3.2 Job Analysis - AG2, RB

Job Analysis
Gary Dessler School of Business and Management ITB

© 2005 Prentice Hall Inc. All rights reserved. 4–1
QUIZ – 5 minute
What is relationship between Job

Analysis with Training and
Compensation program?

After studying this chapter,
you should be able to:
1. Discuss the nature of job analysis, including what it is and how
it’s 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 it’s done in practice.
©
© 2005
2005 Prentice
Prentice Hall
Hall Inc.
Inc. All
All rights
rights reserved.
reserved. 4–3
4–3
4–3
Integrated Human Capital Management
E
Compensation Performance
B System Management
A
N Jobs Profile
and
Recruitment Employees Placement
& Selection Profile
K
E
HR
R Career Mgt Development
4–4
Mgr-1
Sup-1a Sup-1b
TRAINING
NEED
JOB HUMAN
1. JOB DES. PEOPLE

2. JOB SPEC COMPETENCIES

The Nature of Job Analysis
 Job analysis
– The procedure for determining the duties and skill
requirements of a job and the kind of person who
should be hired for it.
 Job description
– A list of a job’s duties, responsibilities, reporting
relationships, working conditions, and supervisory
responsibilities.
 Job specifications
– A list of a job’s “human requirements,” that is, the
requisite education, traits, skills, personality and
background required for getting the job done.

Types of Information Collected
 Work activities: such as cleaning, selling, teaching or painting.
 Human behaviors: such as sensing, communicating, deciding and
writing.
 Machines, tools, equipment, and work aids: such as tools used,
materials processed, and knowledge applied
 Performance standards: such as quantitative and qualitative job
performance standard
 Job context: such as physical work conditions, work schedule, and the
organizational and social context.
 Human requirements: such as job-related knowledge or skills
(education, training, work experience) and required personal attributes
(aptitude, physical characteristics, personality, interests)

Uses of Job Analysis Information
 Recruitment and Selection: what the jobs entails and what
human characteristics are required.
 Compensation: information for estimating the value of each job
and its appropriate compensation.
 Performance Appraisal: information about gap between actual
and standard performance
 Training: information the activities and skills needed and
therefore the training requires.
 Discovering Unassigned Duties: reveal unassigned duties.

Uses of Job Analysis Information
Figure 4–1
Steps in Job Analysis
1. Step 1: Decide how you’ll use the information: will determine
the data you collect and how you collect them.
2. Step 2: Review relevant background information: such as
organization charts, process charts, and job descriptions.
Charting the Organization

 Organization chart
– A chart that shows the organizationwide distribution of
work, with titles of each position and interconnecting
lines that show who reports to and communicates to
whom.
 Process chart
– A work flow chart that shows the flow of inputs to and
outputs from a particular job.
Process Chart for Analyzing a Job’s Workflow
Figure 4–2
Steps in Job Analysis
3. Step 3: Select representative positions: select sample
4. Step 4: Actually analyze the job: by collecting data on
job activities, required employee behaviors, working
conditions, & human traits and abilities needed to be
perform the job.
5. Step 5: Verify the job analysis information: with the
worker performing the job and with his or her immediate
supervisor.
6. Step 6: Develop a job description and job specification
(two tangible products)

Methods of Collecting Job Analysis
Information: 1. The Interview
 Information sources  Interview formats
– Individual employees – Structured
(Checklist)
– Groups of employees
– Unstructured
– Supervisors with knowledge
of the job
 Advantages
– Quick, direct way to find
overlooked information.
 Disadvantages
– Distorted information

Interview Guidelines
 The job analyst and supervisor should work together to
identify the workers who know the job best.
 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.

Information: 2. Questionnaires
 Information source  Advantages
– Have employees fill out – Quick and efficient way
questionnaires to to gather information
describe their job-related from large numbers of
duties and employees
responsibilities.  Disadvantages
 Questionnaire formats – Expense and time
– Structured checklists consumed in preparing
and testing the
– Opened-ended questions
questionnaire

Information: 3. Observation

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

Methods of Collecting Job Analysis Information: 4.
Participant Diary/Logs
– Workers keep a – Produces a more
chronological diary/ log complete picture of the
of what they do and the job
time spent in each – Employee participation
activity.  Disadvantages
– Distortion of information
– Depends upon employees
to accurately recall their
activities

Quantitative Job Analysis Techniques
(WORKLOAD ANALYSIS)
1. The Position Analysis Questionnaire (PAQ)

a) A questionnaire used to collect quantifiable data
concerning the duties and responsibilities of various jobs
(www.paq.com).
b) We assign a quantitative score to each jobs based on its:
 Having decision-making/communication/ social
responsibility
 Performing skilled activities
 Being physically active
 Operating vehicles/equipment
 Processing information

