To summarize the major points covered in this chapter:1.There are six sequential steps in job analysis, starting with examining the totalorganization and the fit of jobs, and concluding with the preparation of a jobspecification. (See exhibit 6-2)2.The
uses of job analysis
information seem endless. Strategic planning, recruitment,selection, training, compensation, and job design all benefit immensely from jobanalysis information.3.Conducting job analysis is not for amateurs. Training is required.4.Before conducting a job analysis, organization and process charts should be consultedto acquire an overview of the organization.5.Four general
job analysis techniques
can be used separately or in combination;observation, interviews, questionnaires, and job incumbent diaries or logs.6.The multi-method approach to job analysis uses a combination of these four generalmethods. It is a comprehensive approach and is currently viewed very favorably froma legal perspective.7.Functional job analysis (FJA) is used to describe the nature of jobs, prepare jobdescriptions, and provide details on job specifications. The job is described in termsof data, people, and things.8.The
Dictionary of Occupational Titles
is a listing of over 20,000 jobs on the basis of occupational code, title, and industry.9.The
position analysis questionnaire (PAQ)
is a 195-item structured instrumentused to quantitatively assess jobs on the basis of decision making, communicationand social responsibilities, performing skilled activities, being physically active,operating vehicles or equipment, and processing information.10.The
management position description questionnaire (MPDQ)
is a checklist of 208 items that assesses the concerns and responsibilities of managers.11.
involves structuring job elements, duties, and tasks to achieve optimal performance and satisfaction.12.Job design was a concern of F. W. Taylor, the famous industrial engineer and father of what is called scientific management.13.
involves designing jobs so that employees’ needs for growth,recognition, and responsibility are satisfied.14.
is more than job design. It is taking a new look at the entire flow of work through an organization. Without adaptable job descriptions, however, itcannot succeed.
Instructor’s Manual/Chapter 63