ch 3 job_analysis

Chapter 3Chapter 3JOB ANALYSISJOB ANALYSIS

Learning OutcomesLearning OutcomesCLO 2 – illustrate properly the

procedures and processes in managing human resource

LLO :◦ Understand job analysis process◦ Understand job analysis◦ Explain job analysis approaches◦ Understand the use of job analysis

information to human resource management

PB501/Chapter 3/Haniza/PSA

DefinitionsDefinitionsJob analysis - Systematic process of determining

skills, duties, and knowledge required for performing jobs in organization

Job - Consists of group of tasks that must be performed for organization to achieve its goals

Position - Collection of tasks and responsibilities performed by one person; there is a position for every individual in organization


Definitions (Cont.)Definitions (Cont.)A work group consisting of a supervisor,

two senior clerks, and four word processing operators has 3 jobs and 7 positions.


Questions Job Analysis Should AnswerQuestions Job Analysis Should Answer

What physical and mental tasks does worker accomplish?

When is job to be completed?Where is job to be accomplished?How does worker do job?Why is job done?What qualifications are needed to

perform job?


Job Analysis: A Basic Human Resource Management ToolJob Analysis: A Basic Human Resource Management Tool

Tasks Responsibilities Duties

Job Analysis

Job Descriptions

Job Specifications

Knowledge Skills Abilities

Staffing

Training and Development

Performance Appraisal

Compensation

Safety and Health

Employee and Labor Relations

Legal Considerations


Job specification & Job descriptionJob specification & Job description


Job designJob design


Job enlargementJob enlargement


Job rotationJob rotation


The use of job analysisThe use of job analysis


Recruitment & selectionRecruitment & selection Helps in determining what kind of person is

required to perform a particular job. It points out the educational qualifications,

level of experience and technical, physical, emotional and personal skills required to carry out a job in desired fashion.

The objective is to fit a right person at a right place.


Performance analysisPerformance analysis To check if goals and objectives of a

particular job are met or not. It helps in deciding the performance

standards, evaluation criteria and individual’s output.

On this basis, the overall performance of an employee is measured and he or she is appraised accordingly.


Training & developmentTraining & development Be used to assess the training and

development needs of employees. The difference between the expected and

actual output determines the level of training that need to be imparted to employees.

It also helps in deciding the training content, tools and equipments to be used to conduct training and methods of training.


Compensation managementCompensation managemento Plays a vital role in deciding the pay

packages and extra perks and benefits and fixed and variable incentives of employees.

o The pay package depends on the position, job title and duties and responsibilities involved in a job.

o The process guides HR managers in deciding the worth of an employee for a particular job opening.


Job designing & redesigningJob designing & redesigning The main purpose of job analysis is to

streamline the human efforts and get the best possible output.

It helps in designing, redesigning, enriching, evaluating and also cutting back and adding the extra responsibilities in a particular job.

This is done to enhance the employee satisfaction while increasing the human output.


Job analysis processJob analysis process


Identification of job analysis purposeIdentification of job analysis purpose

To determine its need and desired output. Spending human efforts, energy as well as money is useless until HR managers don’t know why data is to be collected and what is to be done with it.


Who will conduct job analysisWho will conduct job analysis To decide who will conduct it. Some companies prefer getting it done by

their own HR department while some hire job analysis consultants.

Job analysis consultants may prove to be extremely helpful as they offer unbiased advice, guidelines and methods.

They don’t have any personal likes and dislikes when it comes to analyze a job.


How to conduct the processHow to conduct the process A planned approach about how to carry

the whole process is required in order to investigate a specific job.


Strategic decision makingStrategic decision making Deciding the extent of employee

involvement in the process, the level of details to be collected and recorded, sources from where data is to be collected, data collection methods, the processing of information and segregation of collected data.


Training of job analystTraining of job analyst To train the job analyst about how to

conduct the process and use the selected methods for collection and recoding of job data.


