PSYC108: INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY
2023-2024
CHAPTER 2: JOB ANALYSIS & JOB SPECIFICATIONS
PROFESSOR: MS. GENEIL POBLETE-AMBAYEC
JOB ANALYSIS
• To appraise employee performance, hire the
right person for a job, train someone to
perform a job, or change or redesign a job, we
need to know exactly what the job is.
• The systematic study of the tasks, duties, and
responsibilities of a job and the knowledge,
skills, and abilities needed to perform it.
• Process to establish and document the “job
relatedness” of employment procedures such
as training, selection, compensation, and
performance appraisal.
IMPOTANCE OF JOB ANALYSIS
• It is the foundation for almost all human
resources activities.
• It provides information and aids writing job
descriptions, selection of employees,
evaluation of performance and training
programs.
IT IS IMPORTANT BECAUSE IT AIDS THE FOLLOWING:
1. Job Description
• a detailed description of job tasks,
procedures, and responsibilities; the tools and
equipment used; and the end product or
service.
• One of the written products of a job analysis. It
is the process of determining the work
activities and requirements.
• Job Title: identity of the job
• Brief Summary: general purpose of
the job.
• Work Activities: activities and tasks
that an employee is involved.
• Tools and Equipment Used: tools
needed to perform the job.
• Job Content: work environment,
schedule of work & physical demands
• Work Performance: how employee’s
work performance is evaluated
• Compensation Information: job’s
grade salary, compensable factors
• Job Competencies: knowledge, skill,
abilities and other characteristics.
(KSAO’s)
AY.
TRANSCRIBED BY: ROGELINE GEM
2. Employee Selection
• Helps in determining what methods to use in
selecting employee.
• Basis of clear understanding the tasks
performed, and the competencies needed to
perform those tasks.
3. Training
• Identifies activities at work that can be used to
create training programs.
• Job analysis yields lists of job activities that
can be systematically used to create training
programs.
4. Person power planning
• Employees are aware of the possible
positions that they can be promoted to.
• Job analysis is also used to determine worker
mobility within an organization. Worker
mobility is the worker’s expectations on their
promotion and career success aside from the
current position that they are in.
• PETER PRINCIPLE: This refers to promoting
employees until they eventually reach their
highest level of incompetence (Peter & Hull,
1969).
5. Performance Appraisal
• Job analysis is the basis of creating a tool for
performance appraisal.
WHAT IS PERFORMANCE APPRAISAL?
• Performance appraisal is a systematic
evaluation of the performance of employees
and to understand the abilities of a person for
further growth and development.
6. Job Classification
• Job analysis enables a human resource
professional to classify jobs into groups based
on similarities in requirements and duties.
• Job classification is useful for determining pay
levels, transfers, and promotions.
7. Job Evaluation
• Job analysis information can also be used to
determine the worth of a job.
• Job evaluation is an assessment of the
relative worth of various jobs on the basis of a
consistent set of jobs and personal factors,
such as qualifications and skills required. The
 objective of job evaluation is to determine
which jobs should get more pay than others.
8. Job Design
• Job analysis information can be used to
determine the optimal way in which a job
should be performed.
Through job design, organizations try to raise
productivity levels by offering non-monetary
rewards such as greater satisfaction from a
sense of personal achievement in meeting the
increased challenge and responsibility of
one's work.
TECHNIQUES
Job enlargement
• increase in job tasks and responsibilities to
make a position more challenging.
Job enrichment
• exposure of employees to a variety of tasks
that can help broaden the scope of their
assigned job duties.
Job rotation
• strategy where employees rotate between
jobs at the same business. Employees take
on new tasks at a different job for a period of
time before rotating back to their original
position.
Job simplification
• breaking the job into relatively easier sub-
parts with the intention to enhance the
individual’s productivity by minimizing the
physical and mental efforts required to
perform a complex job.
9. Organizational Analysis
• A diagnostic business process that can help
organizations understand their performance,
look for problem areas, identify opportunities,
and develop a plan of action for improving
performance.
