Job Analysis

Patricia A. Meglich, Ph.D., SPHR

2009

Learning Objectives for this Session

Explain the historical context of job analysis.

Define the importance of job analysis to all HR
activities and functions.
Explain the information required to conduct a
job analysis and sources of information.

2
SHRM 2009

Job Analysis Defined

Job analysis is the process of studying jobs

to gather, analyze, synthesize and report
information about job responsibilities and
requirements and the conditions under
which work is performed.
Modified from Heneman and Judge (2009)

3
SHRM 2009

Historical Perspective
Frederick Taylor (1911) Scientific Management
> Replaced rule-of-thumb work methods with scientific
>
>
>
>
>

study.
Scientifically select, train and develop workers.
Cooperate with workers to ensure that scientific
methods are followed.
Divide work such that managers apply scientific
principles and workers implement them.
Find the one best way to accomplish any task.
Utilized time and motion studies to analyze tasks.

4
SHRM 2009

Historical Perspective
Elton Mayo (1927-1932) Hawthorne Studies
> Informal organization affects productivity.
> Work group norms affect productivity.
> The workplace is a social system.
> Work is more than tasks and duties.

5
SHRM 2009

Organizations in the New Millennium

Evolving work methods.

Organization structure.
Reporting relationships.
Global demands.
Knowledge workers.

6
SHRM 2009

Foundation of all HR practices

HR Planning
Legal
Compliance

Staffing

Employee
JOB ANALYSIS Training
Relations

Rewards

Performance
Safety Management
&
Health
7

SHRM 2009

Foundational
HR planning:

Training:

> Work design.

> Training needs for new

> Skills required.

employees.
> Training program content.
> Training evaluation.

Staffing:
> Advertising in labor

market.
> Selection criteria.
> Selection methods.
> Succession planning.

Performance management:
> Performance standards.
> Evaluation criteria.
> Appraisal forms and

methods.
> Feedback and
communication with
employees.

8
SHRM 2009

Foundational
Safety and health:

Employee relations:

> Training required.

> Work rules, policies and

> Protective equipment

procedures.
> Clear lines of authority and
responsibility.
> Union work settings.

needed.
> Hazard communications.
> Accommodations for
medical impairments.

Rewards:

Legal compliance:
> Recordkeeping.

> Value of each job for

> Accommodations.

compensation purposes.
> FLSA status.
> Pay adjustments.

> Training.
> Compensation practices.
> Equal employment

practices and affirmative

action.

9
SHRM 2009

Information Collected
Data, people, things.
Tasks or job functions:
> What gets done on the job.
> Essential functions.

Scope of responsibility:
> Supervision received.
> Supervision provided.

Tools and equipment used on the job:

> Computer software.
> Hand tools.
> Job-related equipment.

10
SHRM 2009

Information Collected
Work context and environment:
> Physical environment (discomfort, hazards).
> Work schedule (hours, days).
> Travel required.

Social/relationship factors:
> Nature of social contacts.
> Level of social contact.

Decision-making authority:
> Judgment and discretion.

11
SHRM 2009

Information Collected
Personal and physical demands of the job:
> Stand, sit, reach, lift, walk.

Knowledge, skills and abilities required to perform

job tasks:
> Education.
> Experience.

Certification (desired) and licensure (required):

> Certification (HR).
> Board licensure (physician, engineer).

12
SHRM 2009

Job Requirements Matrix

KSAs

Tasks
Specific
Tasks

Task
Dimensions

Importance
(% of time)

Nature

Importance to
tasks (1-5)

Arrange
schedules with
office assistant to
ensure that office
is staffed.

Supervision

30%

Knowledge of
office policies
and
operations.

4.9

Assign office
tasks to office
assistant and
volunteers.

Supervision

Type/transcribe
letters, memos
and reports.

Word processing

Knowledge of
office policies
and
operations.
20%

Knowledge of
typing formats
and software.

3.1

See Exhibit 4.3 on page 151 of Heneman and Judge, Staffing Organizations, 2009.
13
SHRM 2009

Data Sources

Job incumbent
Supervisor or manager
Former jobholders
Job analyst
Subject matter experts (SMEs)
Industry resources
Professional organizations like SHRM

14
SHRM 2009

Dictionary of Occupational Titles

Dictionary of Occupational Titles is now online on
O*Net.
Comprehensive searchable database:

http://online.onetcenter.org

15
SHRM 2009

O*Net Homepage

16
SHRM 2009

End of Session I
This concludes Session I.
Assignment for Session II:
> In groups of four to five students, retrieve a job

description from O*Net.

> Choose from the following list of job titles:

Dental hygienist.
Waiter and waitress.
Real estate sales agent.
Floral designer.
Hairdresser, hairstylist, cosmetologist.
Retail salesperson.

Print out the job description and bring it to the next

class session.
17
SHRM 2009

Learning Objectives for Session II

Explain data collection methods to conduct a job
analysis.
Analyze a job description retrieved from O*Net
with respect to sources and data collection
methods.
Analyze a job description retrieved from O*Net
with respect to importance of tasks.

18
SHRM 2009

Data Collection Methods

Observation
Work sample
Work diary
Interview
Questionnaire
Perform the job
Background records
Multiple methods

19
SHRM 2009

Observation
Directly observe job incumbents performing the job
duties, work sample or job segments.
Can also be observed indirectly via video or audiotape:
> Hazardous jobs (airline pilot, surgeon, construction).
> High-risk jobs (nuclear power plant).

