Job Analysis lecture 3

Job Analysis

Job Analysis• Job analysis is the process of gathering information

about a job. It is, to be more specific, a systematic investigation of the tasks, duties and responsibilities necessary to do a job.

• According to Edwin Flippo, "Job Analysis is the process of studying and collecting information relating to the operations and responsibility of a specific job."

• According to David A. DeCenzo and Stephen P. Robbins, "Job Analysis is a systematic exploration of the activities within a job. It is a basic technical procedure, one that is used to define the duties, responsibilities and accountability of a job."

Types of Information Collected

Work activities

Human behaviorsHuman

requirements

Job context

Machines, tools, equipment, and

work aids

Performance standards

Information Collected Via Job Analysis

Nature of job analysis

Job Analysis

Job Analysis

Job Tasks

Job Duties

Job Responsibilities

Use of Job Analysis Information

Recruitment and Selection

CompensationLegal Compliance

Discovering Unassigned Duties

Performance Appraisal

Training

Information Collected Via Job Analysis

Uses of Job Analysis Information

Important Benefits of Job AnalysisMultifaceted Nature of Job Analysis

Recruitment

Selection

Placement

Training

Counselling

Human ResourcePlanning

Job Evaluation

Job Design andRedesign

PerformanceAppraisal

Employee Safety

Components of Job Analysis

Job Description:According to Edwin Flippo, Job Description is, "an organised factual statement of the duties and responsibilities of a specific job. It should tell what is to be done, how it is done and why." Job description means describing the details of the job to be performed.Job Specification:According to Edwin Flippo, Job Specification is, "a statement of minimum acceptable human qualities necessary to perform a job properly. It refers to a summary of the personal characteristics required for performing the job.

Who should conduct job analysis?

Job incumbents themselves

Supervisors

External analysts

Steps in Job Analysis

1

2

3

4

5

Steps in doing a job analysis:

Review relevant background information.(Organizational Analysis)

Decide how you’ll use the information.

Select representative positions.

Actually analyze the job. ( Data Collection and Analysis)

Verify the job analysis information.

6 Develop a job description and job specification.

Methods Of Collecting Job Analysis Data

Job Analysis

Seven general techniques are generally used to collect job analysis data;

Job performance: the analyst actually performs the job in question and collects the needed information

Personal observation: the analyst observes others doing the job and writes a summary

Critical incidents: job incumbents describe several incidents relating to work, based on past experience; the analyst collects, analyses and classifies data.

Interview: job incumbents and supervisors are interviewed to get the most essential information about a job

Job Analysis

Panel of experts: experienced people such as job incumbents and supervisors with good knowledge of the job asked to provide the information.

Diary method: job incumbents asked to maintain diaries or logs of their daily job activities and record the time spent and nature of work carried out.

Questionnaire method: job incumbents approached through a properly designed questionnaire and asked to provide details.

The Position Analysis Questionnaire: it is a standardised form used to collect specific information about job tasks and worker traits.


Management Position Description Factors

1. Product, marketing and financial strategy planning.2. Coordination of other organisational units and personnel.3. Internal business control.4. Products and services responsibility.5. Public and customer relations.6. Advanced consulting.7. Autonomy of actions.8. Approval of financial commitments.9. Staff service.10. Supervision.11. Complexity and stress.12. Advanced financial responsibility.13. Broad personnel responsibility.

Job Analysis

Management Position Description Questionnaire: it is a standardised form designed to analyse managerial jobs


Job Analysis

Functional job analysis: it is a systematic process of finding what is done on a job by examining and analysing the

fundamental components of data, people and things.


FIGURE 4–3 Job Analysis Questionnaire for

Developing Job Descriptions

Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.

Source: www.hr.blr.com. Reprinted with permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT © 2004.

Guidelines for conducting job analysis interviews

Job Analysis

Put the worker at ease; establish rapport. Make the purpose of the interview clear. Encourage the worker to talk by using empathy creativity. Help the worker to think and talk according to the logical sequence of the duties performed. Ask the worker only one question at a time. Phrase questions carefully so that the answers will be more than just “yes” or “no”. Avoid asking leading questions. Secure specified and complete information pertaining to the work performed and the worker’s traits. Conduct the interview in plain, easy language. Consider the relationship of the present job to other jobs in the department. Control the time and subject matter of the interview. Be patient and considerate to the worker. Summarise the information obtained before closing the interview. Close the interview promptly.

