HRM - 03 - Job Analysis Design

Human Resources
Management
Dr.oec. HSG. Syarifa Hanoum, S.T., M.T., CSEP

Department of Business Management
Institut Teknologi Sepuluh Nopember (ITS)
2022
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Human Resource Management
Job Analysis &

Design
What is Job Analysis and why
is it important on HRM ?
What is job analysis?
• A method for describing jobs and the human

attributes necessary to perform them
• The identification of criteria necessary for

successful performance in a given job
• Identifies knowledge, skills, and abilities

(KSAs)
– Job tasks to perform
– Skills required
– Abilities needed
4
Why Job Analysis is Important to HRM
• Legal foundation for job-relatedness.

• Basis for HR planning.
• Foundation of performance appraisal.
• Basis for recruiting & selections.
• Benchmark for compensation systems.
• Identifies training & development needs.
• Determines appropriateness of bargaining units.
• Identifies health, safety, and security problems.
FIGURE 4–1 Uses of Job Analysis Information
Job analysis
Job description
and specification
Recruiting Performance Job evaluation— Training

and selection appraisal wage and salary requirements
decisions decisions
(compensation)
Uses of Job Analysis Information
Recruitment
and selection
EEO
compliance Compensation
Information
Collected via
Job Analysis
Discovering Performance
unassigned duties appraisal
Training
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
General Types
Task
Oriented
Person
Oriented
Job vs. Worker Oriented Analysis
• Job-Oriented • Worker-Oriented
– analysis of tasks – analysis of the skills and
necessary to complete abilities required.
the job – Fore example:
– more concrete  intelligent
– e.g. college student  self-motivated
 attend lectures  able to work alone
 take notes  able to integrate diverse
 read text information
 write papers  good long-term memory
 do homework  time-management skills
“Job” Terms
• Job Analysis: systematic process of collecting

detailed information about jobs.
• Job Description: a written summary of the tasks,

duties, responsibilities, working conditions, that a
particular job entails.
• Job Specification: a list of the knowledge, skills,

abilities, and other characteristics (KSAOs) that
an individual must have to perform a job
successfully.
Figure 1. Phases of Job Analysis.
Source:©
Copyright Information from 2013
2017, 2015, RobertPearson
D. Gatewood and Hubert
Education, Inc.S.All
Field, Human
Rights Resource Selection, 5th ed. (Cincinnati, OH:
Reserved
South-Western, 2001).
Job Analysis
• Steps in the Job Analysis Process
1. Determine who will do the analysis and get top management

buy in to the process.
2. Choose jobs that are critical to the success of the company and
have a sufficient number of employees in them.
Job Analysis
• Steps in the Job Analysis Process
3. Review what has already been written about the job,
SUCH AS ORGANIZATION CHARTS, PROCESS
CHARTS, AND JOB DESCRIPTIONS
Job Analysis
 Steps in the Job Analysis Process
4. Select job agents, such as incumbents, supervisors
or job analysts.
5. Collect job information through interviews,
questionnaires and observations
6. Create a job description that identifies skills, effort
responsibilities and working conditions of the job.
7. Creating Job Specifications. The final step uses job
analysis information to create job specifications. Job
specifications identify the knowledge, skills, and
abilities that workers need in order to perform the
tasks listed in the job description.
An Example of Job Description
Copyright ©Source:
2017, Information
2015, 2013 from the Occupational
Pearson Education, Information NetworkReserved
Inc. All Rights O*Net OnLine, http://online.onetcenter.org/.
An Example of Job Specification
Copyright ©Source:
2017, Information
2015, 2013 from the Occupational
Pearson Education, Information NetworkReserved
Inc. All Rights O*Net OnLine, http://online.onetcenter.org/.
Sources of Job Information
• SMEs (Subject Matter Experts)
– people who have in-depth knowledge of specific job under analysis, job skills, and
abilities
– Job Incumbent
– Supervisors
– Job Analyst
Sources of Job Information
• How is information collected?
– Performing the job