How often should a job description be updated?
• An interesting reason that job descriptions
change across time is job crafting – the
informal changes that employees make in
their jobs (Wrzesniewski & Dutton, 2001).
That is, it is common for employees to quietly
expand the scope of their jobs to add tasks
they want to perform and to remove tasks that
they don’t want to perform.
WHICH EMPLOYEES SHOULD PARTICIPATE?
1. Committee-based job analysis
• A group of subject matter experts (Ex:
Supervisors and employees) meet to generate
the tasks performed, the conditions under
which they are performed, and the KSAOS
needed to perform them.
2. Field-based Job Analysis
• The job analyst individually interviews/
observes several incumbents (in charge) out
in the field.
What types of information should be obtained?
• Formal and informal requirements should be
included.
Ex. For a secretary position, Formal requirements
include typing letters or filling out memos.
• Informal requirements might be involved in
making coffee or picking up the boss’s
Children from school.
What types of information should be obtained?
• If this task is in the job description, an
applicant will know about this duty in advance
and can decide at time of their whether it is
acceptable.
HOW TO CONDUCT A JOB ANALYSIS?
Step 1: Identify Tasks performed
• Identify the major job dimensions and the
tasks performed for each dimension. Identify
each tool, and equipment used to perform the
tasks, and the conditions under which the
tasks are performed.
• Usually observed by interviewing incumbents,
observing their performances, and doing the
job itself.
Step 2: Write task statements
• After tasks are identified, the next step is to
write the task statements that are used in the
task inventory and included in the job
description.
One action should be done with one object. if the
statement includes the words “AND”, then it may have
more than one action or object.
• Task statements should be written at a level
that can be read and understood by a person
with the same reading ability. It should be
written in the same tense.
• Task statements should not be competencies
(ex. Be a good writer). Should not be a policy
(Ex. treat people nicely) Statements should
make sense by themselves.
Step 3: Rate task statements
• Using a group of SMEs (subject matter
experts) to rate each task statement. Tasks
will not be included in the job description if
their average frequency rating is 0.5 or below.
Step 4: Determine KSAOS
• A knowledge is a body of information needed
to perform a task.
• A skill is the proficiency to perform a learned
task.
• An ability is the basic capacity to perform a
wide range of different tasks.
• Other characteristics, Include such personal
factors as personality, willingness, interest,
and motivation and such tangible factors as
licenses, degrees, and years of experience.
• KSAOS with an average score of 0.5 or less
are eliminated from further consideration.
Step 5: Selecting tests to tap KSAOS.
• These methods will be used to select new
employees and include such methods as
interviews, word samples, ability tests,
personality tests, reference checks, integrity
tests, biodata, and Assessment centers.
TWO STAGES OF JOB EVALUATION
Determining Internal Pay Equity
• Involves comparing jobs within an
organization to ensure that the people in jobs
worth the most money are paid accordingly.
Step 3: Determining the Factor Weights
Process
1. The committee determines the total number of
points that will be disputed among the factors.
Usually multiple of 100 and based on the
number of compensable factors.
2. Each factor is weighted by assigning points.
The more important the greater the points.
3. The number of points assigned to a factor is
then divided into each of the levels.
Determining External Pay Equity
• With external equity, the worth of a job is
determined by comparing the job to the
external market (Other Organizations).
External equity is important if an organization
is to attract and retain employees.
Direct Compensation
• The amount of money a job is worth.
Indirect Compensation
• Pay for time not worked like holidays and
leave.
• Health protection

Step 1: Determining Compensable Job factors-

Decide what factors differentiate the relative worth of
jobs.

Possible compensable job factors include:

• Level of responsibility
• Physical demands
• Mental demands
• Education requirements
• Training and experience requirements
• Working conditions

Step 2: Determining the levels of each Compensable

Factor- Ex. For a factor such as educational
attainment, the levels are easy to determine (school
diploma, associate degree, bachelor’s degree, etc.)