Human Resource Management: Job Analysis

Human Resource Management
1
TWELFTH EDITION
GARY DESSLER BIJU VARKKEY

Part 2 | Recruitment and Placement
Chapter 4
Job Analysis
Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
After studying this chapter, you should be able to:

1. Discuss the nature of job analysis, including what it is and how its used.
2. Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.
3. Write job descriptions, including summaries and job functions, using the Internet and traditional methods. 4. Write job specifications using the Internet as well as your judgment.
5. Explain job analysis in a jobless world, including what it means and how its done in practice.
42
Types of Information Collected

Work activities
Human requirements
Job context
Information Collected Via Job Analysis
Human behaviors
Machines, tools, equipment, and work aids
Performance standards
43
Use of Job Analysis Information

Recruitment and Selection
Legal Compliance
Compensation
Discovering Unassigned Duties
Information Collected Via Job Analysis
Performance Appraisal
Training
44
FIGURE 41
Uses of Job Analysis Information
45
FIGURE 42
Process Chart for Analyzing a Jobs Workflow
Source: Compensation Management: Rewarding Performance by Richard J. Henderson. Reprinted by permission of Pearson Education, Upper Saddle River, NJ. 46
Steps in Job Analysis

Steps in doing a job analysis:
1
Decide how youll use the information. Review relevant background information. Select representative positions. Actually analyze the job. Verify the job analysis information. Develop a job description and job specification.
2
3 4 5 6
47
Methods of Collecting Job Analysis Information: The Interview

Information Sources
Individual employees
Groups of employees Supervisors with
Interview Formats
Structured (Checklist)
Unstructured
knowledge of the job
Advantages
Quick, direct way to find
overlooked information
Disadvantages
Distorted information
48
FIGURE 43 Job Analysis Questionnaire for Developing Job Descriptions

Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.
Source: www.hr.blr.com. Reprinted with permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT
49
FIGURE 43 Job Analysis Questionnaire for Developing Job Descriptions (continued)

Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.
Source: www.hr.blr.com. Reprinted with permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT
410
Job Analysis: Interviewing Guidelines

The job analyst and supervisor should work together to identify the workers who know the job best. It is advisable to quickly establish rapport with the interviewee. Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers. Ask the worker to list his or her duties in order of importance and frequency of occurrence. After completing the interview, review and verify the data.
411
Methods of Collecting Job Analysis Information: Questionnaires

Information Source
Have employees fill out
Advantages
Quick and efficient way to
questionnaires to describe their job-related duties and responsibilities
gather information from large numbers of employees
Questionnaire Formats
Structured checklists Open-ended questions
Disadvantages
Expense and time
consumed in preparing and testing the questionnaire
412
Methods of Collecting Job Analysis Information: Observation

Information Source
Observing and noting the
Advantages
Provides first-hand
physical activities of employees as they go about their jobs
information
Reduces distortion of
information
Disadvantages
Time consuming Difficulty in capturing
entire job cycle

Of little use if job involves
a high level of mental activity

413
Methods of Collecting Job Analysis Information: Participant Diary/Logs

Information Source
Workers keep a
Advantages
Produces a more complete
chronological diary/ log of what they do and the time spent on each activity
picture of the job

Employee participation
Disadvantages
Distortion of information Depends upon employees
to accurately recall their activities
414
FIGURE 44 Example of Position/Job Description Intended for Use Online
Source: www.ncf.edu/humanresources/documents/ A&P%20Final.doc. Accessed May 10, 2007.
415
FIGURE 44 Example of Position/Job Description Intended for Use Online (continued)
416
Quantitative Job Analysis Techniques
Quantitative Job Analysis
Position Analysis Questionnaire
The U.S. Department of Labor (DOL) Procedures
Functional Job Analysis
417
FIGURE 45 Portion of a Completed Page from the Position Analysis Questionnaire

The 194 PAQ elements are grouped into six dimensions. This exhibits 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.
418
TABLE 41
Basic Department of Labor Worker Functions

