Job Analysis Killer

8/8/2019 Job Analysis Killer

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Job Analysis

Presented by

Aman

Arun Sunil

Neetu

Indrajit


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Overview What is job analysis?

How can you use this tool in yourorganization?

Methods of job analysis Job Analysis Process

Why do we do Job Analyses?

Why Job Analysis?

How it works

Real world example

Summary


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3

Goal: Match Person & Job

Need information about the Person &

about theJob

Person

KSAs

Talents & Interests

Motivation

Job

Tasks & Duties

Rewards

Job Outcomes

Performance

Satisfaction


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How can it be used in yourorganization?

Job analysis assists HR indetermining:

Necessity of the job Equipment needed

Skills required

Supervision Working conditions

Management/employee interaction


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Recruiting

Keyword searches on resumes thatmatch job requirements

Selection

Appraisal

Salaries and Incentives

Training and Development


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The Multifaceted Nature of theJob Analysis

JobAnalysis

Job Description

Job Specifications

RecruitingSelection

Strategic HRPlanning

EmployeeTraining

Employee DevelopmentCareer DevelopmentPerformanceAppraisal

Compensate

Safety and Health

Labor Relations *DeCenzo and, .Robbins p

145


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Job analysis can also: Help the company remain profitable

and competitive Help the company keep up with

technology

Prevent employees from being

overworked Help the company stay

in compliance with government regulations


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Nuts and bolts

What is analyzed?

Work activities

Working conditions Supervisors

Location

Schedule

Machines and equipment


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Nuts and bolts What is analyzed? (cntd.)

Job performance Operations

StandardsTime

Experience, training, and skills

Supervision and promotion patterns

Products/services completed


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Nuts and Bolts

Who is involved in the job analysis?

Management

SupervisorsJob analysts

Job incumbent

Unions Consultants


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Methods of Job Analysis

Observation

Interview Individual Group

Questionnaires PAQ

Diary

Technical Conference

Critical Incident Technique


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Methods of Job Analysis Observation Method

Analyst observes incumbent Directly

Videotape

Useful when job is fairly routine

Workers may not perform to

expectations


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Interview Method

Individual

Several workers are interviewedindividually

The answers are consolidated into asingle job analysis

Group Employees are interviewed

simultaneously

Group conflict may cause this

method to be ineffective


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Questionnaires

Employees answer questions about

the jobs tasks and responsibilities Each question is answered using a

scale that rates the importance ofeach task


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Questionnaires (ctnd.)

Position Analysis Questionnaire

(PAQ) A structured, behavioral

questionnaire

194 items in 6 categories

Information input Mental processes

Work output

Relationships

Job context

Other characteristics


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Methods of Job Analysis Diary Method

Employees record information intodiaries of their daily tasks

Record the time it takes to completetasks

Must be over a period of severalweeks or months


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Technical Conference Method

Uses experts to gather information

about job characteristics


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Methods of Job Analysis Critical Incident Technique (CIT)

Takes past incidents of good and badbehavior

Organizes incidents into categoriesthat match the job they are relatedto

Involves 4 steps


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CIT steps Brainstorm and create lists of

dimensions of job behaviors List examples of effective and

ineffective behavior for eachdimension

Form a group consensus onwhether each incident isappropriately categorized

Rate each incident according to its

value to the company


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Job Analysis Process

Source: Fisher, Schoenfeldt, & Shaw (2006), Figure 4.1,p. 141


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Phase 2: Methods (more)

Select specific procedures of jobanalysis Narrative Job Descriptions

Simplest method of job analysis Collect qualitative data (no numbers)

Examples: Fisher, Schoenfeldt, & Shaw (2006), Figure 4.2, pp.

