Job Analysis and Job Analysis and EvaluationEvaluation

Do it or elseDo it or else

Amit PandeyAmit Pandey

Job AnalysisJob Analysis

The identification of criteria The identification of criteria necessary for successful necessary for successful performance in a given jobperformance in a given job

Identifies KSAsIdentifies KSAs Job tasks to performJob tasks to perform Skills requiredSkills required Abilities needed Abilities needed

Why Bother??Why Bother?? The Job Analysis provides the The Job Analysis provides the

foundation for almost everything HR foundation for almost everything HR is involved in.is involved in. Job DescriptionsJob Descriptions Employee SelectionEmployee Selection TrainingTraining Performance AppraisalsPerformance Appraisals Job ClassificationJob Classification Job EvaluationJob Evaluation Job DesignJob Design

Job vs. Worker Oriented Job vs. Worker Oriented AnalysesAnalyses

Job-OrientedJob-Oriented analysis of analysis of taskstasks

necessary to necessary to complete the jobcomplete the job

more concretemore concrete e.g. college studente.g. college student

attend lecturesattend lectures take notestake notes read textread text write paperswrite papers do homeworkdo homework

Worker-OrientedWorker-Oriented analysis of the analysis of the skillsskills

and abilities requiredand abilities required intelligentintelligent self-motivatedself-motivated able to work aloneable to work alone able to integrate able to integrate

diverse diverse informationinformation

good long-term good long-term memorymemory

time-management time-management skillsskills

Sources of Job InformationSources of Job Information

SMEs (Subject Matter Experts)SMEs (Subject Matter Experts) people who have in-depth knowledge of people who have in-depth knowledge of

specific job under analysis, job skills, specific job under analysis, job skills, and abilitiesand abilities

Job IncumbentJob Incumbent SupervisorsSupervisors Job AnalystJob Analyst

Methods of Job AnalysisMethods of Job Analysis

InterviewsInterviews

Structured Questionnaire / InventoryStructured Questionnaire / Inventory

Direct ObservationDirect Observation

Logbooks / Work DiariesLogbooks / Work Diaries

InterviewsInterviews Most commonly used methodMost commonly used method

very adaptablevery adaptable Usually conducted withUsually conducted with

job incumbents job incumbents technical experts technical experts supervisorssupervisors

Questions like:Questions like: what are your most typical duties?what are your most typical duties? How long do they take?How long do they take? How do you do them?How do you do them?

Con: people may misrepresent/exaggerate Con: people may misrepresent/exaggerate jobjob

Questionnaire/InventoryQuestionnaire/Inventory Lists of Lists of manymany (>200) job characteristics (>200) job characteristics

and activitiesand activities rated in term of frequency and importancerated in term of frequency and importance

method is most useful for comparing method is most useful for comparing jobsjobs DD2 2 - measure of similarity- measure of similarity found job of “housewife” is most similar to found job of “housewife” is most similar to

“patrolman”!“patrolman”! very commonly used (esp. with very commonly used (esp. with

interviews)interviews)

PAQ Example of “Sources of PAQ Example of “Sources of Job Information”Job Information”

Rate the extent to which each is used by the worker as a source of information in performing the job:

Extent of Use:N - Does not apply1 - Very infrequent2- Occasional3 - Moderate4 - Considerable5 - Very substantial

1.___ Written materials (books, reports, articles).2.___ Quantitative materials (graphs, tables of numbers)

3.___ Measuring devices (calipers, tire pressure gauges, thermometers)

4.___ Features of nature (landscapes, geological samples, cloud formations)

ObservationObservation Unobtrusive methodUnobtrusive method

camera; video; audiocamera; video; audio Excellent for understanding and Excellent for understanding and

appreciating conditions under which appreciating conditions under which job is performedjob is performed

Allows analyst to experience aspects Allows analyst to experience aspects of job that worker may not be aware of job that worker may not be aware ofof

Not as good for understanding Not as good for understanding whywhy behaviors do/do not occurbehaviors do/do not occur

Logbook / Worker DiariesLogbook / Worker Diaries

Worker makes systematic entries in Worker makes systematic entries in book outlining activitiesbook outlining activities