Preparation of job analysis processPreparation of job analysis process

Communicating it within the organization is the next step.

HR managers need to communicate the whole thing properly so that employees offer their full support to the job analyst.

The stage also involves preparation of documents, questionnaires, interviews and feedback forms.


Data collectionData collection To collect job-related data including

educational qualifications of employees, skills and abilities required to perform the job, working conditions, job activities, reporting hierarchy, required human traits, job activities, duties and responsibilities involved and employee behaviour.


Documentation, verification and Documentation, verification and reviewreview Proper documentation is done to verify

the authenticity of collected data and then review it.

This is the final information that is used to describe a specific job.


Developing JD & JSDeveloping JD & JS To segregate the collected data in to useful

information. Job Description describes the roles,

activities, duties and responsibilities of the job.

job specification is a statement of educational qualification, experience, personal traits and skills required to perform the job.


Reasons For ConductingReasons For Conducting Job Analysis Job AnalysisStaffing - Haphazard if recruiter does not know

qualifications needed for jobTraining and Development - If specification lists

particular knowledge, skill, or ability, and person filling position does not possess all necessary qualifications, training and/or development is needed

Performance Appraisal - Employees should be evaluated in terms of how well they accomplish duties specified in their job descriptions and any other specific goals that may have been established

Compensation - Value of job must be known before dollar value can be placed on it


Reasons For ConductingReasons For Conducting Job Analysis (Cont.) Job Analysis (Cont.)

Safety and Health - Helps identify safety and health considerations

Employee and Labor Relations - Leads to more objective human resource decisions

Legal Considerations - Having done job analysis important for supporting legality of employment practices


Summary of Types of Data CollectedSummary of Types of Data Collected Through Job Analysis Through Job AnalysisWork Activities - Work activities and

processes; activity records (in film form, for example); procedures used; personal responsibility

Worker-oriented activities - Human behaviors, such as physical actions and communicating on job; elemental motions for methods analysis; personal job demands, such as energy expenditure


Summary of Types of Data CollectedSummary of Types of Data Collected Through Job Analysis (Cont.) Through Job Analysis (Cont.)

Machines, tools, equipment, and work aids used

Job-related tangibles and intangibles - Knowledge dealt with or applied (as in accounting); materials processed; products made or services performed

Work performance - Error analysis; work standards; work measurements, such as time taken for a task


Summary of Types of Data CollectedSummary of Types of Data Collected Through Job Analysis (Cont.) Through Job Analysis (Cont.)

Job context - Work schedule; financial and nonfinancial incentives; physical working conditions; organizational and social contexts

Personal requirements for job - Personal attributes such as personality and interests; education and training required; work experience


Job Analysis MethodsJob Analysis Methods

QuestionnairesObservationInterviewsEmployee recordingCombination of

methods


QuestionnairesQuestionnaires

Typically quick and economical to use Structured questionnaire to employeesProblem: Employees may lack verbal skillsSome employees tend to exaggerate

significance of their tasks


ObservationObservation

Job analyst watches worker perform job tasks and records observations

Used primarily to gather information on jobs emphasizing manual skills

Used alone is often insufficientDifficulty: When mental skills are

dominant in a job


InterviewsInterviews

Interview both employee and supervisor

Interview employee first, helping him or her describe duties performed

Then, analyst normally contacts supervisor for additional information


Employee RecordingEmployee Recording

Describe daily work activities in diary or log

Problem: Employees exaggerating job importance

Valuable in understanding highly specialized jobs


Combination of MethodsCombination of Methods

Usually use more than one methodClerical and administrative jobs:

questionnaires supported by interviews and limited observation

Production jobs: interviews supplemented by extensive work observations may provide necessary data


Other Methods Available for Other Methods Available for Conducting Job Analysis Conducting Job Analysis

Functional Job Analysis Position Analysis Questionnaire

Critical Incident MethodComputer Job Analysis


Functional Job AnalysisFunctional Job AnalysisConcentrates on the interactions among

the work, the worker, and the organization

Modification of the job analysis schedule Assesses specific job outputs and

identifies job tasks in terms of task statements


Helps in collecting and recording job-related data to a deeper extent.