148149

http://krypton.mnsu.edu/~schumann/www/teach/sample_j

http://www.jobdescription.com

Engineering approaches: micro-motion studies (time & motion

studies) Measure bod motions involved in
http://krypton.mnsu.edu/~schumann/www/teach/sample_job_descrip.pdfhttps://www.jobdescription.com/https://www.jobdescription.com/http://krypton.mnsu.edu/~schumann/www/teach/sample_job_descrip.pdf


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Select specific procedures of jobanalysis (more) Structured Job Analysis Procedures

Functional Job Analysis (FJA): adds tothe Job Description 7 scales(numbers) that measure:

3 worker-function scales: % of timespent with:

Data People

Things

1 worker-instruction scale

3 scales that measure the general

educational requirements: reasoning,mathematics, & language


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Structured Job Analysis Procedures(more)

Position Analysis Questionnaire (PAQ)

Standardized questionnaire Questions focus on worker activities onthe job

For non-managerial & non-professionaljobs

http://www.paq.com/?FuseAction=Main.PAQ

Professional and Managerial PositionQuestionnaire (PMPQ)

Standardized questionnaire

For professional & managerial jobs
http://www.paq.com/?FuseAction=Main.PAQProgramhttp://www.paq2.com/pmpqmain.htmlhttp://www.paq.com/?FuseAction=Main.PAQProgram


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O*NET: Occupational InformationNetwork databaseDeveloped by the US Department of Labor

Standardized descriptors of skills,knowledges, tasks, occupation

requirements, and worker abilities,interests, and values to assist youin building accurate jobdescriptions

O*NET Resource Center:http://www.onetcenter.org/

O*NET Online: http://www.onetcenter.org/
http://www.onetcenter.org/http://www.onetcenter.org/http://www.onetcenter.org/http://www.onetcenter.org/http://www.onetcenter.org/http://www.onetcenter.org/http://www.onetcenter.org/


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Task Inventory Procedure Questionnaire with a master list of

possible tasks

Check-mark the tasks done by the job

Other structured Job Analysisprocedures:

Critical Incidents Technique Ability Requirements Scales

Personality-Related Job AnalysisProcedures

Cognitive Task Analysis

List of Job Analysis questionnaires with


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Phase 3: Data Collection &Analysis

Collect job data Get the organization ready

Reduce sources of bias

Conduct effective interviews Analyze the job data

Report results to organization

Write the job descriptions Periodically recheck the job data

Update & revise the job descriptionsas needed


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Phase 4: Assessment

Evaluate the Job Analysis project Continuous improvement: learn from

both successes & mistakes to

continuously get better Did the project finish on-time andunder-budget?

If not, what went wrong? What wouldyou do differently?

Did you collect the correctinformation?

What additional information would youcollect if you did the project over?

What information would you not

collect? Are the ob Descri tions bein used as


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New Views of Job Analysis

Future-Oriented Strategic Job Analysis Identify the tasks, knowledge, skills, &

abilities that will be needed to performa job in the future

Instead of describing how a job is today,describe how it will be in the future

Typically uses experts to help makepredictions of the future

Competency Modeling Identify the observable performance

dimensions that differentiate effectivefrom ineffective employees

Define the jobs critical success factors,which should be tied to the


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How It Works

Conducting the job analysis

Know the purpose

Gather Information about jobs to beanalyzed

Books

Charts

Trade union literature

Government agency literature

Use employee input


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How It Works

Conducting the job analysis (ctnd.)

Choose an efficient method of

collecting information Gather information from

employee/supervisor about thejob

Draft a job description

Obtain supervisor approval


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Core Concepts of Organizational Behavior: Chapter 8 33

What are the alternativejob design approaches?

Job design.The process by which managers plan

and specify job tasks and the work

arrangements through which theyare accomplished.

The best job design is the one that: Meets organizational requirements for

high performance.

Offers a good fit with individual skillsand needs.

Provides opportunities for jobsatisfaction.


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Core Concepts of Organizational Behavior: Chapter 8 34


Scientific management. Sought to improve work efficiency by

creating small, repetitive tasks and

training workers to do these taskswell.

Job simplification. Standardizes work procedures and

employs people in clearly definedand highly specialized tasks.

Intent is to increase efficiency, but itmay in fact be decreased due to themotivational impact of unappealing

jobs.


