Job Analysis 866

JOB ANALYSIS
Copyright 2004 South-Western. All rights reserved.
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What is a Job?
Job
A group of related activities and duties
Job
Position
The different duties and responsibilities performed by only one employee
Job
Job
Job
Job Family
A group of individual jobs with similar characteristics
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Job Analysis
Goal
Determine the duties and responsibilities of a particular job Determine how the job relates to other jobs and the level of importance of the job Determine the necessary qualifications in order to perform the job Determine the working conditions associated with the job.
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Job Analysis
Analyze the job, not the person doing the job KSAs-the three key elements of job analysis
Knowledge Skills Abilities
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Job Requirements
Job Specification
Statement of the needed knowledge, skills, and abilities (KSAs) of the person who is to perform the job
Job Description
Statement of the tasks, duties, and responsibilities (TDRs) of a job to be performed
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Job Requirements
Relationship of Job Requirements to Other HRM Functions

Determine recruitment qualifications
Recruitment
Selection Performance Appraisal Training and Development Compensation Management

Presentation Slide 31 Copyright 2004 South-Western. All rights reserved.
Provide job duties and job specifications for selection process

Provide performance criteria for evaluating employees Determine training needs and develop instructional programs Provide basis for determining employees rate of pay
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Job Analysis
Job Analysis
The process of obtaining information about jobs by determining what the duties, tasks, or activities of jobs are.
HR managers use the data to develop job descriptions and job specifications that are the basis for employee performance appraisal and development.
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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 Standards Time
Experience, training, and skills Supervision and promotion patterns
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Nuts and Bolts

Who is involved in the job analysis?
Management Supervisors Job analysts Job incumbent Unions Consultants
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The Process of Job Analysis
Figure 3.1 Copyright 2004 South-Western. All rights reserved.
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Determining Job Requirements

Nature of:
Job Analysis
What employee does Why employee does it How employee does it Determining job requirements
Basis for:
Job Description
Summary statement of the job List of essential functions of the job Employee orientation Employee instruction Disciplinary action
Job Specification
Personal qualifications required in terms of skills, education and experience Recruitment Selection Development
Presentation Slide 32 313
Job Analysis and Essential Job Functions

Essential Functions
Statements in the job description of job duties and responsibilities that are critical for success on the job.
The purpose of essential functions is to match and accommodate human capabilities to job requirements.
A job function is essential if:

The position exists to perform the function. A limited number of employees are available to perform the function. The function is specialized, requiring needed expertise or abilities to complete the job.
Copyright 2004 South-Western. All rights reserved. 314
Performing Job Analysis

1. Select jobs to study 2. Determine information to collect: Tasks, responsibilities, skill requirements 3. Identify sources of data: Employees, supervisors/managers
4. Methods of data collection: Interviews, questionnaires, observation, diaries and records

5. Evaluate and verify data collection: Other employees, supervisors/managers 6. Write job analysis report
Gathering Job Information

Interviews Questionnaires Observation Diaries
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Controlling the Accuracy of Job Information

Factors influencing the accuracy of job information
Self-reporting exaggerations and omissions by employees and managers Collecting information from a representative sample of employees Capturing all important job information
Length of job cycle exceeding observation period Lack of access to job site for personal observation Lack of familiarity with the tasks, duties, and responsibilities of a job Ongoing changes in the job
O*NET and Job Analysis

Dictionary of Occupational Titles (DOT)
A systematic occupational classification structure based on interrelationships of job tasks and requirements. Contains standardized and comprehensive descriptions of twenty-thousand jobs.
O*NET Database
A online database of all DOT occupations plus an update of over 3,300 additional DOT occupations. Data are collected and published continuously.
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Popular Approaches to Job Analysis

Functional Job Analysis Position Analysis Questionnaire Critical Incident Method HRIS and Job Analysis
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Approaches to Job Analysis

Functional Job Analysis (FJA)
Quantitative approach to job analysis that utilizes a compiled inventory of the various functions or work activities that can make up any job. Assumes that each job involves three broad worker functions: (1) data, (2) people, and (3) things. Rates each job in terms of what an employee does with respect to data, people, and things. Ex: A Receptionist may be labelled as 5,6,7 with respect to data, people and things. i.e. copying data, speaking-signaling people, and handling things.

