Job Analysis

and
Evaluation
 • Job Analysis is the process of gathering,
analyzing, and structuring information
Job about a job’s components,
characteristics, and requirements. It is
Analysis also a key input or tools for various
human resources management activities
such as (1) Recruitment, (2)
Performance Appraisal, (3)
Compensation Survey Comparison, (4)
Training and Development and (5)
Career Planning.
• It is considered as the foundation for all
human resource activities and the
“heart” of Industrial Organizational
Psychology.
 Human Resource Planning

Recruitment and Selection

Training and Development

Benefits of Placement and Orientation

Job Analysis Job Evaluation

Performance Appraisal

Personal Information

Health and Safety

 The organization is starting operations

Job A new job is created

Analysis
Program is A job is changed significantly by the nature of

usually operations

undertaken Technology introduction

from:
Restructuring
 The program would
cover three elements:
• Company policy and
administration of the program
• What is the purpose of the job
analysis? Who will be responsible
for the gathering of the information?
• Job information
• When should job information be
updated?
• Methods of securing job
information
• How will the information be
gathered?
Job analysis is indeed important
in any organization. It is
important in:

• Producing a Job Description,

• Determining the KSAO’s (Knowledge, Skills, Abilities and Other
characteristics) Required for employee selection,
• Yielding lists of tasks that can be targeted for training programs,
• Determining worker mobility,
• Avoiding the issue of “Peter Principle”,
• Constructing a performance appraisal instrument and
• Ensuring job relatedness.
Showing Job Analysis as the Heart
of I/O
Job
Description

Employee Job Training

Selection Analysis

Performance
Evaluation
• The Peter Principle is an
observation that the tendency
in most organizational
hierarchies, such as that of a
corporation, is for every Reminder
employee to rise in the
hierarchy through promotion
until they reach a level of
respective incompetence.
 Job
Description:
The Written
Product of
Job Analysis
 Job
Description
• Job description is a relatively short
summary of a job and should be about two
to five pages in length and contain the
following eight sections:
• Job Title
• Brief Summary
• Work Activities
• Tools and Equipment Used
• Work Context
• Performance Standards
• Compensation Information
• Job Competencies
 Job Title
• A Job title describes the nature of the
job, its power and status level, and the
competencies needed to perform the
job. It aids in employee selection and
recruitment. Likewise, job titles
provide workers with some form of
identity and can also affect
perceptions of the status and worth of
a job.
Brief Summary
• A Brief summary is a paragraph
that briefly describes the nature
and purpose of the job. It can be
used in help-wanted
advertisements, internal job
postings, and company
brochures.
 Work Activities
• This section lists the tasks and
activities in which the worker is
involved. These tasks should be
organized into meaningful
categories to make the job
description easy to read and
understand.
Tools and Equipment
Used
• This section lists all the tools
and equipment used to
perform the work activities.
Information in this section is
used primarily for employee
selection and training.
 Work Context
Performance Standard
• This section should describe the • This section contains a relatively
environment in which the employee brief description of how an
works. It should mention stress level, employee’s performance is
work schedule, physical demands,
level of responsibility, temperature, evaluated and what work
number of co-workers, degree of standards are expected of the
danger etc. This is important in employee.
providing applicants with disabilities
with information they can use to
determine their ability to perform a
job under a particular set of
circumstances
 Compensation
Information
• This section should contain
information on the salary grade,
and the compensable factors
used to determine the salary.
• The employee’s actual salary or
salary range should not be listed
on the job description.
Job Competencies
• Also known as Job Specifications
• This section contains the knowledge, skills,
abilities and other characteristics (KSAOs)
that are necessary to be successful on the job.
The competencies should be divided into two
subsections. The first contains the KSAOs that
an employee must have at the time of hiring.
The second subsection contains the KSAOs
that are an important part of the job but can be
obtained after being hired. The first set of
KSAOs is used for employee selection and the
second for training purposes.
 The Process of Job Analysis
• Job analysis includes three important processes namely:
• Preparing for the Job Analysis
• Conducting the Job Analysis
• Evaluating of Job Analysis Methods

Conductin
Preparing Evaluating
g
 • Who will conduct the Job Analysis?
• Typically, it is conducted by a trained individual in the
Human Resource Department, but it can also be conducted
by job incumbents, supervisors, or outside consultants.
Consultants are a good choice for conducting a job analysis
because they are well trained and have extensive experience.

Preparing The main drawback, though, is their expense. An interesting

alternative is the use of College Interns (graduate students
from I/O Psychology programs or any related course).
for Job • How Often Should a Job Description Be Updated?

Analysis • A job description should be updated if a job changes

significantly. An interesting reason that job descriptions
change across time is Job Crafting. Job Crafting is a process
in which employees unofficially change their duties to better
fit their interest and skills. 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?
• It is advisable to have all employees participate in the job
analysis for organizations with relatively few people.
• However, for larger organizations:
• Job analysts should keep interviewing incumbents until they do not
hear anything new (authors advise).
• It is not advisable to use all employees for the job analysis, instead, a
Preparing representative sample of the population would suffice.