It is used to develop task-related statements.

The technique helps in determining the complexity of duties and responsibilities involved in a specific job.

This work-oriented technique works on the basis of relatedness of job-data where complexity of work is determined on a scale of various scores given to a particular job.

The lower scores represent greater difficulty.


Position Analysis QuestionnairePosition Analysis QuestionnaireUses a checklist approach to identify job

elements Focuses on general worker behaviors

instead of tasks 194 job descriptors relate to job-

oriented elements Each job being studied is scored relative

to the 32 job dimensions


Critical Incident MethodCritical Incident Method Is a set of procedures used for collecting direct observations of

human behavior that have critical significance and meet methodically defined criteria.

These observations are then kept track of as incidents, which are then used to solve practical problems and develop broad psychological principles.

A critical incident can be described as one that makes a significant contribution—either positively or negatively—to an activity or phenomenon.

Critical incidents can be gathered in various ways, but typically respondents are asked to tell a story about an experience they have had.


http://en.wikipedia.org/wiki/Procedure_(term)

http://en.wikipedia.org/wiki/Human_behavior

http://en.wikipedia.org/wiki/Psychological

CIT is a flexible method that usually relies on five major areas.

The first is determining and reviewing the incident, then fact-finding, which involves collecting the details of the incident from the participants.

When all of the facts are collected, the next step is to identify the issues.

Afterwards a decision can be made on how to resolve the issues based on various possible solutions.

The final and most important aspect is the evaluation, which will determine if the solution that was selected will solve the root cause of the situation and will cause no further problems.


Conducting Job AnalysisConducting Job Analysis

People who participate in job analysis should include, at a minimum:

EmployeeEmployee’s immediate

supervisor


Job DescriptionJob Description

Document that states tasks, duties, and responsibilities of job

Vitally important job descriptions are both relevant and accurate


Items Frequently Included In a Job Items Frequently Included In a Job Description Description

Major duties performedPercentage of time devoted to each dutyPerformance standards to be achievedWorking conditions and possible hazardsNumber of employees performing the job,

and to whom they reportThe machines and equipment used on job


Content of a Job DescriptionContent of a Job Description

Job Identification - Job title, department, reporting relationship, and job number or code

Job Analysis Date - Aids in identifying job changes that would make description obsolete

Job Summary - Concise overview of jobDuties Performed - Major duties


O*NET, the Occupational Information O*NET, the Occupational Information Network Network

Comprehensive government-developed database of worker attributes and job characteristics

Primary source of occupational informationReplaces Dictionary of Occupational Titles

(DOT)


Job SpecificationJob Specification

Job Specification - Minimum qualifications person should possess to perform particular job

Should reflect minimum, not ideal qualifications for particular job

Job specifications are often included as major section of job descriptions


Problems If Job SpecificationsProblems If Job Specifications Are Inflated Are Inflated

May systematically eliminate minorities or women from consideration

Compensation costs will increase

Job vacancies will be harder to fill


Timeliness of Job AnalysisTimeliness of Job Analysis

Rapid pace of technological change makes need for accurate job analysis even more important now and in the future.


Job Analysis for Team Members Job Analysis for Team Members

With team design, there are no narrow jobs

Work departments do is often bundled into teams

Last duty shown on proverbial job description, “And any other duty that may be assigned,” is increasingly becoming THE job description.


