METHODS OF JOB ANALYSIS Job analysis methods can be categorized into four basic types: (1) observation methods;

(2) interview techniques; (3) questionnaires, including job inventories or checklists. This section describes and discusses these methods. Observation Methods Observation of work activities and worker behaviors is a method of job analysis which can be used independently or in combination with other methods of job analysis. Three methods of job analysis based on observation are: (1) direct observation; (2) work methods analysis, including time and motion study and micro-motion analysis; and (3) the critical incident technique. Though they employ the same method, these methods differ in terms of who does the observing, what is observed, and how it is observed. Direct observation. Using direct observation, a person conducting the analysis simply observes employees in the performance of their duties, recording observations as they are made. The observer either takes general notes or works from a form which has structured categories for comment. Everything is observed: what the worker accomplishes, what equipment is used, what the work environment is like, and any other factors relevant to the job. Direct observation methods have certain natural limitations for job analysis purposes. First, they cannot capture the mental aspects of jobs, such as decision making or planning, since mental processes are not observable. Second, observation methods can provide little information relating to personal requirements for various jobs because this kind of information is also not readily observable. Thus, observation methods provide little information on which to base job specifications. Work methods analysis. A sophisticated observation method, work methods analysis is used to describe manual and repetitive production jobs, such as factory or assembly-line jobs. These methods are used by industrial engineers to determine standard rates of production which are used to set pay rates. Two types of work methods analysis are time and motion study and micro-motion analysis. In time and motion studies, an industrial engineer observes and records each activity of a worker, using a stopwatch to note the time it takes to perform separate elements of the job. Micro-motion analysis uses a movie camera to record worker activities. Films are analyzed to discover acceptable ways of accomplishing tasks and to set standards relating to how long certain tasks should take. Such data are especially useful for developing training programs and setting pay rates. Critical incident technique. The critical incident technique involves observation and recording of examples of particularly effective or ineffective behaviors. Behaviors are judged to be "effective" or "ineffective" in terms of results produced by the behavior. The following information should be recorded for each "critical incident" of behavior: (1) what led up to the incident and the situation in which it occurred; (2) exactly what the employee did that was particularly effective or ineffective; (3) the perceived consequences or results of the behavior; and (4) a judgment as to the degree of control an employee had over the results his or her behavior produced (to what degree should the employee be held responsible for what resulted?). The critical incident method differs from direct observation and work methods analysis in that observations of behavior are not recorded as the behavior occurs, but only after the behavior has been judged to be either particularly effective or ineffective in terms of results produced. This means that a person using the critical incident method must describe a behavior in retrospect, or after the fact, rather than as the activity unfolds. Accurate recording of past observations is more difficult than recording the behaviors as they occur. Job Analysis Methods In order to collection analysis information on jobs, there are some following methods as follows (please click link related for more information). OBSERVATION METHODS Observation methods consist of direct observation, work methods analysis, technique of critical incident. 1. Direct observation

This form is based on analysis of job in order to observe and make records of behaviors/events/activities/tasks/duties when something is happening. 2. Work methods analysis The form of analysis on work methods is applicable to describe manual and repeatedmanufacturing jobs, for example the jobs of assembly-line. Such analysis on work methods consists of analysis of time, motion study and micro-motion. 3. Critical incident technique (CIT model). The method of critical incident technique is applied to discovers behaviors towards working which can help classify performance into good and bad level. 4. INTERVIEW METHOD This tool is considered to be very useful to analysis of jobs. In which questions are given to both incumbents and supervisors under such form of individual or a group. Interview consists of structured Interviews, unstructured interview, open-ended questions QUESTIONNAIRE METHODS Questionnaire methods includes 6 techniques as follows: 5. Position Analysis Questionnaire (PAQ model) The model of PAQ is a technical of questionnaire for analyze jobs. In 1972, McCormick, Jeanerette, and Mecham (1972) developed this technique which is a structured instrument of job analysis to measure characteristics of job and then associate them with characteristics of human. Such technique includes 195 job elements that describe generic human behaviors during working. 6. Functional job analysis (FJA model) The model of FJA is a technique uses to analyze jobs. the Employment and Training Administration of the United States Department of Labor developed this technique. There are7 scales (numbers) of the technique that measure: 3 worker-function scales: measure % of time spent with: data, people, things; 1 worker-instruction scale; 3 scales that measure reasoning, mathematics, language. 7. Work Profiling System (WPS model) The method of Work Profiling System is a technique of questionnaire to analyze jobs. The technique makes use of a computer-administered system and discovered by Saville & Holdsworth, Ltd. 8. MOSAIC model The model of MOSAIC is a technique used to analyze jobs by gathering information from both incumbents and supervisors. The model includes 151 job tasks which are ranked based on the level of importance to make sure that job performance is maintained efficient and 22 capacities which are ranked based on the level of importance, and also necessary effectiveness at entry. 9. Common Metric Questionnaire (CMQ model) This style was created by Harvey and regarded as a job analysis of worker-orientation. It is designed to be widely applied in a wide range of both exempt and nonexempt jobs. There are 42 general questions in the background section, 62 questions on contacts with people, 80 questions relating to decision-making, 53 questions of activities in terms of both physical and mechanical, and 47 questions on setting of work. 10. Fleishman Job Analysis System (FJAS model) It includes 52 cognitive, physical, psycho-motor, and sensory ability, each of the categories consists of two parts an operational and differential definition and a grading scale. The method called Fleishman Job Analysis System is a technique used to analyze jobs in which jobs are described based on opinions of vital capacities. There are 52 cognitive, physical, psycho-motor, and sensory ability, each of them includes two parts: a grading scale and an operational and differential definition. OTHER METHODS 11. Task Inventory Indeed, a task inventory lists all discrete activities which create a certain job or certain company. 12. Job element method