• What Types of Information Should be Obtained?

for Job • Issue of the Level of Specificity

Analysis
• Should the job analysis break a job down into very minute, specific
behaviors OR should the job be analyzed at a more general level?
• For jobs that involves intricate and extensive work, the job analysis is
more effective at a detailed level.
• Issue of Formal and Informal Requirements
• Example: Formal Requirements for an Executive Assistant might
include typing emails or filing memos. Informal Requirements might
involve making coffee or picking up the boss’s children.
• Including informal requirements in the job description will help an
applicant decide whether he/she will accept the job.
 Step 1: Identify Tasks Performed
• This involves gathering existing information from current job
descriptions, task inventories, and training manuals. The
conduct of a Job Analysis Interview with the Subject-Matter
Experts is the most common method of identifying tasks. As
opposed to employment interview, the main purpose of Job
Conducting Analysis Interview is to obtain information about the job itself
rather than the person

the Job Ammerman Technique

Analysis • It is an excellent job analysis interview wherein a group of job

experts/SMEs identifies the objectives and standards to be
met by the ideal worker.

Task Inventory
• Contains the list of tasks each of which the job incumbent
rates on a series of scale such as importance and time spent.
 Step 1: Identify Tasks Performed
• This involves gathering existing information from current job
descriptions, task inventories, and training manuals. The
conduct of a Job Analysis Interview with the Subject-Matter
Experts is the most common method of identifying tasks. As
opposed to employment interview, the main purpose of Job
Analysis Interview is to obtain information about the job itself
rather than the person

Conducting the
Job Analysis Ammerman Technique
• It is an excellent job analysis interview wherein a group of job
experts/SMEs identifies the objectives and standards to be met
by the ideal worker.

Task Inventory
• Contains the list of tasks each of which the job incumbent rates
on a series of scale such as importance and time spent.
 Step 2: Write Task Statements
• Once the tasks have been identified, the next step is to write the task statements
that will be used in the task inventory and included in the job description. A
properly written task statement must contain an action (what is done) and an
object (to which the action is done).

The following are the characteristics of a well-written task

Conducting the statements:
Job Analysis • One action should be done to one object
• Should be written at a level that can be read and understood
• Written in the same tense
• Should include the tools and equipment used to complete the task
• Should not represent a competency (e.g., Be a good encoder)
• Should not be a policy (e.g., treats people nicely)
• The level of authority should be indicated if the task involves
• Decision making. This will allow the incumbent to know which
• Decisions she is allowed to make on her own and which she needs
• Approval for from a higher level
 Step 3: Rate Task Statements
• Once the task statements have been written, the next step is to conduct
a Task Analysis. Tasks that meets the acceptable rating will be included
in the Final Task Inventory.

Step 4: Determine Essential KSAOs

• After the job analyst completed the list of tasks, the next step is to
identify the KSAOs needed to perform the tasks. A group of SMEs will
Conducting the brainstorm the KSAOs needed to perform each task. Once the list of
KSAOs has been developed, SMEs will rate the extent to which each of
Job Analysis the KSAOs is essential for performing the job.
• Knowledge – body of information needed to perform the job
• Skill – the proficiency to perform a learned task
• Ability – a basic capacity for performing a wide range of different
tasks, acquiring knowledge, or developing skill
• Other Characteristics – refers to personal factors as personality,
willingness, interest, and motivation
 Step 5: Selecting Tests to Tap
KSAOs
• Once the important KSAOs have bee
identified, the next step is to determine
Conducting the the best methods to tap the KSAOs
Job Analysis needed at the time of hire. This method
will be used to select new employees
and include such methods a interviews,
work samples, ability tests, personality
tests, integrity tests and many more.
 Conducting Job Analysis

Out of all the methods discussed, there is no best Job-oriented methods, such as
single technique in analyzing jobs. The best
method in analyzing a job is dependent to the end task analysis, are best for work
use of the information (different methods are best
for different uses).
design and writing job
description
 Job
Evaluation
 Job Evaluation
• A Job Evaluation is typically done in two
stages:
1. Determining Internal Pay Equity
2. Determining External Pay Equity
 Internal pay equity involves comparing jobs within an
organization to ensure that the people in jobs worth the most
money are paid accordingly.

There are three steps involved with it:

1. Determining • Step 1: Determining Compensable Job Factors

Internal Pay • Compensable Job Factors are factors, such as responsibility and education
requirements, that differentiate the relative worth of jobs. It includes the
following: level of responsibility, physical demands, mental demands,
Equity education requirements, training and experience requirements and working
conditions.
• Step 2: Determining the Levels for Each Compensable Factors
• For a compensable job factor such as education, the levels are easy to
determine (e.g., high school graduate, associate’s degree, bachelor’s degree).
For factors such as responsibility, a considerable amount of time and
discussion may be required.
• Step 3: Determining the Factor Weights.
• Because some factors are more important than others, weights are assigned
to each factor and to each level within a factor. In this step, a Wage Trend
Line is used.
 Internal pay equity involves comparing jobs within an
organization to ensure that the people in jobs worth
the most money are paid accordingly.

Survey

1. Determining • It refers to the position of a company in relation to the compensation

policies of other organizations.
External Pay
Market Positions
Equity
• It refers to the position of a company in relation to the
compensation policies of other organizations.

Comparable Worth

• It is also known as Pay Equity.

• It is the idea that jobs requiring the same level of skill and
responsibility should be paid the same regardless of supply and
demand.