Human Resource Management

10th Edition
Chapter 4
JOB ANALYSIS, STRATEGIC
PLANNING, AND HUMAN
RESOURCE PLANNING

© 2008 by Prentice Hall 4-1

 Definitions
• Job analysis - Systematic process of
determining skills, duties, and knowledge
required for performing jobs in organization
• Job - Consists of group of tasks that must be
performed for organization to achieve its goals
• Position - Collection of tasks and responsibilities
performed by one person; there is a position for
every individual in organization

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 Definitions (Cont.)
• A work group consisting of a supervisor,
two senior clerks, and four word
processing operators has 3 jobs and 7
positions.

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 Questions Job Analysis Should
Answer
• What physical and mental tasks does
worker accomplish?
• When is job to be completed?
• Where is job to be accomplished?
• How does worker do job?
• Why is job done?
• What qualifications are needed to perform
job?
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 Job Analysis: A Basic Human Resource Management Tool

Staffing
Tasks Responsibilities Duties
Training and
Development
Performance Appraisal

Job Compensation
Descriptions Safety and Health
Job Employee and Labor
Analysis Job Relations
Specifications Legal Considerations

Knowledge Skills Abilities

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 Reasons For Conducting
Job Analysis
• Staffing - Haphazard if recruiter does not know
qualifications needed for job
• Training and Development - If specification lists
particular knowledge, skill, or ability, and person filling
position does not possess all necessary qualifications,
training and/or development is needed
• Performance Appraisal - Employees should be evaluated
in terms of how well they accomplish the duties specified
in their job descriptions and any other specific goals that
may have been established
• Compensation – Value of job must be known before
dollar value can be placed on it

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 Reasons For Conducting
Job Analysis (Cont.)
• Safety and Health – Helps identify safety
and health considerations
• Employee and Labor Relations – Lead to
more objective human resource decisions
• Legal Considerations – Having done job
analysis important for supporting legality of
employment practices

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 Summary of Types of Data Collected
Through Job Analysis
• Work Activities - Work activities and
processes; activity records (in film form,
for example); procedures used; personal
responsibility
• Worker-oriented activities - Human
behaviors, such as physical actions and
communicating on job; elemental motions
for methods analysis; personal job
demands, such as energy expenditure
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 Summary of Types of Data Collected
Through Job Analysis (Cont.)

• Machines, tools, equipment, and work aids

used
• Job-related tangibles and intangibles -
Knowledge dealt with or applied (as in
accounting); materials processed;
products made or services performed
• Work performance - Error analysis; work
standards; work measurements, such as
time taken for a task
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 Summary of Types of Data Collected
Through Job Analysis (Cont.)

• Job context - Work schedule; financial and

nonfinancial incentives; physical working
conditions; organizational and social
contexts
• Personal requirements for job - Personal
attributes such as personality and
interests; education and training required;
work experience

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Job Analysis Methods

• Questionnaires
• Observation
• Interviews
• Employee recording
• Combination of
methods

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 Questionnaires
• Typically quick and economical to use
• Structured questionnaire to employees
• Problem: Employees may lack verbal skills
• Some employees tend to exaggerate
significance of their tasks

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 Observation
• Job analyst watches worker perform job
tasks and records observations
• Used primarily to gather information on
jobs emphasizing manual skills
• Used alone is often insufficient
• Difficulty: When mental skills are dominant
in a job

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Interviews
• Interview both employee
and supervisor
• Interview employee first,
helping him or her describe
duties performed
• Then, analyst normally
contacts supervisor for
additional information
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Employee Recording
• Describe daily work
activities in diary or log
• Problem: Employees
exaggerating job
importance
• Valuable in
understanding highly
specialized jobs
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 Combination of Methods
• Usually use more than one method
• Clerical and administrative jobs:
questionnaires supported by interviews
and limited observation
• Production jobs: interviews supplemented
by extensive work observations may
provide necessary data

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 Other Methods Available for
Conducting Job Analysis
• Department of Labor Job Analysis
Schedule
• Functional Job Analysis
• Position Analysis Questionnaire
• Management Position Description
Questionnaire
• Guidelines-Oriented Job Analysis