Besides rating a job on these three aspects, FJA also rates a job on four other dimensions:
the extent to which specific instructions are necessary the extent to which reasoning and judgement are required the extent to which mathematical ability is required, and the extent to which verbal and language facilities required.
FJA also identifies performance standards and training requirements. Therefore FJA lets you answer the question, To do this task and meet the standards, what training does the worker require?
Difficulty Levels of Worker Functions

DATA 0 Synthesizing PEOPLE 0 Mentoring THINGS 0 Setting up
More
1 Coordinating
2 Analyzing 3 Compiling 4 Computing 5 Copying 6 Comparing 7 Serving
1 Negotiating
2 Instructing 3 Supervising 4 Diverting 5 Persuading 6 Speaking-signaling* 7 Handling
1 Precision working
2 Operating-controlling 3 Driving-operating* 4 Manipulating 5 Tending 6 Feeding-offbearing*
8 Taking instructionshelping*
Source: U.S. Department of Labor, Employment and Training Administration, Revised Handbook for Analyzing Jobs (Washington, DC: U.S. Government Printing Office, 1991), 5.
Less
*Hyphenated factors are single factors. Figure 3.2 322

Position Analysis Questionnaire (PAQ)
A copyrighted questionnaire that is used to determine the degree to which different tasks are involved in performing a particular job.
Critical Incident Method

Job analysis method by which job tasks are identified that are critical to job success.
Task Inventory Analysis

Job analysis in which organisation develops a questionnaire of customised task statements.
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Position Analysis Questionnaire

A structured, behavioral questionnaire 194 items in 6 categories Information input Mental processes Work output Relationships Job context Other characteristics
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A Sample Page from the PAQ
Source: Position Analysis Questionnaire, copyright 1969, 1989 by Purdue Research Foundation, West Lafayette, Ind. 47907. Reprinted with permission.
Figure 3.3 325

This technique is pioneered by the US Air Force to analyse the jobs held be air force specialists. Unlike PAQ, this task inventory questionnaire is tailor made. TIQ is prepared by identifying a list of tasks and their descriptions that are components of different jobs. The goal is to produce a comprehensive list of task statements that are applicable to all jobs.
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Task statements are then listed on a task inventory survey form to be completed by the job analyst. A task statement might be Inventories current supplies to maintain stock levels
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Preparing the Job Description

Interview Questionnaire Job Analyst Interview Questionnaire Observation Employees
Supervisor
Securing consensus Final Draft
Combine and reconcile data
Tentative draft
Key Elements of a Job Description

Job Title
Indicates job duties and organizational level
Job Identification
Distinguishes job from all other jobs
Essential Functions (Job Duties)

Indicate responsibilities entailed and results to be accomplished
Job Specifications
Skills required to perform the job and physical demands of the job
Job Descriptions
Job Title
Provides status to the employee. Indicates what the duties of the job entails. Indicates the relative level occupied by its holder in the organizational hierarchy.
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Job Descriptions (contd)

Job Identification Section
Departmental location of the job Person to whom the jobholder reports Date the job description was last revised Payroll or code number Number of employees performing the job Number of employees in the department where the job is located O*NET code number. Statement of the Job

Job Duties, or Essential Functions, Section
Statements of job duties that:
Are arranged in order of importance that indicate the weight, or value, of each duty; weight of a duty is gauged by the percentage of time devoted to it. Stress the responsibilities that duties entail and the results to be accomplished. Indicate the tools and equipment used by the employee in performing the job. Should comply with law by listing only the essential functions of the job to be performed.
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Job Specifications Section
Personal qualifications an individual must possess in order to perform the duties and responsibilities
The skills required to perform the job: Education or experience, specialized training, personal traits or abilities, interpersonal skills or specific behavioral attributes, and manual dexterities. The physical demands of the job: Walking, standing, reaching, lifting, talking, and the condition and hazards of the physical work environment
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Problems with Job Descriptions

If poorly written, they provide little guidance to the jobholder. They are not always updated as job duties or specifications change. They may violate the law by containing specifications not related to job success. They can limit the scope of activities of the jobholder, reducing organizational flexibility.
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Part 5: Job Analysis in a Jobless World
Job is generally defined as a set of closely related activities carried out for pay. Today, this has changed. There will always be enormous amounts of work to do, but it is not going to be contained in the familiar envelopes we call jobs.
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Part 5: Specialized to Enlarged Jobs

Experts like Adam Smith and Fredrick Taylor wrote glowingly of the positive effects of work specialization. By the mid-1900s writers wrote of the dehumanizing effects of pigeonholing workers into highly repetitive and specialized jobs. Many proposed: Job Enlargement, Rotation and Enrichment
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Part 5: Specialized to Enlarged Jobs

Job Enlargement: assigning workers additional same-level activities, thus increasing the number of activities they perform. (instead of just one lousy job, I have two) Job Rotation: systematically moving workers from one job to another to enhance work team performance &/or broaden his experience & identify strong & weak points. Job Enrichment: redesigning jobs in a way that increases the opportunities for the worker to feel responsible, growth & recognition (by planning and controlling his work)
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Specialized to Enlarged Jobs

