Professional Documents
Culture Documents
Kelly Quirin
Penn State University
February 19, 2001
Overview
• What is job analysis?
• How can you use this tool in your
organization?
• Methods of job analysis
• How it works
• Real world example
• An exercise
• Summary
What is job analysis?
• A systematic approach to
collect information about a job
such as tasks, responsibilities
and the skills required to
perform those tasks
• An important part of Human
Resources (HR) planning
How can it be used in
your organization?
• Job analysis assists HR in
determining:
– Necessity of the job
– Equipment needed
– Skills required
– Supervision
– Working conditions
– Management/employee interaction
How can it be used in
your organization?
• Recruiting
– Keyword searches on resumes that
match job requirements
• Selection
• Appraisal
• Salaries and Incentives
• Training and Development
The Multifaceted Nature
of the Job Analysis
*DeCenzo and
Labor Relations Recruiting Selection Robbins, p.
145
9
Job Analysis Information
Hierarchy
• Job analysis is nothing but an accurate recording of the
activities involved. For these recording we are simply
gathering information to specific job attributes. These
attributes are as follows:
– Element: A job element is the smallest unit into which work can
be divided. Ex-Scanning picture
– Job Family: Group of two or more jobs that either call for
similar worker characteristics or contain parallel work tasks.
Manager, Sales and Manager, marketing may be a job family
11
Nature of Job Analysis
Position Description
Qualification Standard
Resources
BQnet: http://www.apwu.org/dept/ind-rel/bqnet/bq_alpha.cfm
O*NET: http://www.onetonline.org/
12
Nature of Job Analysis
Position Description
POSTMASTER
OCCUPATION CODE: 2301-6106
BQnet
http://www.apwu.org/dept/ind-rel/bqnet/requirements.cfm?criteria=quals&OccCode=23016106
14
Nature of Job Analysis
Qualification Standard
15
Nature of Job Analysis
Qualification Standard
• Used to eliminate those persons who are not eligible for further
consideration because they fail to meet the "basic" requirements for the
occupation.
• Does not, in and of itself, identify the criteria for determining the "best
qualified" candidate.
16
Nature of Job Analysis
Qualification Standard
• Vocational/technical training
17
Nature of Job Analysis
Qualification Standard
• POSTMASTER
OCCUPATION CODE: 2301-6106
BQnet
http://www.apwu.org/dept/ind-rel/bqnet/requirements.cfm?
criteria=posdesc&OccCode=23016106
18
Methods of Job Analysis
• Observation
• Interview
– Individual
– Group
• Questionnaires
– PAQ
• Diary
• Technical Conference
• Critical Incident Technique
Methods of Job Analysis
• Observation Method
– Analyst observes incumbent
• Directly
• Videotape
– Useful when job is fairly routine
– Workers may not perform to
expectations
Methods of Job Analysis
• Interview Method
– Individual
• Several workers are interviewed
individually
• The answers are consolidated into a
single job analysis
– Group
• Employees are interviewed
simultaneously
• Group conflict may cause this method
to be ineffective
Methods of Job Analysis
• Questionnaires
– Employees answer questions about
the job’s tasks and responsibilities
– Each question is answered using a
scale that rates the importance of
each task
Methods of Job Analysis
• Questionnaires (ctnd.)
– Position Analysis Questionnaire
(PAQ)
• A structured, behavioral questionnaire
• 194 items in 6 categories
– Information input
– Mental processes
– Work output
– Relationships
– Job context
– Other characteristics
Methods of Job Analysis
• Diary Method
– Employees record information into
diaries of their daily tasks
• Record the time it takes to complete
tasks
– Must be over a period of several
weeks or months
Methods of Job Analysis
• Critical Incident Technique (CIT)
– Takes past incidents of good and
bad behavior
– Organizes incidents into categories
that match the job they are related
to
• Involves 4 steps
Methods of Job Analysis
• CIT steps
– Brainstorm and create lists of
dimensions of job behaviors
– List examples of effective and
ineffective behavior for each
dimension
– Form a group consensus on
whether each incident is
appropriately categorized
– Rate each incident according to its
value to the company
How It Works
• Conducting the job analysis
– Know the purpose
– Gather Information about jobs to
be analyzed
• Books
• Charts
• Trade union literature
• Government agency literature
– Use employee input
How It Works
• Conducting the job analysis
(ctnd.)
– Choose an efficient method of
collecting information
– Gather information from
employee/supervisor about the job
– Draft a job description
– Obtain supervisor approval
A Real World Example
• The Department of Labor
– Job analyst uses observation and
interview methods to gather
information about an employee
– Information organized into 3
categories
• Data
• People
• Things
A Real World Example
Work Functions
Data People Things
0. Synthesizing 0. Mentoring 0. Setting up
• Coordinating 1. Negotiating 1. Precision
work
• Analyzing 2. Instructing 2. Operating
• Compiling 3. Supervision 3. Driving
• Computing 4. Diverting 4.
