based on

judgment


Job Related Behaviors

Industriousness Thoroughness Schedule flexibility Attendance Off-task behavior Unruliness Theft Drug misuse


Use a Job Analysis Questionnaire

JOB ANALYSISJob Title: Description of the Job:

Tasks Tools Used Standards forPerformance

Conditions forPerformance

http://www.monster.com/


Part 5: Job Analysis in a “Jobless” World

Job is generally defined as “a set of closely related activities carried out for pay”.

Today, this has changed. There will always be enormous amounts of work to do, but it is not going to be contained in the familiar envelopes we call jobs.


Part 5: Specialized to Enlarged Jobs

Experts like Adam Smith and Fredrick Taylor wrote glowingly of the positive effects of work specialization.

By the mid-1900s writers wrote of the dehumanizing effects of “pigeonholing workers into highly repetitive and specialized jobs.

Many proposed: Job Enlargement, Rotation and Enrichment


Part 5: Specialized to Enlarged Jobs

Job Enlargement: assigning workers additional same-level activities, thus increasing the number of activities they perform. (instead of just one lousy job, I have two)

Job Rotation: systematically moving workers from one job to another to enhance work team performance &/or broaden his experience & identify strong & weak points.

Job Enrichment: redesigning jobs in a way that increases the opportunities for the worker to feel responsible, growth & recognition (by planning and controlling his work)


Specialized to Enlarged Jobs

Job Enlargement = same-level activities Job Rotation = moving from one job to

another Job Enrichment = redesigning to

experience more responsibility, achievement, growth and recognition


Why are managers Dejobbing their companies

Dejobbing is broadening the responsibilities of the company’s jobs and encouraging employees not to limit themselves to what’s on their job description.


Trends and De-Jobbing

Rapid product and technological

changes

Global Changes

Demographics

Competition


Why are managers Dejobbing their companies

Flatter Organizations Work Teams Boundaryless Organizations (virtual,

network, modular) Reengineering


Traditional Organization Chart

E xecutive A ss is ta nt

M a nage r

M a nage r

M a nage r

S ales S a les S ale s

M a nage r

D irec torE as t Region

M a nager

M a nager

M a nager

Sa le s S ales

M a nager

D ire ctorW e s t Region

V ice Pre side ntS a le s

M a nage r

M a nage r

D ire ctorPublic Re la tions

V ic e Pres ide ntM arke ting

C le rk

A dm inistra tor

D ire c torC om pe ns ation

a nd Be nefi ts

T e c h. W rite r

M a nager

Sr . T ra iner

Sr . T ra iner

D irec torT ra in ing andD e ve lopm e nt

V ice Pres ide ntHum an Res ourc es

L ogis tic s

Pla nt M a na ger

Pla nt M a na ger

D irec torM a nufac tur ing

Vic e Pres ide ntO pera tions

T ax

F inance

C lerk

A c counting

A c counting

A c counting

D rie c torA udit a nd

A c counting

V ice Pre s ide ntF ina nce

Pres identC hie f Exe cutive O fficer


Flatter Organizations

T echnica lD evelopm ent

T eam

Ma nufa cturingEngineering

T ea m

P eopleSystem s

T ea m

FinanceT ea m

Purchasing a ndSuppllier Q ua lity

T ea m

Sa les, Service a ndMarketing

T ea m

Executive andO pera tions

T ea m


Flat and Boundaryless Organizations

I K E A

WAL MARTWAL MARTGeneral Electric

Procter & Gamble

http://www.ikea-usa.com/about_ikea/about.asp

http://www.walmartstores.com/

http://www.walmartstores.com/

http://www.gecareers.com/WorkingForGE/index.cfm

http://www.pg.com/jobs/who_we_are/index.jhtml


Competency-based Job Analysis

We reviewed the nature of job analysis, how it is used, some legal issues and three methods of collecting job analysis information.

We practiced writing job descriptions and looked at descriptions in detail.

We reviewed the six steps involved in job analysis and reviewed traditional and contemporary methods of organizing.

WHEW!

Documents

Job Analysis (English)