(WORKLOAD ANALYSIS)
2. The Department of Labor (DOL)
Procedure
a) A standardized method by which different
jobs can be quantitatively rated, classified,
and compared based on data, people and
things scored.
b) Table 4-1 shows a set of basic activities
called worker functions = what a worker
can do with respect to data, people and
things

Table 4-1
Basic Department of Labor (DOL) Worker Functions
DATA PEOPLE THINGS

0 Synthesizing 0 Mentoring 0 Setting up
1 Coordinating 1 Negotiating 1 Precision working
BASIC ACTIVITIES
2 Analyzing 2 Instructing 2 Operating/ controlling
3 Compiling 3 Supervising 3 Ariving/operating

4 Computing 4 Diverting 4 Manipulating
5 Copying 5 Persuading 5 Tending
6 Comparing 6 Speaking/signaling 6 Feeding
7 Serving 7 Handling
8 Taking instructions/ helping
“0” = HIGH; “6 – 8 – 7” = LOWS

Sample Report Based on Department of Labor Job Analysis Technique Figure 4–6
(WORKLOAD ANALYSIS)
3. Functional Job Analysis (FJA)
Similar to the DOL method, but differs in two ways:
a) FJA rate the jobs not just on data, people and things,
but extent to which specific instructions, reasoning,
judgment, and mathematical and verbal ability are
necessary/required to perform the task.
b) FJA also identifies performance standards and training
requirements – “To do this task and meet this
standards, what training does the worker require?”

Writing Job Descriptions
 A job description
– A written statement of what the worker actually does,
how he or she does it, and what the job’s working
conditions are.
 Sections of a typical job description
1. Job identification
2. Job summary
3. Responsibilities and duties
4. Authority of incumbent
5. Standards of performance
6. Working conditions
7. Job specifications
The Job Description
1. Job identification
– Job title: name of job
– FLSA (Fair Labor Standards Act) status section:
Exempt or nonexempt
– Preparation date: when the description
was written
– Prepared by: who wrote the description
2. Job summary
– Describes the general nature of the job
– Lists the major functions or activities

The Job Description (cont’d)
3. Relationships (chain of command)
– Reports to: employee’s immediate supervisor
– Supervises: employees that the job
incumbent directly supervises
– Works with: others with whom the job holder will be
expected to work and come into contact with
internally.
– Outside the company: others with whom the job holder
is expected to work and come into contact with
externally.

Sample Job
Description,
Pearson
Education
Source: Courtesy
of HR
Department,
Pearson
Education.
Figure 4–7a
4. Responsibilities and duties

– A listing of the job’s major responsibilities and
duties (essential functions ..*)
– Defines limits of jobholder’s decision -making
authority, direct supervision, and budgetary
limitations.

Sample Job
Description,
Pearson
Education
Source:
Courtesy of HR
Department,
Pearson
Education.
Figure 4–7b
Is the Job Function Essential (..*)?
 What three or four main activities actually constitute the job? Is each really
necessary?
 What is the relationship between each task? Is there a special sequence
which the tasks must follow?
 Do the tasks necessitate sitting, standing, crawling, walking, climbing,
running, stooping, kneeling, lifting, carrying, digging, writing, operating,
pushing, pulling, fingering, talking, listening, interpreting, analyzing,
seeing, coordinating, etc.?
 How many employees are available to perform the job function? Can the
job function be distributed among other employees?
 How much time is spent on the job performing each particular function?
Are infrequent tasks less important to success?
 Would removing a function fundamentally alter the job?

Is the Job Function Essential? (cont’d)
 What happens if a task is not completed on time?
 Does the position exist to perform that function?
 Are employees in the position actually required to perform the
function?
 Is there a limited number of other employees available to perform
the function?
 What is the degree of expertise or skill required to perform the
function?
 What is the actual work experience of present or past employees in
the job?
 What is the amount of time an individual actually spends
performing the function?
 What are the consequences of not requiring the performance of the
function?
5. Standard Occupational Classification
(SOC) (www.bls.gov/soc/socguide.htm)
Classifies all workers into one of 23 major groups
of jobs which are subdivided into 96 minor
groups of jobs, and these in turn include 821
detailed occupations, such as the marketing
manager description in figure 4-8.

SOC’s
Major
Groups
of Jobs
Note: Within
these major
groups are
96 minor
groups, 449
broad
occupations,
and 821
detailed
occupations.
Table 4–2
Figure 4-8
“Marketing Manager” Description from
Standard Occupational Classification (SOC)
20. 11-2021 Marketing Managers
Abstract: 11-2021 Marketing Managers.