– Observing incumbents perform the job
– Interviewing Subject Matter Experts (SMEs)
– Surveying SMEs
Job Analysis-Methods
• Interviews
• Structured Questionnaire / Inventory
• Direct Observation
• Logbooks / Work Diaries
Collecting Job Analysis Information
Methods for Collecting Job Analysis Information
Interviews Questionnaires Observations Diaries/Logs
Interviews
• Most commonly used method
– very adaptable
• Usually conducted with
– job incumbents
– technical experts
– supervisors
• Questions like:
– what are your most typical duties?
– How long do they take?
– How do you do them?
• Weakness: people may misrepresent/exaggerate job
Interviews
Interviews
STRUCTURED INTERVIEWS Many
managers use a structured format to
guide the interview. Figure 4-3
presents one example, a job analysis
information sheet. It includes questions
regarding matters like the
general purpose of the job; supervisory
responsibilities; job duties; and
education, experience, and skills
required.
Structured lists are not just for
interviews. Job analysts who collect
information by personally observing
the work or by using questionnaires
two methods explained later can also
use structured
Copyright lists.
© 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions
Note: Use a
questionnaire like
this to interview job
incumbents, or have
them fill it out.
FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions (cont’d)
Methods for Collecting Job Analysis
Information: The Interview
• Information Sources • Interview Formats
– Individual employees
– Structured (Checklist)
– Groups of employees
– Unstructured (Tell me about
– Supervisors with your job)
knowledge of the job
• Advantages
– Quick, direct way to find
overlooked information
• Disadvantage
– Distorted information
Methods for Collecting Job Analysis
Information: Questionnaires
• Information Source • Advantages
– Have employees fill out – Quick and efficient way
questionnaires to describe to gather information
their job-related duties and from large numbers of
responsibilities employees
• Questionnaire Formats • Disadvantages

– Structured checklists – Expense and time
consumed in preparing and
– Open-ended questions testing the questionnaire
(Describe the major duties
of your job)
Observation
• Unobtrusive method
– camera; video; audio
• Excellent for understanding and appreciating
conditions under which job is performed
• Allows analyst to experience aspects of job that
worker may not be aware of
• Not as good for understanding why behaviors do/do
not occur
Logbook / Worker Diaries

• Worker makes systematic entries in book outlining
activities
• May be useful for jobs that are difficult to observe
• But, not commonly used
– too much variance in writing skills
– can exaggerate tasks performed
Task Analysis Inventory
– The job agents provide ratings concerning a

large number of tasks.
 Most analysis require responses for at least 100
different task statements.
 These task statements usually begin with an action
verb that describes a specific activity—for example,
“explains company policies to newly hired workers”
and “analyzes data to determine the cost of hiring
each new employee.”
Task Analysis Inventory
– One rating is for frequency or time spent,

and the other is for importance.
 Ratings for frequency of performing the task range
from “never performed” to “performed most of the
time.” Ratings might also be made for time spent
on the task. However, ratings of frequency and
time spent essentially measure the same thing.
 Ratings for task importance usually range from
“not important” to “extremely important.
[
Job Analysis - Methods
• Critical-incidents technique identifies good and bad

on-the-job behaviors.
– Job agents are asked to generate a number of
statements that describe behaviors they consider
particularly helpful or harmful for accomplishing
work.
– Each statement includes a description of the
situation and the actions that determined whether the
outcome was desirable or undesirable.
Results from an analysis using the critical-
incidents technique
Source: Reproduced with permission of authors and publisher from Michael G. Aamodt, Robert J. Keller, Krista J. Crawford,
and W. Kimbrough,
Copyright © 2017,‘‘A2015,
Critical-Incident Job Analysis
2013 Pearson of the Inc.
Education, University Housing
All Rights Resident Assistant Position,’’ Psychological
Reserved
Reports 49(1981): 983–986. [# Psychological Reports 1981]
Quantitative Job Analysis Techniques
• The position analysis questionnaire (PAQ)
– A questionnaire used to collect quantifiable data concerning the
duties and responsibilities of various jobs.
• The Department of Labor (DOL) procedure
– A standardized method by which different jobs can be
quantitatively rated, classified, and compared.
• Functional job analysis
– Takes into account the extent to which instructions, reasoning,
judgment, and mathematical and verbal ability are necessary for
performing job tasks.
© 2005 Prentice Hall Inc. All 4–35

Copyright
rights © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
reserved.
Job Analysis method- Questionnaire
• (PAQ) is a structured questionnaire that assesses the work
behaviors required for a job. Such as:
– Information input—where and how a worker obtains needed
information such as education and or experience.
– Mental processes—reasoning and decision-making activities.
– Work output—physical actions required for the job, as well as
tools or devices used.
– Relationships with other persons—the interactions and social
connections that a worker forms with others.
– Job context—the physical and social surroundings where work
activities are performed.
– Other job characteristics—activities, conditions, or
characteristics that are important but not contained in the other
five dimensions.
PAQ Example of “Sources of Job
Information”
Rate the extent to which each is used by the worker as a source of informatio
in performing the job:
Extent of Use: N - Does not apply

1 - Very infrequent
2- Occasional
3 - Moderate
4 - Considerable
5 - Very substantial
1.___ Written materials (books, reports, articles).