Data 0 Synthesizing 1 Coordinating 2 Analyzing 3 Compiling 4 Computing 5 Copying 6 Comparing People 0 Mentoring 1 Negotiating 2 Instructing 3 Supervising 4 Diverting 5 Persuading 6 Speaking/signaling 7 Serving 8 Taking instructions/helping Things 0 Setting up 1 Precision working 2 Operating/controlling 3 Driving/operating 4 Manipulating 5 Tending 6 Feeding/offbearing 7 Handling
Basic Activities
Note: Determine employees job score on data, people, and things by observing his or her job and determining, for each of the three categories, which of the basic functions illustrates the persons job. 0 is high; 6, 8, and 7 are lows in each column.
419
FIGURE 46 Sample Report Based on Department of Labor Job Analysis Technique
420
FIGURE 47 Selected O*NET General Work Activities
421
Writing Job Descriptions

Job Identification
Job Specifications
Job Summary
Working Conditions
Sections of a Typical Job Description
Responsibilities and Duties
Standards of Performance
Authority of the Incumbent
422
FIGURE 48 Sample Job Description, Pearson Education
423
FIGURE 48 Sample Job Description, Pearson Education (continued)
424
FIGURE 49 Marketing Manager Description from Standard Occupational Classification
Source: www.bls.gov/soc/ soc_a2c1.htm. Accessed August 17, 2007.
425
The Job Description

Job Identification
Job title Preparation date Preparer
Responsibilities and Duties

Major responsibilities and
Job Summary
General nature of the job Major functions/activities
duties (essential functions) Decision-making authority Direct supervision Budgetary limitations
Relationships
Reports to: Supervises: Works with:
Standards of Performance and Working Conditions

What it takes to do the job
successfully
Outside the company:

426
Using the Internet for Writing Job Descriptions

O*NET Online
Source: O*Net is a trademark of the U.S. Department of Labor, Employment and Training Administration. Reprinted by permission of O*Net.
427
TABLE 42
SOC Major Groups of Jobs

11-0000 13-0000 15-0000 17-0000 19-0000 21-0000 23-0000 25-0000 27-0000 29-0000 Management Occupations Business and Financial Operations Occupations Computer and Mathematical Occupations Architecture and Engineering Occupations Life, Physical, and Social Science Occupations Community and Social Services Occupations Legal Occupations Education, Training, and Library Occupations Arts, Design, Entertainment, Sports, and Media Occupations Healthcare Practitioners and Technical Occupations
31-0000 33-0000 35-0000 37-0000 39-0000 41-0000 43-0000 45-0000 47-0000 49-0000 51-0000 53-0000 55-0000
Healthcare Support Occupations Protective Service Occupations Food Preparation and Serving-Related Occupations Building and Grounds Cleaning and Maintenance Occupations Personal Care and Service Occupations Sales and Related Occupations Office and Administrative Support Occupations Farming, Fishing, and Forestry Occupations Construction and Extraction Occupations Installation, Maintenance, and Repair Occupations Production Occupations Transportation and Material Moving Occupations Military Specific Occupations
428
Writing Job Specifications

What traits and experience are required to do this job well?
Specifications for Trained Versus Untrained Personnel
Specifications Based on Judgment
Specifications Based on Statistical Analysis
429
FIGURE 410 Preliminary Job Description Questionnaire
Source: Reprinted from www.hr.blr.com with the permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT 2004.
430
Writing Job Descriptions (continued)

Step 1. Decide on a Plan Step 2. Develop an Organization Chart Step 3. Use a Job Analysis/Description Questionnaire Step 4. Obtain Lists of Job Duties from O*NET
Step 5. Compile the Jobs Human Requirements from O*NET

Step 6. Complete Your Job Description
431
FIGURE 411
The Skills Matrix for One Job at BP
432
Writing Job Specifications (continued)

Steps in the Statistical Approach
Analyze the job and decide how to measure job
performance.
Select personal traits that you believe should
predict successful performance.

Test candidates for these traits.
Measure the candidates subsequent job
performance.
Statistically analyze the relationship between the
human traits and job performance.