Determine the demand for products and
services offered by a firm and its competitors
and identify potential customers. Develop
pricing strategies with the goal of maximizing
the firm’s profits or share of the market while
ensuring the firm’s customers are satisfied.
Source: www.bis.gov, accessed November 13, 2003.
Figure 4–8
6. Standards of performance
and working conditions
– Lists the standards the
employee is expected to
achieve under each of the job
description’s main duties and
responsibilities.

Examples of Performance Standards
Duty: Accurately Posting Accounts Payable

1. Post all invoices received within the same
working day.
2. An average of no more than three posting
errors per month
Duty: Meeting Daily Production Schedule

1. Work group produces no less than 426 units
per working day
2. Next work station rejects no more than an
average of 2% of units

Writing Job Specifications
1. Specifications for trained personnel
– The human requirements for placing already trained people
on a job
– Focus on traits like length of previous service, quality of
relevant training, and previous job performance.
2. Specifications for untrained personnel

– To identify those human requirement that validity predict
which candidates would do well on the job and which
would not
– Focus on physical traits, personality, interests, or sensory
skills that imply some potential for performing or for being
trained to do the job.

Writing Job Specifications (cont’d)
3. Specifications Based on Judgment
– To ask, “What does it take in term of education, intelligence,
training, and the like to do the job well?”
– The ways to get judgment: Self-created judgments (common
sense), or could choose them from the competencies listed in
Web-based job descriptions (e.g., www.jobdescription.com);
or used O*NET online.
4. Specifications Based on Statistical Analysis
– Attempts to determine statistically the relationship between
(1) some predictor or human trait (height, intelligence, or
finger dexterity); and (2) some indicator or criterion of job
effectiveness (performance).

Writing Job Specifications (cont’d)
5. Steps in the Statistical Approach
a) Analyze the job and decide how to measure job
performance.
b) Select personal traits that you believe should predict
successful performance.
c) Test candidates for these traits.
d) Measure the candidates’ subsequent job
performance.
e) Statistically analyze the relationship between the
human trait and job performance.

Writing Job Descriptions
1. Step 1. Decide on a Plan
2. Step 2. Develop an Organization Chart
3. Step 3. Use a Job Analysis/Description
Questionnaire
4. Step 4. Obtain Lists of Job Duties from
O*NET
5. Step 5. Compile the Job’s Human
Requirements from O*NET
6. Step 6. Complete Your Job Description

From Specialized to Enlarged Jobs
1. Job enlargement
Assigning workers additional same level
activities, thus increasing the number of
activities they perform
2. Job enrichment
Redesigning jobs in a way that increases the
opportunities for the worker to experience
feelings of responsibility, achievement,
growth, and recognition – letting the worker
plan and control his or her own work instead
of having it controlled by outsiders.

From Specialized to Enlarged Jobs
(cont’d)
3. Job rotation
Systematically moving workers from one job
to another to enhance work team
performance and/or to broaden his or her
experience and identify strong and weak
points to prepare the person for an enhanced
role with the company

Why Managers Are Dejobbing Their
Companies
 Dejobbing  External factors
leading to dejobbing.
– Broadening the
responsibilities of – Rapid product and
the company’s jobs technological
change
– Encouraging
employee initiative. – Global competition
– Deregulation,
 Internal factors
leading to dejobbing – Political instability,
– Flatter – Demographic
organizations changes
– Rise of a service
– Work teams economy.
Competency-Based Job Analysis
1. Competencies
– Demonstrable characteristics of a person
that enable performance of a job.
2. Competency-based job analysis

– Describing a job in terms of the
measurable, observable, behavioral
competencies (knowledge, skills, and/or
behaviors) an employee must exhibit to do
a job well.

Why Use Competency Analysis?
 To support HPWS
– Traditional job descriptions (with their lists of
specific duties) may actually backfire if a high-
performance work system is the goal.
 Maintain a strategic focus
– Describing the job in terms of the skills,
knowledge, and competencies the worker
needs is more strategic.
 Measuring performance
– Measurable skills, knowledge, and
competencies are the heart of any company’s
performance management process.
Performance Management
 Performance management
– Managing all elements of the organizational
process that affect how well employees
perform.
 Types of competencies
– General competencies
• reading, writing, and mathematical reasoning.
– Leadership competencies
• leadership, strategic thinking, and teaching
others.
– Technical competencies
• specific technical competencies required for
specific types of jobs and/or occupations.