2.___ Quantitative materials (graphs, tables of numbers)
3.___ Measuring devices (calipers, tire pressure gauges,
thermometers)
4.___ Features of nature (landscapes, geological samples,
cloud formations)
FIGURE 4–5 Portion of a
Completed
Page from the
Position
Analysis
Questionnaire
The 194 PAQ elements are

grouped into six dimensions.
This exhibit lists 11 of the
“information input” questions
or elements. Other PAQ
pages contain questions
regarding mental processes,
work output, relationships
with others, job context, and
other job characteristics.
TABLE 4–1 Basic Department of Labor Worker Functions
FIGURE 4–6 Sample Report Based on Department of Labor Job Analysis Technique
Computerized Job Analysis
• Actually these are computerized versions of
questionnaires.
– Once data is received the program produces job
descriptions, job specifications and (sometimes)
performance standards.
– CMQ (Common-Metric Questionnaire)
 Interpersonal dimension
 Decision making dimension
 Mechanical & physical activities dimension
 Work context dimension
Internet-Based Job Analysis
• Advantages
– Collects information in a standardized format from
geographically dispersed employees
– Requires less time than face-to-face interviews
– Collects information with minimal intervention or
guidance
Job Descriptions and Job Specifications
• The PAQ, which consists of multiple pages is then
transcribed into smaller document called a Job Description
by the job analysts.
• The Job Description consist of two parts. One is the
description of the job and the second is the Job
Specifications.
• A good job description and job specification focuses
attention on knowledge, skills, and abilities need to do the
job.
• The Job Description is used in multiple human resources
processes such as recruiting, compensation and training.
How to Write Job Descriptions
Job
identification
Job Job
specifications summary
Sections of a
Typical Job
Working Description Responsibilities and
conditions duties
Standards of Authority of
performance the incumbent
Writing Job Descriptions
• Job Identification • Responsibilities and Duties
– Job title – Major responsibilities and
– FLSA status section duties (essential functions)
– Preparation date
– Decision-making authority
– Preparer
• Job Summary – Direct supervision
– General nature of the job – Budgetary limitations
– Major functions/activities
• Standards of Performance and
• Relationships Working Conditions
– Reports to:
– What it takes to do the job
– Supervises:
successfully
– Works with:
– Outside the company:
FIGURE 4–8 Sample Job Description, Pearson Education
FIGURE 4–8 Sample Job Description, Pearson Education (cont’d)
Sample Job
Description,
Pearson
Education
Source: Courtesy of HR Department,

Pearson Education.
Figure 4–7a
4–48
Sample Job
Description,
Pearson
Education
Source: Courtesy of HR
Department, Pearson
Education.
Figure 4–7b
Figure 2. Comparing Job Descriptions and
Job Specifications.
Writing Job Specifications
“What human traits and
experience are required to
do this job well?”
Job specifications Job specifications

Job specifications
for trained versus based on statistical
based on judgment
untrained personnel analysis
Writing Job Specifications (cont’d)
• Steps in the Statistical Approach
1. Analyze the job and decide how to measure job
performance.
2. Select personal attributes that you believe should
predict successful performance.
3. Test candidates for these attributes.
4. Measure the candidates’ subsequent job performance.
5. Statistically analyze the relationship between the
human attributes and job performance.
Job Analysis in a Jobless World
Job Design:
From Specialized
to Enriched Jobs
Job Job Job

Enlargement Rotation Enrichment
Job enlargement attempts Job rotation involves Job enrichment involves

