Job Analysis Methods

• Job analysis methods include observation, the use of existing data,

interviews, surveys, and job diaries.
• Each method has strengths and weaknesses.
• In addition to these general methods for conducting job analysis,
there are also a number of specific, standardized techniques.
Specific Job Analysis Techniques

• Job Elements Method

• A broad approach to job analysis that focuses on the knowledge, skills,
abilities, and other characteristics (KSAOs) required to perform a particular
job.
• Relies on subject matter experts (SMEs)
Specific Job Analysis Techniques

• Functional job analysis (FJA) is a method that has been used to

classify jobs in terms of workers’ interaction with data, people, and
things.
• Dictionary of Occupational Titles (DOT)
• Standard Occupational Classification (SOC)
Specific Job Analysis Techniques

• The DOT has been replaced by the Occupational Information Network

(O*NET; www.onetcenter.org)
• Functional job analysis is helpful when the job analyst must create job
descriptions for a large number of positions.
Specific Job Analysis Techniques

• The Position Analysis Questionnaire (PAQ) assesses several qualities

of jobs:
• Information input
• Mental processes
• Work output
• Relationships with other persons
• Job context
• Other job characteristics
Specific Job Analysis Techniques

• The Critical incidents technique (CIT) records specific worker

behaviors that have led to particularly successful or unsuccessful
instances of job performance.
• Job incumbents usually provide examples of critical incidents.
Job Evaluation and
Comparable Worth
• Job analysis yields a job evaluation, or an assessment of the relative
value of a job, and is used to determine appropriate compensation.
• These evaluations usually examine jobs on dimensions that are called
compensable factors (e.g., physical demands of a job, amount of
training, working conditions, responsibility).
 Job Evaluation and Comparable
Worth
• The Equal Pay Act of 1963 mandates that men and women
performing equal work receive equal pay.
• However, women continue to make less than men. Women make
about 75% of what men make.
Cont..
• Social barrier preventing women from being promoted to top jobs in
management.
• Glass ceilings are often the result of bias, instinctive, underlying
beliefs about ethnicity, gender, age, sexuality, social class, religion,
and so on. This may be largely unintentional.
Feminine Stereotypes
• Perceived feminine stereotypes contribute to the glass ceiling faced
by women in the workforce.
• Gender stereotyping is thinking that men are better than women in
management and leadership roles; it is the concept of alluding that
women are inferior and better suited in their biological roles of
mother and spouse.
Efforts
 Top executive roles by
•
Women
In 2021, women made up 47.4% of the workforce, but only 31.7% of
top executive roles.