This style is somehow similar to the method of critical incident technique. The methodconcentrates on behaviors during working and such consequences that the behaviors bring about more than look at abstract characteristics. This method was developed by Ernest Primoff. 13. Diary method The method of diary is considered to be a very useful tool to analyze jobs. In this method, jobs are assessed thanks to workers daily records or their lists of activities that they practice day by day 14. Checklists and rating scales In this method, jobs are analyzed by using a list keeping track of such job elements. Many questions can be raised, such as working purposes, key roles and responsibilities, organization; relationships; decision making; authority; Skills, knowledge, experience; working conditions. 15. Competency profiling This form of job analysis is an activity that determines certain capacities which are characteristics of high levels of performance in a certain job. It includes skills, knowledge, capacities, values, interests, personalities. 16. Examining Manuals/reference materials In analyzing jobs, the analysts use manuals/ or materials of reference including quality manual, human resource manual, procedures, instruction, forms, job descriptionThese documents are available so that organizations can apply them in accordance with standards of ISO 9000. 17. Technical conference This tool is of great usefulness in analyzing jobs based on Subject Matter Experts (SMEs). SMEs will implement sessions of brainstorming to discover elements of jobs. In this method, SMEs can apply a full mix of all methods of job analysis. 18.Threshold Traits Analysis System (TTAS model) In 1970, Felix Lopez developed the model of Threshold Traits Analysis System (TTAS model). The model includes a standard set of 33 traits in which ability traits are can do factors while attitudinal traits are willing to do factors. Combination of methods In process of analyzing jobs, experts can apply or make a mix of all methods to gather information relating to job. Take an instance, whenever direct observation is used,interviews are used at the same time. --------------------------------------------------------------------------------Job Analysis Methods inShare Though there are several methods of collecting job analysis information yet choosing the one or a combination of more than one method depends upon the needs and requirements of organization and the objectives of the job analysis process. Typically, all the methods focus on collecting the basic job-related information but when used in combination may bring out the hidden or overlooked information and prove to be great tools for creating a perfect job-candidate fit. Selecting an appropriate job analysis method depends on the structure of the organization, hierarchical levels, nature of job and responsibilities and duties involved in it. So, before executing any method, all advantages and disadvantages should be analyzed because the data collected through this process serves a great deal and helps organizations cope with current market trends, organizational changes, high attrition rate and many other day-today problems. Lets discuss few of job analysis methods that are commonly used by the organizations to investigate the demands of a specific job. Job Analysis Methods