Partial job analysis questionnaire

The information about a job is usually collected through a structured questionnaire:

Job Analysis

JOB ANALYSIS INFORMATION FORMAT

Your Job Title_______________ Code__________Date_____________

Class Title_______________ Department_____________________

Your Name_________________ Facility___________________________

Superior’s Title______________ Prepared by_______________________

Superior’s Name____________ Hours Worked______AM______to AM____

PM PM

1. What is the general purpose of your job?

2. What was your last job? If it was in another organisation, please name it.

3. To what job would you normally expect to be promoted?

Cont…

Job Analysis

4. If you regularly supervise others, list them by name and job title.

5. If you supervise others, please check those activities that are part of your supervisory duties:

Hiring Coaching Promoting

Orienting Counselling Compensating

Training Budgeting Disciplining

Scheduling Directing Terminating

Developing Measuring Performances Other____________

6. How would you describe the successful completion and results of your work?

7. Job Duties – Please briefly describe WHAT you do and, if possible, How you do it. Indicate those duties you consider to be most important and/or most difficult:

Cont…


Job Analysis

(a) Daily Duties

(b) Periodic Duties (Please indicate whether weekly, monthly, quarterly, etc.)

(c) Duties Performed at Irregular Intervals

8. Education – Please check the blank that indicates the educational requirements for the job, not your own educational background.

No formal education required College degree

Less than high school diploma Education beyond graduate

High school diploma or equivalent degree and/or professional license.

College certificate or equivalent

List advanced degrees or specified professional license or certificate required.

Please indicate the education you had when you were placed on this job.


Guidelines for conducting job analysis interviews

Job Analysis

Put the worker at ease; establish rapport. Make the purpose of the interview clear. Encourage the worker to talk by using empathy creativity. Help the worker to think and talk according to the logical sequence of the duties performed. Ask the worker only one question at a time. Phrase questions carefully so that the answers will be more than just “yes” or “no”. Avoid asking leading questions. Secure specified and complete information pertaining to the work performed and the worker’s traits. Conduct the interview in plain, easy language. Consider the relationship of the present job to other jobs in the department. Control the time and subject matter of the interview. Be patient and considerate to the worker. Summarise the information obtained before closing the interview. Close the interview promptly.

4–21 © 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.


Developing Job Descriptions





Developing Job Descriptions (cont’d)



Quantitative Job Analysis Techniques

Position Analysis Questionnaire

Functional Job Analysis

Quantitative Job Analysis

The U.S. Department of Labor (DOL)

Procedures

Employee activities in PAQ

1. Information Input: Where and how does the employee get the information he/she uses in performing his/her job.

Examples:Use of written materials.Near-visual differentiation.

2. Mental Processes: What reasoning, decision making, planning and information-processing activities are involved in performing the job?

Examples:Levels of reasoning in problem solving.Coding/decoding

3. Physical activities: What physical activities does the employee perform and what tools or devices does he/she use?

Examples:Use of Keyboard devices.Assembling/disassembling.

Job Analysis

Cont…

Job Analysis

4. Relationships with other people: What relationships with other people are required in performing the job?

Examples:Instructing.Contacts with public, customers.

5. Job context: In what physical and social context is the work performed?Examples:High temperature.Interpersonal conflict situations.

6. Other Job characteristics: What activities, conditions, or characteristics other than those described above are relevant to the job?

Examples:Specified work pace.Amount of job structure.

Employee activities in PAQ


FIGURE 4–5 Portion of a Completed Page

from the Position Analysis Questionnaire

Source: www.ncf.edu/humanresources/documents/A&P%20Final.doc. Accessed May 10, 2007.

The 194 PAQ elements are grouped into six dimensions. This exhibits 11 of the “information input” questions or elements. Other PAQ pages contain questions regarding mental processes, work output, relationships with others, job context, and other job characteristics.

TABLE 4–1 Basic Department of Labor Worker Functions

Data People Things

0 Synthesizing 0 Mentoring 0 Setting up

1 Coordinating 1 Negotiating 1 Precision working

2 Analyzing 2 Instructing 2 Operating/controlling

3 Compiling 3 Supervising 3 Driving/operating

4 Computing 4 Diverting 4 Manipulating

5 Copying 5 Persuading 5 Tending

6 Comparing 6 Speaking/signaling 6 Feeding/offbearing

7 Serving 7 Handling

8 Taking instructions/helping

Basi

c Ac

tiviti

es

Note: Determine employee’s job “score” on data, people, and things by observing his or her job and determining, for each of the three categories, which of the basic functions illustrates the person’s job. “0” is high; “6,” “8,” and “7” are lows in each column.

Job Analysis

Job Description And Job Specification

The end products of job analysis are:

Job description: this is a written statement of what the job holder does, how it is done, under what conditions it is done and why it is done.

Job specification: it offers a profile of human characteristics (knowledge, skills and abilities) needed by a person doing a job.


