dessler_hrm12e_ppt_04.ppt

8/10/2019 Dessler_HRM12e_PPT_04.ppt

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GARY DESSLER

HUMAN RESOURCE MANAGEMENT

Global Edition 12e

Chapter 4

Job Analysis

PowerPoint Presentation by Charlie Cook

The University of West AlabamaCopyright 2011 Pearson Education

Part 2 Recruitment and Placement


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Copyright 2011 Pearson Education 42

1. Discuss the nature of job analysis, including what it is

and how its used.

2. Use at least three methods of collecting job analysis

information, including interviews, questionnaires, and

observation.

3. Write job descriptions, including summaries and jobfunctions, using the Internet and traditional methods.

4. Write a job specification.

5. Explain job analysis in a worker-empowered world,

including what it means and how its done in practice.

LEARNING OUTCOMES


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The Basics of Job Analysis: Terms

Job Analysis

The procedure for determining the duties and skill requirementsof a job and the kind of person who should be hired for it.

Job Description

A list of a jobs duties, responsibilities, reporting relationships,

working conditions, and supervisory responsibilitiesoneproduct of a job analysis.

Job Specifications

A list of a jobs human requirements, that is, the requisite

education, skills, personality, and so onanother product of a

job analysis.


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Types of Information Collected

Work

activities

Human

behaviors

Human

requirements

Job

context

Machines, tools,

equipment, and

work aids

Performance

standards

Information

Collected Via

Job Analysis


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Uses of Job Analysis Information

Recruitment

and selection

CompensationEEO

compliance

Discovering

unassigned duties

Performance

appraisal

Training

Information

Collected via

Job Analysis


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FIGURE 41 Uses of Job Analysis Information

Job analysis

Job description

and specification

Recruiting

and selection

decisions

Performance

appraisal

Job evaluation

wage and salary

decisions(compensation)

Training

requirements


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Steps in Job Analysis

1

2

3

4

5

Steps in doing a job analysis:

Review relevant background information.

Decide how youll use the information.

Select representative positions.

Actually analyze the job.

Verify the job analysis information.

6 Develop a job description and job specification.


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FIGURE 42 Process Chart for Analyzing a Jobs Workflow


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Collecting Job Analysis Information

Interviews Questionnaires Observations

Methods for Collecting Job Analysis Information

Diaries/Logs


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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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Methods for Collecting Job AnalysisInformation: The Interview

Information Sources

Individual employees

Groups of employees

Supervisors with

knowledge of the job

Advantages

Quick, direct way to find

overlooked information

Disadvantage

Distorted information

Interview Formats

Structured (Checklist)

Unstructured


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Methods for Collecting Job AnalysisInformation: Questionnaires

Information Source

Have employees fill out

questionnaires to describe

their job-related duties and

responsibilities

Questionnaire Formats

Structured checklists

Open-ended questions

Advantages

Quick and efficient way

to gather information

from large numbers of

employees

Disadvantages

Expense and time

consumed in preparing and

testing the questionnaire


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FIGURE 43 Job Analysis Questionnaire for Developing Job Descriptions

Note: Use aquestionnaire like

this to interview job

incumbents, or have

them fill it out.


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FIGURE 43 Job Analysis Questionnaire for Developing Job Descriptions (contd)


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FIGURE 44 Example of Position/Job Description Intended for Use Online (contd)


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Methods for Collecting Job AnalysisInformation: Observation

Information Source

Observing and noting the

physical activities of

employees as they go

about their jobs bymanagers.

Advantages

Provides first-hand

information

Reduces distortion

of information 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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Methods for Collecting Job AnalysisInformation: Participant Diaries/Logs

Information Source

Workers keep a

chronological diary or log

of what they do and the

time spent on each activity

Advantages

Produces a more complete

picture of the job

Employee participation

Disadvantages Distortion of information

Depends upon employees

to accurately recall their

activities


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Quantitative Job Analysis Techniques

Position Analysis

Questionnaire

Functional Job

Analysis

Quantitative Job

Analysis

Department of

Labor (DOL)

Procedure


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FIGURE 45 Portion of a Completed Page from the Position Analysis Questionnaire

The 194 PAQ elements aregrouped into six dimensions.

This exhibit lists 11 of the

information input questions

or elements. Other PAQ

pages contain questions

regarding mental processes,

work output, relationshipswith others, job context, and

other job characteristics.


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TABLE 41 Basic Department of Labor Worker Functions


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FIGURE 46 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 fromgeographically dispersed employees

Requires less time than face-to-face interviews

Collects information with minimal intervention or guidance


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FIGURE 47 Selected O*NET General Work Activities Categories


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Writing Job Descriptions

Jobidentification

Job

summary

Responsibilities and

duties

Authority of

the incumbent

Standards of

performance

Working

conditions

Job

specifications

Sections of a

Typical Job

Description


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The Job Description

Job Identification

Job title

FLSA status section

Preparation date

Preparer

Job Summary General nature of the job

Major functions/activities

Relationships

Reports to:

Supervises:

Works with:

Outside the company:

Responsibilities and Duties

Major responsibilities andduties (essential functions)

Decision-making authority

Direct supervision

Budgetary limitations Standards of Performance

and Working Conditions

What it takes to do the job

successfully


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FIGURE 48 Sample Job Description, Pearson Education


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FIGURE 48 Sample Job Description, Pearson Education (contd)


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FIGURE 49 Marketing Manager Description from

Standard Occupational Classification


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Using the Internet for Writing Job Descriptions


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TABLE 42 SOC Major Groups of Jobs


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Writing Job Descriptions (contd)

Step 1. Decide on a Plan

Step 2. Develop an Organization Chart

Step 3. Use a Simplified Job Analysis Questionnaire

Step 4. Obtain List of Job Duties from O*NET

Step 5. Compile the Jobs Human Requirements

from O*NET

Step 6. Finalize the Job Description


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FIGURE 410 Preliminary Job Description Questionnaire


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Using O*Net for Writing Job Descriptions


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Using O*Net for Writing Job Descriptions (contd)


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Using O*Net for Writing Job Descriptions (contd)


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Writing Job Specifications

Job specifications

for trained versus

untrained personnel

Job specifications

based on statistical

analysis

What human traits and

experience are required to

do this job well?

Job specifications

based on judgment


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Writing Job Specifications (contd)

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-EmpoweredWorld

Job

Enlargement

Job

Enrichment

Job Design:

From Specialized

to Enriched Jobs

Job

Rotation


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Other Changes at Work

Flattening the

organization

Reengineering

business processes

Changing the

Organization and

Its Structure

Using self-managed

work teams


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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 JobDescriptions

Interview job incumbents and their supervisors

Ask open-ended questions about job responsibilities

and activities.

Identify critical incidents that pinpoint success on thejob.

Use off-the-shelf competencies databanks


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FIGURE 411 The Skills Matrix for One Job at BP

Note: The lighter color boxes within the individual columns indicate

the minimum level of skill required for the job.


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K E Y T E R M S

job analysis

job description

job specifications

organization chart

process chartdiary/log

position analysis questionnaire (PAQ)

Standard Occupational Classification (SOC)

job enlargementjob 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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