CHP 2

HUMAN RESOURCE MANAGEMENT
Global Edition 12e
Chapter 3
Job Analysis and
Talent Management
Process
Part 2 Recruitment and Placement
PowerPoint Presentation by Charlie Cook

Copyright © 2011 Pearson Education GARY DESSLER The University of West Alabama
https://www.youtube.com/watch?v=D2_U_vsfr6I
https://www.youtube.com/watch?v=PJY54T3bcNo
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Copyright © 2011 Pearson Education
2
OVERVIEW OF LECTURE: JOB ANALYSIS

THE BASICS OF JOB ANALYSIS:
TERMS
 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—one product
of a job analysis.
 Job Specifications
 A list of a job’s “human requirements,” that is, the requisite
education, skills, personality, and so on—another product of a job
analysis.
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TYPES OF INFORMATION
COLLECTED
Work
activities
Human Human
requirements behaviors
Information
Collected Via
Job Analysis
Machines, tools,
Job
equipment, and
context
work aids
Performance
standards
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USES OF JOB ANALYSIS
INFORMATION
Recruitment
and selection
EEO
compliance Compensation
Information
Collected via
Job Analysis
Discovering Performance
unassigned duties appraisal
Training
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FIGURE 4–1 Uses of Job Analysis Information
Job analysis
Job description
and specification
Recruiting Performance Job evaluation— Training

and selection appraisal wage and salary requirements
decisions decisions
(compensation)
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STEPS IN JOB ANALYSIS
Steps in doing a job analysis:
1 Decide how you’ll use the information.
2 Review relevant background information.
3 Select representative positions.
4 Actually analyze the job.
5 Verify the job analysis information.
6 Develop a job description and job specification.
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OVERVIEW OF LECTURE: JOB ANALYSIS
JOB ANALYSIS: INTERVIEWING
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.
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FIGURE 4–2 Process Chart for Analyzing a Job’s Workflow
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COLLECTING JOB ANALYSIS
INFORMATION
Methods for Collecting Job Analysis Information
Interviews Questionnaires Observations Diaries/Logs
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METHODS FOR COLLECTING JOB ANALYSIS
INFORMATION: 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
• Disadvantage
• Distorted information
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INFORMATION: QUESTIONNAIRES
• Information Source • Advantages

• Have employees fill out • Quick and efficient way
questionnaires to describe their to gather information
job-related duties and from large numbers of
responsibilities employees
• Questionnaire Formats • Disadvantages
• Structured checklists • Expense and time consumed in
• Open-ended questions preparing and testing the
questionnaire
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INFORMATION: OBSERVATION

• Observing and noting the • Provides first-hand information
physical activities of employees • Reduces distortion
as they go about their jobs by
of information
managers.
• Disadvantages
• Time consuming
• Reactivity response distorts
employee behavior
• Difficulty in capturing
entire job cycle
• Of little use if job involves a
high level of mental activity
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INFORMATION: PARTICIPANT DIARIES/LOGS

• Workers keep a chronological • Produces a more complete
diary or log of what they do picture of the job
and the time spent on each • Employee participation
activity
• Disadvantages
• Distortion of information
• Depends upon employees to
accurately recall their activities
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QUANTITATIVE JOB ANALYSIS
TECHNIQUES
Quantitative Job
Analysis
Department of
Position Analysis Functional Job
Labor (DOL)
Questionnaire Analysis
Procedure
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FIGURE 4–5 Portion of a Completed Page from the Position Analysis Questionnaire
The 194 PAQ elements are

grouped into six dimensions.
This exhibit lists 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.
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TABLE 4–1 Basic Department of Labor Worker Functions
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FIGURE 4–6 Sample Report Based on Department of Labor Job Analysis Technique
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INTERNET-BASED JOB ANALYSIS
• Advantages
• Collects information in a standardized format from
geographically dispersed employees
• Requires less time than face-to-face interviews
• Collects information with minimal intervention or guidance
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FIGURE 4–7 Selected O*NET General Work Activities Categories
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WRITING JOB DESCRIPTIONS
Job
identification
Job Job
specifications summary
Sections of a
Typical Job
Working Description Responsibilities and
conditions duties
Standards of Authority of
performance the incumbent
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THE JOB DESCRIPTION
Job Identification Responsibilities and Duties