Best when job/task is repetitive and short cycle.

Good for manual jobs and tasks.
Not good for nonrepetitive, long-cycle jobs and tasks.
Not good for creative or thinking jobs and tasks.

20
SHRM 2009

Work Sample
Observe samples of critical job tasks.
Best when job or task is repetitive and short cycle.
Good for manual jobs and tasks.
Not good for nonrepetitive, long-cycle jobs and
tasks.
Not good for creative or thinking jobs and tasks.
Choosing the right or most representative tasks:

> Scientifically sample the job tasks to choose

appropriate tasks.

21
SHRM 2009

Work Diary

Description of daily activities maintained for a

period of time:
> Calendar, day planner.

Best when job or task is nonrepetitive, long

cycle.
Good for creative or thinking jobs/tasks.
Requires great discipline on diary-keepers part.
Accuracy may be questionable.

22
SHRM 2009

Interview
Individual or group interviews:
> Job incumbents.
> Supervisor.
> Former job holders.
> Clients.
> Subject matter experts (SMEs).

Generates deep information:

> Qualitative data is rich.

Time-consuming and expensive.

Lacks anonymity.
Subject to interviewers skill level.

23
SHRM 2009

Questionnaire
Structured form or checklist.
Paper and pencil or computer-based.
Commonly used method.
Standardized in content and format.
Good for accessing large numbers of responses.
Quantitative data.
Economical.
Anonymous.
Downside is possible deficiency of
questions/content areas assessed.
Assumes incumbent literacy and intelligence.

24
SHRM 2009

Perform the Job

Job analyst performs the job duties as described by
job incumbent and/or supervisor.
First-hand exposure to job tasks and context
provides rich, relevant data.
Time-consuming.
Potential safety risks.
Assumes a certain level of skill to perform the tasks.

25
SHRM 2009

Background Records
Data mining of relevant materials such as:
> Organizational charts.
> Training manuals.
> Policies and procedures.
> Payroll records.
> Production records.
> Call sheets.

A good starting point.

Documents may not exist in usable form.
Documents may be out of date.

26
SHRM 2009

Multiple Methods
For best result, use multiple methods.
Balance time and cost constraints.
Balance the strengths and weaknesses of each
method.
No magic formula to determine how many
methods are ideal or which methods to combine
for a given job.
Ideally, obtain both quantitative and qualitative
data.

27
SHRM 2009

Job Analysis Activity I

Using a job description retrieved from O*Net, you
will determine the sources and methods best used
to collect data to analyze this job.
You will then determine the importance of each task
for the job.
The URL for O*Net is: http://online.onetcenter.org.

28
SHRM 2009

End of Session II
This concludes the second session.
Remember to bring your printed job description and
worksheet for the activity to the next class session.

29
SHRM 2009

Learning Objectives for Session III

Identify the outcomes of job analysis.
Distinguish between essential and
nonessential job duties.
Explain the legal implications of job analysis.

30
SHRM 2009

Outcomes of Job Analysis

Job description:
> Systematic, detailed summary of job tasks, duties and

responsibilities.
> Assures that employees and managers are on the
same page regarding who does what.

Job specification:
> Detailed summary of qualifications needed to perform

required job tasks.

Performance standards:
> Establishes the level of satisfactory performance.

31
SHRM 2009

Job Description
The job description should include at least the
following elements:
> Job title.
> Job code.
> FLSA status.
> Job summary.
> Essential job duty task statements.
> Job context or any unusual elements.
> Date created.
> Revision number and date.

32
SHRM 2009

Job Specification
The job specification should include at least the
following elements:
> Job title.
> Job code.
> Job summary.
> Knowledge required to perform job.
> Skills required to perform job.
> Abilities required to perform job.
> Education required.
> Experience required.
> Licensure required or certification desired to perform

the job.
> Date created.
> Revision number and date.
33
SHRM 2009

Performance Standards
Performance standards define the level of expected
quality and quantity of work produced on the job.
Line managers input in developing performance
standards is essential.
Standards must be consistent and reasonable.
Performance standards help the employee gauge
performance on the job.

34
SHRM 2009

Essential Job Functions

Americans with Disabilities Act (1990)
> Percentage of time spent on task:

Significant percentage of time.

Often 20 percent or more.
> Frequency of task:

Task performed regularly?

Daily, weekly, monthly.
> Importance of task:

Does the task affect other parts of the job?

Does the task affect other jobs?

35
SHRM 2009

Job Analysis Activity II

Using a job description retrieved from O*Net,
determine the essential and nonessential job
functions of the job.
Next, determine the abilities required to perform the
job.

36
SHRM 2009

Behavioral Aspects

Employee fears:
> Paranoia.
> Self-protection.

Inflating titles and jobs.

Limiting managerial flexibility:
> Its not in my job description.

Incumbent emphasis.

37
SHRM 2009

Maintenance
Job descriptions and specifications must be kept
current to reflect changes in:
> Work practices and processes.
> Tools and equipment used on the job.
> Levels of discretion
> Licensure or certification.

Annual review during performance appraisal.

Review when incumbent turns over.

38
SHRM 2009