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Job enlargement and job rotation.Job enlargement.

Increases task variety by combining

into one job two or more tasks thatwere previously assigned to separateworkers.

Job rotation. Increases task variety by periodically

shifting workers among jobsinvolving different tasks.

Enlargement and rotation usehorizontal loading to increase job

breadth.


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Job enrichment. Frederick Herzbergs view of job

enrichment is based on the two-

factor theory of motivation.The practice of enhancing job content

by building motivating factors suchas responsibility, achievement,

recognition, and personal growthinto the job.


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Job enrichment cont.

Adds planning and evaluating dutiesto the job content. These duties

would otherwise be reserved formanagement.

Uses vertical loading to increase jobdepth.

Enriched jobs help satisfy higherorder needs.


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Job enrichment cont.

Cautionary questions regarding jobenrichment.

Is job enrichment expensive? Will workers demand higher pay when

moving into enriched jobs?


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Why are managers Dejobbingtheir companies

Dejobbing is broadening theresponsibilities of the companys

jobs and encouraging employeesnot to limit themselves to whats

on their job description.


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Trends and De-Jobbing

Rapid product and

technological changes

GlobalChanges

Demographics

Competition


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Traditional Organization

ChartE x e c u t i

M a n

M a n

M a n

S a l e S a l e S a l e

M a n

D i r e c

E a s t R

M a n

M a n

M a n

S a l e S a l e

M a n

D i r e c

W e s t

V i c e P

S a l e s

M a n

M a n

D i r e c

P u b l i c

V i c e P

M a r k e

C l e r

A d m i

D i r e c

C o m p

a n d B

T e c h

M a n

S r . T

S r . T

D i r e c

T r a i n i

D e v e l

V i c e P

H u m a n

L o g i

P l a n t

P l a n t

D i r e c

M a n u f

V i c e P

O p e r a

T a x

F i n a

C l e

A c c o

A c c o

A c c o

D r i e c

A u d i t

A c c o

V i c e P

F i n a n

P r e s i dC h i e f E x


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Flatter Organizations

T e c h n i c

D e v e l o p

T e a m

M a n u f a c

E n g i n e e

T e a m

P e o p l e

S y s t e m

T e a m

F i n a n c e

T e a m

P u r c h a s i

S u p p l l i e r

T e a m

S a l e s , S e r

M a r k e t i

T e a m

E x e c u t i v

O p e r a t i o

T e a m

Fl d B d l


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Flat and BoundarylessOrganizations

I K E A

WALALMARTART

G e n ea lE l e c

t r i c&r o c t e r G a m b l e

C t b d J b
http://www.ikea-usa.com/about_ikea/about.asphttp://www.walmartstores.com/http://www.walmartstores.com/http://www.walmartstores.com/http://www.walmartstores.com/http://www.gecareers.com/WorkingForGE/index.cfmhttp://www.gecareers.com/WorkingForGE/index.cfmhttp://www.gecareers.com/WorkingForGE/index.cfmhttp://www.gecareers.com/WorkingForGE/index.cfmhttp://www.gecareers.com/WorkingForGE/index.cfmhttp://www.pg.com/jobs/who_we_are/index.jhtmlhttp://www.pg.com/jobs/who_we_are/index.jhtmlhttp://www.pg.com/jobs/who_we_are/index.jhtmlhttp://www.gecareers.com/WorkingForGE/index.cfmhttp://www.walmartstores.com/http://www.ikea-usa.com/about_ikea/about.asp


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Competency-based JobAnalysis

We reviewed the nature of job analysis,how it is used, some legal issues andthree methods of collecting job analysisinformation.

We practiced writing job descriptions andlooked at descriptions in detail.

We reviewed the six steps involved in jobanalysis and reviewed traditional andcontemporary methods of organizing.

WHEW!


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Summary

Job analysis is an effectiveapproach to gathering

information about jobs There are 6 popular techniques to

conducting job analyses

Job analysis is directly related tonearly every function of HumanResource departments inorganizations

Documents

Job Analysis Killer