Job title Major responsibilities and duties
FLSA status section (essential functions)
Preparation date Decision-making authority
Preparer Direct supervision
Job Summary Budgetary limitations
General nature of the job Standards of Performance
Major functions/activities and Working Conditions
What it takes to do the job
Relationships successfully
Reports to:
Supervises:
Works with:
Outside the company:
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FIGURE 4–8 Sample Job Description, Pearson Education
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FIGURE 4–8 Sample Job Description, Pearson Education (cont’d)
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WRITING JOB SPECIFICATIONS
“What human traits and

experience are required to
do this job well?”
Job specifications Job specifications

Job specifications
for trained versus based on statistical
based on judgment
untrained personnel analysis
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WRITING JOB SPECIFICATIONS
(CONT’D)
• Steps in the Statistical Approach

1. Analyze the job and decide how to measure job performance.
2. Select personal traits that you believe should predict successful
performance.
3. Test candidates for these traits.
4. Measure the candidates’ subsequent job performance.
5. Statistically analyze the relationship between the human traits
and job performance.
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JOB ANALYSIS IN A WORKER-EMPOWERED WORLD
Job Design:
From Specialized
to Enriched Jobs
Job Job Job

Enlargement Rotation Enrichment
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OTHER CHANGES AT WORK
Changing the
Organization and
Its Structure
Flattening the Using self-managed Reengineering

organization work teams business processes
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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 (HPWS).
 To create strategically-focused job descriptions.
 To support the performance management process in fostering, measuring,
and rewarding:
General competencies
Leadership competencies
Technical competencies
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HOW TO WRITE JOB COMPETENCIES-
BASED JOB DESCRIPTIONS
• Interview job incumbents and their supervisors

• Ask open-ended questions about job responsibilities and activities.
• Identify critical incidents that pinpoint success on the job.
• Use off-the-shelf competencies databanks
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ACTIVITY BASE LEARNING : JOB ANALYSIS

ACTIVITY
• Step 1: Choose different job titles and allocate these titles to different
groups
• Step 2: Data collection
• Learn to use different data collection sources
• Step3: Sort the data and for what purpose it is being used
• Step 4: Develop the Job Description according to format provided on
CMS
ASSIGNMENT 1 : JOB ANALYSIS ACTIVITY
1. Pizza Delivery boy

2. Cook
3. Cashier at Grocery store
4. Film Actor
5. University Guard
6. Lecturer
7. Student consoler
KEY TERMS
job analysis
job description
job specifications
organization chart
process chart
diary/log
position analysis questionnaire (PAQ)
Standard Occupational Classification (SOC)
job enlargement
job rotation
job enrichment
competency-based job analysis
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All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.
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HUMAN RESOURCE MANAGEMENT

Global Edition 12e

Part 2 Recruitment and Placement

PowerPoint Presentation by Charlie Cook

OVERVIEW OF LECTURE: JOB ANALYSIS

Recruiting Performance Job evaluation— Training

Steps in doing a job analysis:

1 Decide how you’ll use the information.

2 Review relevant background information.

3 Select representative positions.

4 Actually analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

• The job analyst and supervisor should work together

Methods for Collecting Job Analysis Information

Interviews Questionnaires Observations Diaries/Logs

• Information Sources • Interview Formats

• Information Source • Advantages

• Information Source • Advantages

• Information Source • Advantages

The 194 PAQ elements are

Job Identification Responsibilities and Duties

“What human traits and

Job specifications Job specifications

• Steps in the Statistical Approach

Job Job Job

Flattening the Using self-managed Reengineering

Reasons for Competency-Based Job Analysis

• Interview job incumbents and their supervisors

• Use off-the-shelf competencies databanks

ACTIVITY BASE LEARNING : JOB ANALYSIS

ASSIGNMENT 1 : JOB ANALYSIS ACTIVITY

1. Pizza Delivery boy

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