Manipulating
• Copying 5. Persuading 5. Tending
*U.S. Department of Labor, Dictionary of
Occupational Titles, 4th ed. Revised
• Comparing
(Washington, D.C.: Government Printing 6. Speaking 6. Feeding
Office, 1991), p.xix.
A Real World Example
• Job titles are listed in the
Dictionary of Occupational Titles
• Each job is given a code
– Ex. A recruiter might be assigned
the code 2, 6, 7 if the job entails
analyzing data (2), speaking to
people (6), and handling different
things (7)
• See previous table
An Exercise
• Bruce Spuhler, customer service
manager at BGS Sports, wants
to conduct a job analysis on
how his employees interact with
customers and other employees.
• What steps should Bruce take to
implement a successful job
analysis, and what method
should he use to analyze his
employees?
An Exercise
• Possible Answer:
1. Determine the Purpose- to
reinforce good behavior among
employees and provide better
customer service
2. Gather as much information as
possible about retail and
customer service, including past
experiences with customers
An Exercise
3. Choose best method of job
analysis
-Critical Incident Technique
-This would allow Bruce to
discuss with his employees past
incidents and whether they were
effective or not
-Assign values of effectiveness
4. Gather information from workers
and other managers about the job
An Exercise
5. Draft a behavioral job
description
6. Identify areas that need
improvement, and implement
training programs to improve
those areas
Summary
• Job analysis is an effective
approach to gathering
information about jobs
• There are 6 popular techniques
to conducting job analyses
• Job analysis is directly related
to nearly every function of
Human Resource departments in
organizations
References
Cascio, Wayne F. Managing Human Resources. New
York: McGraw-Hill, Inc., 1992.
See www.uniformguidelines.com
Guidelines Oriented Job
Analysis (GOJA)
(2) Be experienced and active in the position they represent - include relatively inexperienced
Job experts for “newcomer’s perspective.” With at least one year of active job
experience.
(3) Represent the various “functional areas” and/or shifts of the position.
(5) Train the Panel - Overview of what will be required of them, the KSA rating system,
information on how to write job duties, etc.
Guidelines Oriented Job
Analysis (GOJA)
– Frequency
– Importance
– % of time spent
– Does performance on this duty differentiate best from minimal employee
– Whether removing the duty fundamentally changes the job
– Assignable to others without fundamentally changing the job
Guidelines Oriented Job
Analysis (GOJA)
• Job Experts repeat the process described in Step 2, but for the KSAPCs,
Physical Requirements, Tools & Equipment, Other Requirements, and
Standards.
• Job Experts list the knowledge, skills and abilities that are needed to
accomplish each duty.
Guidelines Oriented Job
Analysis (GOJA)
The Job Experts and supervisors provide ratings on the final list of
duties and KSAPCs.
All Job Experts who participated in the rating process
a. KSAPCs
Link to duties
Frequency
Importance
Minimum versus helpful qualification
Does performance on this duty differentiate best from minimal employee
Level needed for success
Level needed upon entry
Guidelines Oriented Job
Analysis (GOJA)
The Job Experts and supervisors provide ratings on the final list of
duties and KSAPCs.
All Job Experts who participated in the rating process
b. Physical requirements
Link to duties
Frequency
Importance
Minimum versus helpful qualification
Does performance on this duty differentiate best from minimal employee
Level needed upon entry
c. Tools and equipment
Guidelines Oriented Job
Analysis (GOJA)
The Job Experts and supervisors provide ratings on the final list of
duties and KSAPCs.
– Convene two supervisors for the “Supervisor Only” job analysis ratings
– Can have served as Job Experts in the first six steps of the process, or be new to the
GOJA Process
– For duty ratings, they assign: Percentage of Time, Best Worker, Fundamental, and
Assignable.
– Supervisors meet, confer, and agree upon the final supervisor ratings for the job
duties, KSAPCs, and
– Physical Requirements.
– If consensus cannot be reached with two supervisors for any specific ratings, an
additional supervisor should be recruited to provide “tie-breaker” ratings for the
Guidelines Oriented Job
Analysis (GOJA)
The final data (e.g., duties, KSAPCs, etc.) is entered directly into the
GOJA manual, along with the means and standard deviations
Guide for Writing Functional
Competencies
– Teamwork
– Oral Communication
– Customer Focus
– Adaptability
– Initiative
– Professionalism
Guide for Writing Functional
Competencies
• Appraise
• What is a task?
• What is a task?
Personal Characteristic/Attributes –
• A predisposition on the part of an individual to behave in a certain way.
– Organization charts