May be useful for jobs that are difficult May be useful for jobs that are difficult to observeto observe

But, not commonly usedBut, not commonly used too much variance in writing skillstoo much variance in writing skills can exaggerate tasks performedcan exaggerate tasks performed

Can be done with beepersCan be done with beepers

Typical Job AnalysisTypical Job Analysis

Read any info available re: jobRead any info available re: job training manualstraining manuals job descriptionsjob descriptions equipment manualsequipment manuals

Interview middle managersInterview middle managers pick up lingopick up lingo understand job importance acc. to managementunderstand job importance acc. to management get feel for jobget feel for job develop questions for later interviewsdevelop questions for later interviews

Typical Job Analysis cont.Typical Job Analysis cont.

Observe 3 or 4 people doing jobObserve 3 or 4 people doing job Schedule interviews with incumbents Schedule interviews with incumbents

and supervisorsand supervisors Distribute questionnaires/inventories Distribute questionnaires/inventories

re: job dutiesre: job duties Combine/compile infoCombine/compile info (most imp.) (most imp.)

must summarize using must summarize using allall info. info. no standard procedure; uses creativityno standard procedure; uses creativity

Why do we do Job Analyses?Why do we do Job Analyses? Reduce Role Conflict and AmbiguityReduce Role Conflict and Ambiguity

reduce discrepancy between what organization reduce discrepancy between what organization thinks job is and what job is in realitythinks job is and what job is in reality

Design and Evaluation of TrainingDesign and Evaluation of Training focus training on most difficult and/or most focus training on most difficult and/or most

frequent elements of jobfrequent elements of job Performance AppraisalPerformance Appraisal

criteria for appraisal should be matched with criteria for appraisal should be matched with most important elements of job most important elements of job

Why Job Analysis?Why Job Analysis? Job DesignJob Design

simplify job with too many disparate simplify job with too many disparate activitiesactivities

Personnel SelectionPersonnel Selection once KSAs are identified, job once KSAs are identified, job

requirements can be generatedrequirements can be generated items on job tests can be written items on job tests can be written

based on JAbased on JA e.g., if job requires high intelligence, give e.g., if job requires high intelligence, give

intelligence testintelligence test

Why Job Analysis?Why Job Analysis? Compliance with Civil Rights LegislationCompliance with Civil Rights Legislation

CRA of 1964, 1991, Age Discrimination Act, CRA of 1964, 1991, Age Discrimination Act, Americans with Disabilities ActAmericans with Disabilities Act

if discrimination occurs, must be justifiable if discrimination occurs, must be justifiable business practicebusiness practice

JA is necessary, but not sufficient componentJA is necessary, but not sufficient component

Job EvaluationJob Evaluation judges relative worth of jobs in an organizationjudges relative worth of jobs in an organization sets fair compensation ratessets fair compensation rates

Job EvaluationJob Evaluation

Market Perspective (External Equity)Market Perspective (External Equity) how difficult is it to fill the positionhow difficult is it to fill the position

Ex: I/O Psychologist vs. Clinical PsychologistEx: I/O Psychologist vs. Clinical Psychologist notnot an assessment of value an assessment of value

Based on Job Analysis (Internal Equity)Based on Job Analysis (Internal Equity) skill skill efforteffort responsibilityresponsibility working conditionsworking conditions education requirementseducation requirements

Comparable WorthComparable Worth Equal Pay Act of 1963Equal Pay Act of 1963

““equal pay for equal work”equal pay for equal work” but, not very effective in reducing pay but, not very effective in reducing pay

disparity between men and women (62%)disparity between men and women (62%) different job titles even though same different job titles even though same

tasks!tasks! clerk-typist vs. storekeeperclerk-typist vs. storekeeper WA found guilty of paying 14,000 women WA found guilty of paying 14,000 women

employees 20% less than menemployees 20% less than men

Equal pay for comparable workEqual pay for comparable work based on job based on job taskstasks, not titles, not titles

How are these different?How are these different?

Job AnalysisJob Analysis Job EvaluationJob Evaluation Performance EvaluationPerformance Evaluation