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 Department of Labor Job Analysis
Schedule
• Structured job analysis questionnaire that
uses a checklist approach to identify job
elements
• Focuses on general worker behaviors
instead of tasks
• Some 194 job descriptors relate to job-
oriented elements

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 Functional Job Analysis
• Concentrates on the interactions among
the work, the worker, and the organization
• Modification of the job analysis schedule
• Assesses specific job outputs and
identifies job tasks in terms of task
statements

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Position Analysis Questionnaire
• Uses a checklist approach to identify job
elements
• Focuses on general worker behaviors
instead of tasks
• 194 job descriptors relate to job-oriented
elements
• Each job being studied is scored relative
to the 32 job dimensions
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 Management Position Description
Questionnaire
• Designed for management positions
• Uses a checklist to analyze jobs
• Has been used to determine the training
needs of individuals who are slated to
move into managerial positions
• Has been used to evaluate and set
compensation rates for managerial jobs
and to assign the jobs to job families
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 Guidelines-Oriented Job Analysis
• Step-by-step procedure for describing the
work of a particular job classification
• Obtains the following types of information:
(1) machines, tools, and equipment; (2)
supervision; (3) contacts; (4) duties; (5)
knowledge, skills, and abilities; (6)
physical and other requirements; and (7)
differentiating requirements

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Conducting Job Analysis

People who participate

in job analysis should
include, at a minimum:
• Employee
• Employee’s immediate
supervisor

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Job Description

• Document that states

tasks, duties, and
responsibilities of job
• Vitally important job
descriptions are both
relevant and accurate

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 Content of a Job Description
• Job Identification – Job title, department,
reporting relationship, and job number or
code
• Job Analysis Date – Aids in identifying job
changes that would make description
obsolete
• Job Summary – Concise overview of job
• Duties Performed – Major duties
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 O*NET, the Occupational
Information Network
• Comprehensive government developed
database of worker attributes and job
characteristics
• Primary source of occupational
information
• Replaces Dictionary of Occupational
Titles (DOT)
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 Job Specification
• Job Specification - Minimum
qualifications person should
possess to perform particular job
• Should reflect minimum, not ideal
qualifications for particular job
• Job specifications are often
included as major section of job
descriptions
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Problems If Job Specifications
Are Inflated

• May systematically eliminate

minorities or women from
considerations
• Compensation costs will
increase
• Job vacancies will be harder
to fill
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Timeliness of Job Analysis
Rapid pace of
technological
change makes
need for accurate
job analysis even
more important
now and in the
future.

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 Job Analysis for Team Members
• With team design, there are no narrow
jobs
• Work departments do is often bundled into
teams
• Last duty shown on proverbial job
description, “And any other duty that may
be assigned,” is increasingly becoming
THE job description.
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Strategic Planning
• Strategic planning - Process
by which top management
determines overall
organizational purposes and
objectives and how they are
to be achieved
• Strategic planning at all levels
can be divided into four steps

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Strategy Implementation

• Leadership
• Organizational
Structure
• Information and
Control Systems
• Technology
• Human Resources
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Human Resource Planning

Systematic process of
matching internal and
external supply of people
with job openings
anticipated in the
organization over a
specified period of time
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 Human Resource Planning Process
External Environment
Internal Environment

Strategic Planning

Human Resource Planning

Forecasting Comparing Forecasting

Human Requirements Human Resource
Resource Availability
Requirements and Availability

Demand = Surplus of Shortage of

Supply Workers Workers

No Action Restricted Hiring, Recruitment

Reduced Hours, Early
Retirement, Layoffs, Selection
Downsizing
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 Job Design
• Process of determining specific tasks to be
performed, methods used in performing
these tasks, and how job relates to other
work in organization
• Job enrichment - Basic changes in content
and level of responsibility of job, to
provide greater challenge to worker

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 Job Design (Cont.)
• Job enlargement - Changes in scope of
job to provide greater variety to worker
• Reengineering - Fundamental rethinking
and radical redesign of business
processes to achieve dramatic
improvements in critical measures of
performance, such as cost, quality, service
and speed

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