Chapter Summary: Chapter 3

1. In any organization, work has to be divided into manageable units (e.g., a

production department) and ultimately into jobs (e.g., machinist) that can be
performed by employees. The process of organizing work into tasks that are
required to perform a specific job is known as job design. The term “job” means a
group of tasks and duties, and several employees may have the same job. The
collection of tasks and responsibilities performed by one person is known as a
“position.”

2. Job analysis involves six steps: (1) collecting background information, (2)
selecting the representative positions and jobs to be analyzed, (3) collecting data,
(4) reviewing the information collected with the incumbents and their supervisors,
(5) developing job descriptions and job specifications, and (6) communicating and
reviewing on an ongoing basis.

3. Techniques used to gather job analysis data include interviews, questionnaires

(including the PAQ and FJA), direct observation, participant diaries/logs, and the
National Occupational Classification (NOC), to list just a few.

4. Competency-based job analysis, focusing on how the job is done (the behaviours
required) more than on task requirements, has become more common for three
reasons. First, traditional job descriptions may not be appropriate in organizations
requiring more flexibility in job design. Second, describing the job in terms of the
skills, knowledge, and competencies the worker needs is more strategic. Third,
competency-based job analysis supports the employer’s performance management
process.

5. A job description is a written statement of what the jobholder actually does, how
he or she does it, and under what conditions the job is performed. The job
specification involves examining the duties and responsibilities and answering this
question: “What human capital requirements (that is, what knowledge, skills, and
abilities) are needed to perform the job?”