Job Analysis and the LawJob Analysis and the Law

Equal Pay Act - Similar pay must be provided if jobs are not substantially different as shown in job descriptions

Fair Labor Standards Act - Employees categorized as exempt or nonexempt


Job Analysis and the Law (Cont.)Job Analysis and the Law (Cont.)Civil Rights Act - Basis for adequate defenses

against unfair discriminations charges in selection, promotion, and other areas of HR administration

Occupational Safety and Health Act - Specify job elements that endanger health or are considered unsatisfactory or distasteful by most people

Americans with Disabilities Act - Make reasonable accommodations for disabled workers


Trends & Innovations:Trends & Innovations:Talent ManagementTalent Management

Process of anticipating workforce needs, managing current workers, attracting highly skilled workers and integrating and developing them to achieve maximum workforce productivity

Basically talent management exists to support company objectives

Companies are going to have to be innovative as they attempt to recruit highly talented individuals


Strategic PlanningStrategic Planning

Strategic Planning - Process by which top management determines overall organizational purposes and objectives and how they are to be achieved

Strategic planning at all levels can be divided into four steps


Strategic Planning and Implementation ProcessStrategic Planning and Implementation ProcessMISSION DETERMINATION

Decide what is to be accomplished (purpose) Determine principles that will guide the effort

ENVIRONMENTAL ASSESSMENT Determining external conditions, threats, and opportunities Determining competencies, strengths, and weaknesses within the organization

External Internal

OBJECTIVE SETTING Specifying corporate-level objectives that are:• Challenging, but attainable • Measurable • Time-specific • Documented (written)

STRATEGY SETTING Specifying and documenting corporate-level strategies and planning

STRATEGY IMPLEMENTATION


Strategy Implementation Strategy Implementation

Leadership Organizational

Structure Information and

Control Systems Technology Human Resources


Human Resource PlanningHuman Resource Planning

Systematic process of matching internal and external supply of people with job openings anticipated in the organization over a specified period of time


Human Resource Planning ProcessHuman Resource Planning ProcessExternal EnvironmentExternal EnvironmentInternal EnvironmentInternal Environment

Strategic Planning

Human Resource Planning

Forecasting Human

Resource Requirements

Comparing Requirements and Availability

Forecasting Human Resource

Availability

Surplus of Workers

Demand = Supply

No Action

Shortage of Workers

Recruitment

Selection

Restricted Hiring, Reduced Hours, Early Retirement, Layoffs,

Downsizing

DefinitionsDefinitionsRequirements forecast - Determining

number, skill, and location of employees organization will need at future dates in order to meet goals

Availability forecast - Determination of whether firm will be able to secure employees with necessary skills, and from what sources


Forecasting Human Resource Forecasting Human Resource RequirementsRequirements

Zero-based forecasting - Uses current level as starting point for determining future staffing needs

Bottom-up approach - Each level of organization, starting with lowest, forecasts its requirements to provide aggregate of employment needs.


Forecasting Human Resource Forecasting Human Resource RequirementsRequirements (Cont.)(Cont.)Relationship between Volume of Sales

and Number of Workers RequiredSimulation Models - Simulation is a

forecasting technique for experimenting with real-world situation through mathematical model representing that situation. A model is abstraction of the real world.


The Relationship of Sales Volume to Number The Relationship of Sales Volume to Number of Employeesof Employees

Number of Employees

500

400

300

200

100

0 10 20 30 40 50 60

Sales (thousands)


Forecasting HR AvailabilityForecasting HR AvailabilityDetermining whether firm will be

able to secure employees with necessary skills, and from what sources

Show whether needed employees may be obtained within company, from outside organization, or from combination of these sources


Use of HR Databases Use of HR Databases Many workers needed for future positions may

already work for firm. Databases include information on all managerial

and nonmanagerial employees. Companies search databases within company to

see if employees with needed qualifications already exist. Growing trend: Automatically notify qualified employees of new positions.