to make work more systematically moving redesigning jobs in a way that
motivating by assigning workers from one job increases the opportunities for
workers additional same- to another. the worker to experience feelings
level activities. of responsibility, achievement,
growth, and recognition.
Three Approaches of
Job Analysis
Three approaches of job analysis
Job Analysis
Job Competency-
Job rewards
requirements based
approach
approach approach
Extrinsic and
Specific tasks General KSAOs,
Intrinsic
and KSAOs Job-spanning
rewards
• (1) Job requirements approach
– The conventional approach
– The one we have learned from HRM
– Goals:
 Identifying the specific skills, specific tasks & duties
– Methods
 Critical incidents technique
 Position analysis
 Functional job analysis
(1) Job requirements approach
Job Analysis
Job Competency-
Job rewards
requirements based
approach
approach approach
Extrinsic and
Intrinsic
rewards
• (2) Competency-based approach
– A more recent, innovative approach
– Extending the job requirement approach in several ways
 From single job to multiple jobs
 From specific job to general job categories
 The focus is not on the specific skills, but on general or generic KSAOs
– Web designer: Technical expertise; adaptability; communication skills
– Soccer player: Muscle strengths; cardio-pulmonary strengths
• (2) Competency-based approach
– Example
 Sales: Equipment supplier for Life Science Research
– Specific skills: Sales techniques, bargaining and
negotiation skills, knowledge on the specific products
(e.g., fMRI, eye-tracking system, etc.)
– General skills: General understanding on scientific
matters (e.g., single or multiple origin; conflict and
complement between religion and science; limitation
of quantum mechanics…. etc.)
Competency-Based Approach
Job Analysis
Job Competency-
Job rewards
requirements based
approach
approach approach
Extrinsic and
Intrinsic
rewards
• (3) Job rewards approach
– Defining and identifying jobs in terms of “rewards”
 Extrinsic rewards
– Of course, not surprisingly, it includes pay, benefits, promotion
opportunity
– Identifying these rewards are straightforward
• Most are the objective facts associated with the jobs
 Intrinsic rewards
– Autonomy, utilization of skills and knowledge, skill mastering, completing
“meaningful” tasks
– Identifying or “inferring” these rewards may need more skills
• (3) Job rewards approach
– How to analyze or “infer” the intrinsic rewards associated with a particular job?
 Recall the theories we have learned from the MGTO 121 OB course:
– Requisite Task Attributes Theory
• employees would prefer jobs that were complex and challenging
– Job Characteristics Model
• Any job can be described in terms of core job dimensions
• Skill variety, task identity, task significance, autonomy, feedback
• Job rewards approach
– Analyzing (intrinsic) rewards dimensions
 Skill variety
– The degree to which the job requires a variety of different activities so the worker
can use a number of different skills and talents
 Task identity
– The degree to which the job requires completion of a whole and identifiable piece of
work
 Task significance
– The degree to which the job has a substantial impact on the lives or work of other
people
 Autonomy
– The degree to which the job provides substantial freedom, independence, and
discretion to the individual in scheduling the work and in determining the procedures
to be used in carrying it out
 Feedback
– The degree to which carrying out the work activities required by the job results in the
individual obtaining direct and clear information about the effectiveness of his/her
performance
• Job rewards approach
– Analyzing (intrinsic) rewards characteristics
 Amount of rewards
– Doing survey on a 1 (not al all) – 7 (substantial) Likert Scale
• How much “autonomy” is there in your job? That is, to what extent does your
job permit you to decide on your own how to go about doing the work?
• See more on Exhibit 4.22 in your textbook
 Reward differential
– Equity vs. equality
• Equity: rewards are allocated primarily based on individual contribution
• Equality: rewards “tended” to evenly distributed to team members
– We can use the SDs of the survey on the same item to infer the differential
• Low SD  High Equality
 Reward stability
– Remains stable over time?
• Jobs in public sectors: rewards are highly stable
• Jobs in investment banks: rewards are less stable
The Importance of Job Analysis to
HR Managers
Career Planning
Work Redesign
Job Evaluation
HR Planning
Training and
Recruitment Development
Selection Performance Appraisal
4-7
The Importance of Job Analysis to Line
Managers
Understand work-
flow
Job
Analysis
Information
Line Managers
Understand work-
flow
Job
Analysis Make correct
Information
hiring decisions
Example: Role of Job Analysis in Human Resource Selection
Job Analysis Method
Systematic Process for
Collecting Information on the
Work-Related Aspects of a Job
Produces Employee Specifications Predictors
Translated Into Translated Into

Work-Related Information Human Attributes Selection Instruments
Job Tasks, Duties, Work Knowledge, Skills, Abilities and Tests, Employment Interviews,
Behaviors, Critical Incidents, etc. Other-Employee Characteristics Application Blanks, etc.
Inferential Leap Inferential Leap

(1) (2)
Criteria Valid?
Translated Into
Employee Performance Measures
Performance Appraisals,
Productivity Assessments, etc.
Inferential Leap Inferential Leap
(3) (4)
Line Managers
Understand work-
flow
Job
Analysis Make correct
Information
hiring decisions
Evaluate performance
72
Further study of Job Analysis Methods
The Techniques of Job Analysis
Employee Data-
Group Collection Analysis
Technique Focused On Method Results Description
1. Task Any —large Question- Rating of Tasks are rated by job

Inventory number of naire tasks incumbent,* supervisor,
Analysis workers or job analyst. Ratings
needed may be characteristics
such as importance of
task and time spent
doing it.
2. Critical Any Interview Behavioral Behavioral incidents