Job Enlargement = same-level activities Job Rotation = moving from one job to another Job Enrichment = redesigning to experience more responsibility, achievement, growth and recognition
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Why are managers Dejobbing their companies

Dejobbing is broadening the responsibilities of the companys jobs and encouraging employees not to limit themselves to whats on their job description.
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Trends and De-Jobbing
Rapid product and technological changes
Competition
Global Changes
Demographics
Why are managers Dejobbing their companies

Flatter Organizations Work Teams Boundaryless Organizations (virtual, network, modular) Reengineering
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Traditional Organization Chart
President Chief Executive Officer Executive Assistant
Vice President Sales
Vice President Marketing
Vice President Human Resources
Vice President Operations
Vice President Finance
Director East Region
Director West Region
Director Public Relations
Director Compensation and Benefits
Director Training and Development
Director Manufacturing
Driector Audit and Accounting
Manager Manager Manager Manager
Manager Manager Manager
Manager Manager
Clerk Administrator
Manager
Logistics Plant Manager
Tax Finance Accounting
Tech. Writer Plant Manager Sr. Trainer Manager Sr. Trainer Sales Sales Sales Sales Sales Clerk Accounting Accounting
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Flatter Organizations
Executive and Operations Team
Technical Development Team
Manufacturing Engineering Team
People Systems Team
Finance Team
Purchasing and Suppllier Quality Team
Sales, Service and Marketing Team
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Flat and Boundaryless Organizations
General Electric
WAL
MART IKEA
Procter & Gamble

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Competency-based Job Analysis

We reviewed the nature of job analysis, how it is used, some legal issues and three methods of collecting job analysis information. We practiced writing job descriptions and looked at descriptions in detail. We reviewed the six steps involved in job analysis and reviewed traditional and contemporary methods of organizing.
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JOB ANALYSIS

Copyright 2004 South-Western. All rights reserved.

Copyright 2004 South-Western. All rights reserved.

Copyright 2004 South-Western. All rights reserved.

Copyright 2004 South-Western. All rights reserved.

Copyright 2004 South-Western. All rights reserved.

Copyright 2004 South-Western. All rights reserved.

Relationship of Job Requirements to Other HRM Functions

Selection Performance Appraisal Training and Development Compensation Management

Provide job duties and job specifications for selection process

Copyright 2004 South-Western. All rights reserved.

Nuts and bolts

Machines and equipment

Copyright 2004 South-Western. All rights reserved.

Nuts and bolts

Experience, training, and skills Supervision and promotion patterns

Copyright 2004 South-Western. All rights reserved.

Nuts and Bolts

Copyright 2004 South-Western. All rights reserved.

The Process of Job Analysis

Figure 3.1 Copyright 2004 South-Western. All rights reserved.

Determining Job Requirements

Copyright 2004 South-Western. All rights reserved.

Job Analysis and Essential Job Functions

A job function is essential if:

Performing Job Analysis

4. Methods of data collection: Interviews, questionnaires, observation, diaries and records

Copyright 2004 South-Western. All rights reserved.

Gathering Job Information

Copyright 2004 South-Western. All rights reserved.

Controlling the Accuracy of Job Information

Copyright 2004 South-Western. All rights reserved. 317

O*NET and Job Analysis

Copyright 2004 South-Western. All rights reserved.

Popular Approaches to Job Analysis

Copyright 2004 South-Western. All rights reserved.

Approaches to Job Analysis

Approaches to Job Analysis

Difficulty Levels of Worker Functions

Copyright 2004 South-Western. All rights reserved.

Approaches to Job Analysis

Critical Incident Method

Task Inventory Analysis

Copyright 2004 South-Western. All rights reserved.

Position Analysis Questionnaire

Copyright 2004 South-Western. All rights reserved.

A Sample Page from the PAQ

Copyright 2004 South-Western. All rights reserved.

Figure 3.3 325

Task Inventory Analysis

Copyright 2004 South-Western. All rights reserved.

Task Inventory Analysis

Copyright 2004 South-Western. All rights reserved.

Preparing the Job Description

Combine and reconcile data

Copyright 2004 South-Western. All rights reserved.

Presentation Slide 34 328

Key Elements of a Job Description

Essential Functions (Job Duties)

Copyright 2004 South-Western. All rights reserved.

Job Descriptions (contd)

Job Descriptions (contd)

Copyright 2004 South-Western. All rights reserved.

Job Descriptions (contd)