Examples of Jobs Competence
1. Job of System Engineer
– Design complex software applications,
establish protocols, and create prototypes.
– Establish the necessary platform
requirements to efficiency and completely
coordinate data transfer.
2. Job of corporate treasurer
– Recommend specific trades and when to
make them
– Formulate trade recommendations, by
studying several computer models for
currency trends.
Comparing Traditional versus Competence
based Jobs Analysis
 Traditional Job Description

– List of duties and responsibilities
– Work with writers and artists and overseas
copywriting, design, layout and production
of promotion material
 Competence based Job description
– List of job competences needed to
accomplish their job well
– Conduct marketing surveys on current and
new product concept, prepare marketing
activity reports; and develop and execute
marketing plan and programs
The Skills Matrix for One Job at BP
Note: The light blue boxes indicate the minimum level of skill required for the job.
Figure 4–12
Background Data for Examples
Example of Job Title: Customer Service Clerk
Example of Job Summary:

Answers inquiries and gives directions to customers, authorizes cashing
of customers’ checks, records and returns lost charge cards, sorts and
reviews new credit applications, works at customer service desk in
department store.
Example of One Job Duty:

Authorizes cashing of checks: authorizes cashing of personal or payroll
checks (up to a specified amount) by customers desiring to make
payment by check. Requests identification—such as driver’s license—
from customers and examines check to verify date, amount, signature,
and endorsement. Initials check and sends customer to cashier.
Figure 4–10
PM
Scorecard for
Hotel Paris
International
Corporation*
Note: *(An
abbreviated example
showing selected PM
practices and
outcomes aimed at
implementing the
competitive strategy,“
To use superior guest
services to
differentiate the Hotel
Paris properties and
thus increase the
length of stays and the
return rate of guests
and thus boost
revenues and
profitability”)
Figure 4–11
Key Terms
job analysis Standard Occupational

job description Classification (SOC)
job specifications job enlargement
organization chart job rotation
process chart job enrichment
diary/log dejobbing
position analysis boundaryless organization
questionnaire (PAQ) reengineering
U.S. Department of Labor competencies
(DOL) competency-based job
job analysis procedure analysis
functional job analysis performance management

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Job Analysis

Gary Dessler School of Business and Management ITB

What is relationship between Job

© 2005 Prentice Hall Inc. All rights reserved. 4–2

1. JOB DES. PEOPLE

© 2005 Prentice Hall Inc. All rights reserved. 4–5

© 2005 Prentice Hall Inc. All rights reserved. 4–6

© 2005 Prentice Hall Inc. All rights reserved. 4–7

© 2005 Prentice Hall Inc. All rights reserved. 4–8

Charting the Organization

© 2005 Prentice Hall Inc. All rights reserved. 4–12

© 2005 Prentice Hall Inc. All rights reserved. 4–13

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© 2005 Prentice Hall Inc. All rights reserved. 4–15

 Information source  Advantages

© 2005 Prentice Hall Inc. All rights reserved. 4–16

© 2005 Prentice Hall Inc. All rights reserved. 4–17

1. The Position Analysis Questionnaire (PAQ)

© 2005 Prentice Hall Inc. All rights reserved. 4–18

© 2005 Prentice Hall Inc. All rights reserved. 4–19

DATA PEOPLE THINGS

2 Analyzing 2 Instructing 2 Operating/ controlling

3 Compiling 3 Supervising 3 Ariving/operating

“0” = HIGH; “6 – 8 – 7” = LOWS

© 2005 Prentice Hall Inc. All rights reserved. 4–22

© 2005 Prentice Hall Inc. All rights reserved. 4–24

© 2005 Prentice Hall Inc. All rights reserved. 4–25

4. Responsibilities and duties

© 2005 Prentice Hall Inc. All rights reserved. 4–27

© 2005 Prentice Hall Inc. All rights reserved. 4–29

© 2005 Prentice Hall Inc. All rights reserved. 4–31

20. 11-2021 Marketing Managers

Abstract: 11-2021 Marketing Managers.

© 2005 Prentice Hall Inc. All rights reserved. 4–34

Duty: Accurately Posting Accounts Payable

Duty: Meeting Daily Production Schedule

© 2005 Prentice Hall Inc. All rights reserved. 4–35

2. Specifications for untrained personnel

© 2005 Prentice Hall Inc. All rights reserved. 4–36

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2. Competency-based job analysis

© 2005 Prentice Hall Inc. All rights reserved. 4–46

© 2005 Prentice Hall Inc. All rights reserved. 4–48

 Traditional Job Description

Example of Job Title: Customer Service Clerk

Example of Job Summary:

Example of One Job Duty:

job analysis Standard Occupational

© 2005 Prentice Hall Inc. All rights reserved. 4–54

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