Writing Job DescriptionsJob

Identification

JobSummary

Responsibilities and Duties

Authority of the Incumbent

Standards of Performance

Working Conditions

JobSpecifications

Sections of a Typical Job Description

FIGURE 4–8 Sample Job Description,

Pearson Education

FIGURE 4–8 Sample Job Description,

Pearson Education (cont’d)

Source: Courtesy of Dorling Kindersley, India.

The Job Description• Job Identification

– Job title– Preparation date– Preparer

• Job Summary– General nature of the job– Major functions/activities

• Relationships – Reports to:– Supervises:– Works with: – Outside the company:

• Responsibilities and Duties– Major responsibilities and

duties (essential functions)– Decision-making authority– Direct supervision– Budgetary limitations

• Standards of Performance and Working Conditions– What it takes to do the job

successfully

Writing Job Specifications

Specifications for Trained Versus

Untrained Personnel

Specifications Based on Statistical

Analysis

“What traits and experience are required to

do this job well?”

Specifications Based on

Judgment

Writing Job Specifications (cont’d)

• Steps in the Statistical Approach– Analyze the job and decide how to measure job

performance.

– Select personal traits that you believe should predict successful performance.

– Test candidates for these traits.

– Measure the candidates’ subsequent job performance.

– Statistically analyze the relationship between the human traits and job performance.

Job Analysis in a “Jobless” World

JobEnlargement

Job Enrichment

Job Design:Specialization and

Efficiency?

Job Rotation


Job Analysis in a “Jobless” World (cont’d)

Flattening the Organization

Reengineering Business Processes

Dejobbing the Organization

Using Self-Managed Work Teams

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

Competency-Based Job Analysis (cont’d)

• 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


FIGURE 4–12 The Skills Matrix for One Job at BP

Note: The light blue boxes indicate the minimum level of skill required for the job.

Job Analysis

Specimen of job specification

Education MBA with specialisation in HRM/MA in social work/PG Diploma in HRM/MA in industrial psychology.

A degree or diploma in Labour Laws is desirable.

Experience At least 3 years’ experience in a similar position in a large manufacturing company.

Skill, Knowledge, Abilities Knowledge of compensation practices in competingindustries, of job analysis procedures, of compensation survey techniques, of performance appraisal systems.

Skill in writing job descriptions, in conducting job analysis interviews, in making group presentations, in performing statistical computations

Ability to conduct meetings, to plan and prioritise work.

Work Orientation Factors The position may require upto 15 per cent travel.

Age Preferably below 30 years.

Job Analysis

Role Analysis

To have a clear picture about what a person actually does on a job, the job analysis information must be supplemented with role analysis. Role analysis involves the following steps:

Identifying the objectives of the department and the functions to be carried out therein

Role incumbent asked to state his key performance areas and his understanding of the roles to be played by him

Other role partners of the job such as boss, subordinate, peers are asked to state their expectations from the role incumbent

The incumbent's role is clarified and expressed in writing after integrating the diverse viewpoints expressed by various role partners.

Job Analysis

A close look at the jobs inside India’s best work places

Sasken Communication Technologies: Employees enjoy considerable freedom to think and innovate and work in their own style. There is absolutely no monitoring of anybody. There are no attendance registers and there is no limit on sick leaves. Every employee is trusted and management is transparent. There is no perk that CEO Rajiv Mody enjoys that a junior employee does not.

Hughes Software Systems: HSS makes sure that all its employees get interesting breaks - these may take the shape of personality development programmes, cricket matches, literature clubs, or adventure activities. One of the employees even commented "If I don't like my boss, I can change my section."

Monsanto India: Monsanto India is a flat organisation (three to four levels). Even these levels are often cut short through an open culture. Everyone sits in an open office. The workstations are the some size. The travel allowances are the same so are the refreshments of course it sets stiff targets for employees, but trains them with a rare rigour so that they get a fair shot at those. People identified as future leaders are rolled over challenging positions.

Cont…

Cadbury India: Fun is serious business at Cadbury India. The HR manager's statement sums up the company's philosophy: “We believe that the day you stop enjoying work is the day you stop contributing. We make people stretch: but we make them stretch with a smile." The company firmly believes that a smile a day keeps the market blues away.

Philips Software Centre: The company's office in Bangalore, employees could have all the comforts in the world: a variety of cuisines, a creche, a gymnasium, bunker beds for naps, gym instructor, doctor, psychological counsellor, a dietician. It is a whole new world of work, play, study and rest. Not surprisingly, senior executives remain glued to their seats even after office hours. The company had to come out with an order recently stating that nobody should stay in the office after 9 p.m. without sufficient reason!

Job Analysis

A close look at the jobs inside India’s best work places

Documents

Job Analysis lecture 3