Shortage of Workers ForecastedShortage of Workers Forecasted

Creative recruitingCompensation incentives –

Premium pay is one methodTraining programs – Prepare

previously unemployable people for positions

Different selection standards


Surplus of EmployeesSurplus of Employees

Restricted hiring – Employees who leave are not replaced

Reduced hoursEarly retirementDownsizing - Layoffs


Downsizing Downsizing Also known as restructuring and rightsizingReverse of company growing and

suggests one-time change in organization and number of people employed

Typically, both organizational structure and number of people in the organization shrink for purpose of improving organizational performance


System Used In the Event of System Used In the Event of Downsizing Downsizing

Unionized - Seniority usually is the basis Union-free - Productivity and needs of the

organization Retention bonuses are used to entice

terminated employees to remain for short periods of time to ensure continued services


Negative Aspects of Downsizing Negative Aspects of Downsizing

Cost associated with low morale of those remaining

Layers removed, making advancement in organization more difficult

Workers may seek better opportunities, fearing they may be in line for layoffs


Negative Aspects of Negative Aspects of Downsizing (Cont.) Downsizing (Cont.)

Employee loyalty significantly reduced Institutional memory lostRemaining workers required to do more When demand for products/services

returns, firm may realize it has cut too deep May be an increase in number of

discrimination lawsuits


OutplacementOutplacement

Laid-off employees given assistance in finding employment elsewhere

Companies use outplacement to take care of employees by moving them successfully out of company rather than having to do it on their own


Succession PlanningSuccession Planning

Process of ensuring that qualified persons are available to assume key managerial positions once the positions are vacant

Goal is to help ensure a smooth transition and operational efficiency


Disaster Planning Disaster Planning Should focus on catastrophes that range

from natural calamities such as hurricanes, earthquakes, and floods to man-made crises such as 9/11

Always significant human resource issues to address

Hurricanes Katrina, Rita, Gustav, and Ike


Human Resource Information Systems Human Resource Information Systems (HRIS)(HRIS)

Any organized approach for obtaining relevant and timely information on which to base HR decisions


HUMAN RESOURCE INFORMATION SYSTEMHUMAN RESOURCE INFORMATION SYSTEMGoal: Integrate Core Processes into Seamless SystemGoal: Integrate Core Processes into Seamless System


Input Data Types

Job Analysis

Recruitment

Selection/Job Posting/ Employee Referral

T&D

Performance Appraisal

Compensation

Benefits

Safety

Health

Labor Relations

Employee Relations

Output Data Uses*

Employee Tracking

Diversity Programs

Hiring Decisions

Training Programs/E-learning/Management Succession

Compensation Programs

Benefit Programs (e.g., prescription drug programs)

Health Programs (e.g., Employee Assistance Programs) Bargaining Strategies

Employee Services

Organizational Strategic Plans

Human Resource

Management Plans

Contribute Toward Achievement of:

Human Resource

Information System

*Manager and employee self-service is available.

Manager Self-Service Manager Self-Service

Use of software and corporate network to automate paper-based processes requiring manager’s approval, record-keeping or input, and processes that support manager’s job

MSS can help managers develop and grow staff and assist employees in determining their career paths and developing required competencies


Employee Self-Service (ESS)Employee Self-Service (ESS)

Processes that automate transactions formerly labor-intensive for employees and HR professionals

ESS applications can free up valuable HR staff time, reducing administrative time and costs


Job DesignJob DesignProcess of determining specific tasks to

be performed, methods used in performing these tasks, and how job relates to other work in organization

Job enrichment - Basic changes in content and level of responsibility of job, to provide greater challenge to worker


Job Design (Cont.)Job Design (Cont.)Job enlargement - Changes in scope of

job to provide greater variety to workerReengineering - Fundamental rethinking

and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service and speed


A Global Perspective: India Getting the A Global Perspective: India Getting the Job Done, but DifferentlyJob Done, but Differently

Indian companies invested $6 billion in U.S., which created jobs for Americans

Most Indian companies going global have adopted strategy of ‘not rocking the boat’ at their newly acquired foreign operations

Gaining an appreciation of local laws and customs is important

Language and food choices often present challenges


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.

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall