HUMAN RESOURCES MANAGEMENT

Instructor: NGUYỄN VÂN THUỲ ANH, PhD

Human Resources Management Division
Faculty of Human Resources Management and Economics

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 CHAPTER 2: JOB ANALYSIS
Instructor: NGUYỄN VÂN THUỲ ANH, PhD
Faculty of Human Resources Management and Economics

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 Brief introduction about the chapter
 Job analysis is one of the most fundamental activities of human resource
management.
 This chapter addresses the following contents: the results of job analysis and its
application in the human resource management activities; the method of collecting
information for the job analysis and the steps to conduct job analysis in
organizations.

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 Learning objectives
After studying this chapter, students should be able to:
 Understand the importance of job analysis to human resource management
 Understand what a job analysis is
 Discuss commonly used methods to conduct a job analysis
 Explain the different types of information about performing a job that can
be identified through job analysis techniques
 Application in the human resource management activities
 Steps to conduct job analysis in organizations

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 Contents

2.1. Job Analysis – Definitions and Products

2.1.1. Definitions and terminologies
2.1.2. Products of Job analysis
2.2. Job Analysis Information and Methods
2.2.1. Job Analysis Information
2.2.2. Job Analysis Methods
2.3. Significance of Job Analysis in Organizations
2.4. Implementation of Job Analysis Process

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 2.1. Job Analysis – Definitions and Products
2.1.1. Definitions and terminologies
2.1.2. Products of Job analysis

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 2.1.1. Definition
A job analysis is a systematic process of collecting data for
determining the knowledge, skills, abilities, and other
characteristics (KSAOCs) required to perform a job successfully
and make judgments about the nature of a specific job.

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 Discussion

Select a job – eg. Saleperson at NEU canteen

 What are the tasks that incumbent has to accomplish?

 How many incumbents doing that job?

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 2.1.2. Products of Job analysis

Job description Written summary of a job that identifies the tasks, duties, and
responsibilities
Job specification Written explanation of the competencies, knowledge, skills,
and abilities (KSAOCs) necessary for effective performance
of a given job
 Job description
 Job identification. This provides the job titles, reporting relationships,
department, and location. It may also include the job code, pay grade.
 General summary. This is a brief statement of the general responsibilities
and components that make the job different from others.
 Essential functions and duties. This lists the essential functions and duties,
It identifies the major tasks, duties, and responsibilities performed.
 Job specifications. This provides the qualifications needed to perform the
job successfully. Usually the KSAOCs are noted; the education and
experience needed; physical requirements and working conditions.

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 2.2. Job Analysis Information and Methods
2.2.1. Job Analysis Information
2.2.2. Job Analysis Methods

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.
2.2.1. Job Analysis Information
Types of Information Collected

Work
activities

Human Human
requirements behaviors
Information
Collected Via
Job Analysis
Machines, tools,
Job
equipment, and
context
work aids

Performance
standards

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 2.2.2. Job Analysis Methods

Methods for Collecting Job Analysis Information

Critical
Interviews Questionnaires Observations Diaries/Logs
Incidents

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 Information Collecting Method: Interview

 The analyst interviews the incumbent performing the job, the immediate
supervisor, or another subject matter expert (SME), or a combination of all
three, about the essential functions of the position.

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 Information Collecting Method: Questionnaires

 Subject matter experts are asked to complete an open ended questionnaire.

 The job incumbent usually is asked to complete the questionnaire first, and
then the supervisor is asked to review it to add anything that may have been
neglected or to clarify statements made by the incumbent.

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Information Collecting Method: Observation

 Information Source  Advantages

 Observing and noting the
physical activities of
employees as they go about
their jobs by managers.
 Disadvantages
 Provides first-hand information
 Reduces distortion
of information
 Time consuming
 Reactivity response distorts
employee behavior
 Difficulty in capturing
entire job cycle
 Of little use if job involves a
high level of mental activity

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Information Collecting Method: Participant
Diaries/Logs

 Information Source  Advantages

 Workers keep a chronological  Produces a more complete
diary or log of what they do picture of the job
and the time spent on each  Employee participation
activity
 Disadvantages
 Distortion of information
 Depends upon employees to
accurately recall their activities

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 Information Collecting Method: Critical
incident technique
 Job experts generate a list of good and poor examples of performance that
job incumbents exhibit.
 The purpose is to gather information regarding specific behaviors that have
been observed, not develop judgmental or trait-oriented descriptions of
performance.
 These behaviors are then grouped into job dimensions.
 The final list of job dimensions and respective critical incidents provides
information about a job and the behaviors associated with success or failure.
 A critical incident should possess four characteristics: it should be specific,
focus on observable behaviors that have been exhibited on the job,
describe the context in which the behavior occurred, and indicate the
consequences of the behavior

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 Job analysis technique - Position Analysis
Questionnaire
Position Analysis Questionnaire (PAQ), developed by researchers at Purdue
University, is a structured job analysis questionnaire consisting of 187 worker-
oriented job activities and work situation variables divided into six categories:
1. Information input.
2. Mental processes.
3. Work output.
4. Relationships with other people.
5. Job context.
6. Other job characteristics.

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 Department of Labor Procedure and
Functional Job Analysis
 The Department of Labor Procedure (DOL) and Functional Job
Analysis (FJA) are comprehensive approaches that concentrate
on the interactions among what an employee does with respect
to data, people, and things
 In addition, the FJA considers the goals of the organization,
what workers do to achieve those goals in their jobs, level and
orientation of what workers do, performance standards, and
training content.

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 2.3. Significance of Job Analysis
Recruitment
and selection

Risk management Compensation

Information
Collected via Job
Analysis
Discovering Performance
unassigned duties appraisal

Training

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2.4. Implementation of Job Analysis Process
Steps in doing a job analysis:

1 Decide how you’ll use the information.

2 Review relevant background information.

3 Select representative positions.

4 Actually analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

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 Homework for In-class-discussion class 3

Select a job – eg. Saleperson at NEU canteen

 What are the tasks that incumbent has to accomplish?

 How many incumbents doing that job?
 Choose a method to collect information in order to write Job Description of
that job
 Write Job Description of that job, which includes
 Job Description
 Job Specifications
 Performance standards

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 Q &A

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