Most Common Methods of Job Analysis Observation Method: A job analyst observes an employee and records all his performed and nonperformed task, fulfilled and un-fulfilled responsibilities and duties, methods, ways and skills used by him or her to perform various duties and his or her mental or emotional ability to handle challenges and risks. However, it seems one of the easiest methods to analyze a specific job but truth is that it is the most difficult one. Why? Lets Discover. It is due to the fact that every person has his own way of observing things. Different people think different and interpret the findings in different ways. Therefore, the process may involve personal biasness or likes and dislikes and may not produce genuine results. This error can be avoided by proper training of job analyst or whoever will be conducting the job analysis process. This particular method includes three techniques: direct observation, Work Methods Analysis and Critical Incident Technique. The first method includes direct observation and recording of behaviour of an employee in different situations. The second involves the study of time and motion and is specially used for assemblyline or factory workers. The third one is about identifying the work behaviours that result in performance. Interview Method: In this method, an employee is interviewed so that he or she comes up with their own working styles, problems faced by them, use of particular skills and techniques while performing their job and insecurities and fears about their careers. This method helps interviewer know what exactly an employee thinks about his or her own job and responsibilities involved in it. It involves analysis of job by employee himself. In order to generate honest and true feedback or collect genuine data, questions asked during the interview should be carefully decided. And to avoid errors, it is always good to interview more than one individual to get a pool of responses. Then it can be generalized and used for the whole group. Questionnaire Method: Another commonly used job analysis method is getting the questionnaires filled from employees, their superiors and managers. However, this method also suffers from personal biasness. A great care should be takes while framing questions for different grades of employees. In order to get the true job-related info, management should effectively communicate it to the staff that data collected will be used for their own good. It is very important to ensure them that it wont be used against them in anyway. If it is not done properly, it will be a sheer wastage of time, money and human resources. These are some of the most common methods of job analysis. However, there are several other specialized methods including task inventory, job element method, competency profiling, technical conference, threshold traits analysis system and a combination of these methods. While choosing a method, HR managers need to consider time, cost and human efforts included in conducting the process. ------------------

Job Analysis: Job analysis is the procedure through which you determine the duties and nature of the jobs and the kinds of people who should be hired for them. You can utilize the information it provides to write job descriptions and job specifications, which are utilized in recruitment and selection, compensation, performance appraisal, and training. I. Job Analysis Methods Job analysis traditionally has been conducted in a number of different ways. Also, firms differ in their needs and in the resources they have for conducting job analysis. Methods of Collecting Job Analysis Information Introduction 1. An HR specialist (an HR specialist, job analyst, or consultant), a worker, and the workers supervisor usually work together in conducting the job analysis. 2. Job analysis data is usually collected from several employees from different departments, using interviews and questionnaires. The data is then averaged, taking into account the departmental context of the employees, to determine how much time a typical employee spends on each of several specific tasks. a. The Interview 1. The three types of interviews managers use to collect job analysis data are: individual (to get the employees perspective on the jobs duties and responsibilities, group (when large numbers of employees perform the same job), and supervisor (to get his/her perspective on the jobs duties and responsibilities). 2. The pros of using an interview are that it is: simple, quick, and more comprehensive because the interviewer can unearth activities that may never appear in written form. 3. The following questions are some examples of typical questions. What is the job being performed? In what activities do you participate? What are the health and safety conditions? Figure

3-3 gives an example of a job analysis questionnaire. 4. The following are interview guidelines: a) the job analyst and supervisor should identify the workers who know the job best and would be objective; b) establish a rapport with the interviewee; c) follow a structured guide or checklist; d) ask worker to list duties in order of importance and frequency of occurrence; and e) review and verify the data. b. Questionnaire 1. Structured or unstructured questionnaires may be used to obtain job analysis information 2. Questionnaires can be a quick, efficient way of gathering information from a large number of employees. But, developing and testing a questionnaire can be expensive and time consuming. c. Observation 1. Direct observations are useful when jobs consist of mainly observable physical activity as opposed to mental activity. 2. Reactivity can be a problem with direct observations, which is where the worker changes what he/she normally does because he/she is being watched. 3. Managers often use direct observation and interviewing together. d. Participant Diary / Logs 1. The employee records every activity he/she engages in, in a diary or log along with the amount of time to perform each activity to produce a complete picture of the job. 2. Employees may try to exaggerate some activities and underplay others. e. Quantitative Job Analysis Techniques 1. Position Analysis Questionnaire (PAQ) is a questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs, see Figure 3-5, on five basic activities: a) having decision-making/communication/social responsibilities, b) performing skilled activities, c) being physically active, d) operating vehicles/equipment, and e) processing information. 2. Department of Labor Procedure (DOL) is a standardized method for rating, classifying,

and comparing virtually every kind of job based on data, people, and things. Table 3-1 shows a set of basic activities, and Figure 3-6 gives a sample summary. 3. Functional job analysis: 1) rates a job on data; people; things; the extent to which specific instructions are necessary to perform the task; the extent to which reasoning and judgment are required to perform the task; and mathematical ability required to perform the task; and 2) identifies performance standards and training requirements. f. Using Multiple Sources of Information Likely, no one job analysis method will be used exclusively. A combination is often more appropriate. 1. Where possible, collect job analysis data using several types of collection techniques and respondents. 2. Potential inaccuracies in peoples judgments could lead to inaccurate conclusions