Incident descrip- representing poor
Technique tion through excellent
performance
are generated for each
dimension of the job.
* The term job incumbent refers to the person currently filling a particular job.
The Techniques of Job Analysis (cont.)
Employee Data-
3. Position Any Question- Rating of Elements are rated on six

Analysis naire 194 job scales (for example, extent
Question- elements of use, importance to
naire (PAQ) job). Ratings are analyzed
by computer.
4. Functional Any Group Rating of Originally designed to

Job interview/ how job improve counseling and
Analysis Question- incumbent placement of people
(FAQ) naire relates to registered at local state
people, employment offices. Task
data, and statements are generated
things and then presented to job
incumbents to rate on such
dimensions as frequency
and importance.
Employee Data-
5. Methods Any Question- Rating of Elements are rated on six

Analysis naire 194 job scales (for example, extent
(Motion elements of use, importance to
Study) job). Ratings are analyzed
by computer.
6. Guide- Any Interview Skills and Job incumbents identify

lines knowledge duties as well as know-
Oriented required ledge, skills, physical
Job abilities, and other
Analysis characteristics needed
to perform the job.
Employee Data-
7. Manage- Managerial Question- Checklist Managers check items

ment naire of 197 descriptive of their
Position items responsibilities.
Description
Question-
naire
(MPDQ)
8. Hay Plan Managerial Interview Impact of Managers are interviewed
organization job on regarding such issues as
organiza- their responsibilities and
tion accountabilities. Responses
are analyzed according to
four dimensions: objectives,
dimensions, nature and
scope, accountability.
Job Analysis in a “Jobless” World
• Job
– Generally defined as “a set of closely related activities carried out for pay.”
© 2005 Prentice Hall Inc. All

Copyright
reserved.
From Specialized to Enlarged Jobs
• Job enlargement
– Assigning workers additional same level activities, thus increasing the number of
activities they perform.
• Job enrichment
– Redesigning jobs in a way that increases the opportunities for the worker to
experience feelings of responsibility, achievement, growth, and recognition.

Copyright
reserved.
Why Managers Are Dejobbing Their
Companies
• Dejobbing • External factors
– Broadening the leading to dejobbing.
responsibilities of the – Rapid product and
company’s jobs technological change
– Encouraging – Global competition
employee initiative. – Deregulation,
– Political instability,
• Internal factors – Demographic changes
leading to dejobbing – Rise of a service
economy.
– Flatter organizations
– Work teams
Copyright
rights reserved. © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
From Specialized to Enlarged Jobs
(cont’d)
• Job rotation
– Moving a trainee from department to department to broaden his or her
experience and identify strong and weak points to prepare the person for an
enhanced role with the company
– Systematically moving workers from one job to another to enhance work team
performance.

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ghts reserved. © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved

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Human Resources

Dr.oec. HSG. Syarifa Hanoum, S.T., M.T., CSEP

Job Analysis &

• A method for describing jobs and the human

• The identification of criteria necessary for

• Identifies knowledge, skills, and abilities

• Legal foundation for job-relatedness.

Recruiting Performance Job evaluation— Training

• Job Analysis: systematic process of collecting

• Job Description: a written summary of the tasks,

• Job Specification: a list of the knowledge, skills,

1. Determine who will do the analysis and get top management

– Performing the job

• Structured Questionnaire / Inventory

• Logbooks / Work Diaries

Methods for Collecting Job Analysis Information

Interviews Questionnaires Observations Diaries/Logs

• Questionnaire Formats • Disadvantages

Logbook / Worker Diaries

– The job agents provide ratings concerning a

– One rating is for frequency or time spent,

• Critical-incidents technique identifies good and bad

© 2005 Prentice Hall Inc. All 4–35

Extent of Use: N - Does not apply

1.___ Written materials (books, reports, articles).

The 194 PAQ elements are

Source: Courtesy of HR Department,

Job specifications Job specifications

Job Job Job

Job enlargement attempts Job rotation involves Job enrichment involves

Selection Performance Appraisal

Produces Employee Specifications Predictors

Translated Into Translated Into

Inferential Leap Inferential Leap

Further study of Job Analysis Methods

1. Task Any —large Question- Rating of Tasks are rated by job

2. Critical Any Interview Behavioral Behavioral incidents

3. Position Any Question- Rating of Elements are rated on six

4. Functional Any Group Rating of Originally designed to

5. Methods Any Question- Rating of Elements are rated on six

6. Guide- Any Interview Skills and Job incumbents identify

7. Manage- Managerial Question- Checklist Managers check items

© 2005 Prentice Hall Inc. All

© 2005 Prentice Hall Inc. All

© 2005 Prentice Hall Inc. All

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