433
Job Analysis in a Jobless World

Job Design: Specialization and Efficiency?
Job Enlargement
Job Rotation
Job Enrichment
434
Job Analysis in a Jobless World (continued)

Dejobbing the Organization
Flattening the Organization
Using SelfManaged Work Teams
Reengineering Business Processes
435
Competency-Based Job Analysis

Competencies
Demonstrable characteristics of a person that enable
performance of a job.
Reasons for Competency-Based Job Analysis

To support a high-performance work system. To create strategically-focused job descriptions.
To support the performance management process in
fostering, measuring, and rewarding:

General competencies Leadership competencies Technical competencies

436
Competency-Based Job Analysis (continued)

How to Write Job Competencies-Based Job Descriptions
Interview job incumbents and their supervisors
Ask
open-ended questions about job responsibilities and activities.

critical incidents that pinpoint success on the job.
Identify
Use off-the-shelf competencies databanks
437
KEY TERMS
job analysis job description job specifications organization chart process chart diary/log position analysis questionnaire (PAQ) U.S. Department of Labor (DOL) job analysis procedure functional job analysis Standard Occupational Classification (SOC) job enlargement job rotation job enrichment reengineering competency-based job analysis
438

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Human Resource Management

GARY DESSLER BIJU VARKKEY

After studying this chapter, you should be able to:

Types of Information Collected

Information Collected Via Job Analysis

Machines, tools, equipment, and work aids

Use of Job Analysis Information

Discovering Unassigned Duties

Information Collected Via Job Analysis

Uses of Job Analysis Information

Process Chart for Analyzing a Jobs Workflow

Steps in Job Analysis

Methods of Collecting Job Analysis Information: The Interview

knowledge of the job

FIGURE 43 Job Analysis Questionnaire for Developing Job Descriptions

FIGURE 43 Job Analysis Questionnaire for Developing Job Descriptions (continued)

Job Analysis: Interviewing Guidelines

Methods of Collecting Job Analysis Information: Questionnaires

questionnaires to describe their job-related duties and responsibilities

gather information from large numbers of employees

consumed in preparing and testing the questionnaire

Methods of Collecting Job Analysis Information: Observation

physical activities of employees as they go about their jobs

entire job cycle

a high level of mental activity

Methods of Collecting Job Analysis Information: Participant Diary/Logs

picture of the job

to accurately recall their activities

FIGURE 44 Example of Position/Job Description Intended for Use Online

Source: www.ncf.edu/humanresources/documents/ A&P%20Final.doc. Accessed May 10, 2007.

FIGURE 44 Example of Position/Job Description Intended for Use Online (continued)

Source: www.ncf.edu/humanresources/documents/ A&P%20Final.doc. Accessed May 10, 2007.

Quantitative Job Analysis Techniques

Quantitative Job Analysis

Position Analysis Questionnaire

The U.S. Department of Labor (DOL) Procedures

Functional Job Analysis

FIGURE 45 Portion of a Completed Page from the Position Analysis Questionnaire

Source: www.ncf.edu/humanresources/documents/ A&P%20Final.doc. Accessed May 10, 2007.

Basic Department of Labor Worker Functions

FIGURE 46 Sample Report Based on Department of Labor Job Analysis Technique

FIGURE 47 Selected O*NET General Work Activities

Writing Job Descriptions

Sections of a Typical Job Description

Responsibilities and Duties

Authority of the Incumbent

FIGURE 48 Sample Job Description, Pearson Education

FIGURE 48 Sample Job Description, Pearson Education (continued)

FIGURE 49 Marketing Manager Description from Standard Occupational Classification

Source: www.bls.gov/soc/ soc_a2c1.htm. Accessed August 17, 2007.

The Job Description

Responsibilities and Duties

duties (essential functions) Decision-making authority Direct supervision Budgetary limitations

Standards of Performance and Working Conditions

Outside the company:

Using the Internet for Writing Job Descriptions

SOC Major Groups of Jobs

Writing Job Specifications

Specifications for Trained Versus Untrained Personnel

Specifications Based on Judgment

Specifications Based on Statistical Analysis

FIGURE 410 Preliminary Job Description Questionnaire