PowerPoint Presentation by Charlie Cook The University of West Alabama 1 Human Resource Management ELEVENTH EDITION G A R Y D E S S L E R © 2008 Prentice Hall, Inc. All rights reserved. Job Analysis Chapter 4 Part 2 | Recruitment and Placement

© 2008 Prentice Hall, Inc. All rights reserved.4–2 After studying this chapter, you should be able to: 1.Discuss the nature of job analysis, including what it is and how it’s used. 2.Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation. 3.Write job descriptions, including summaries and job functions, using the Internet and traditional methods. 4.Write job specifications using the Internet as well as your judgment. 5.Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.

The Basics of Job Analysis: Terms Job Analysis Job Analysis The process for determining the jobs and skill needed for a job and the kind of person who should be hired for it. The process for determining the jobs and skill needed for a job and the kind of person who should be hired for it. Job Description Job Description A list of a job’s tasks, responsibilities, reporting relationships, working conditions, and supervisory responsibilities—one product of a job analysis. A list of a job’s tasks, responsibilities, reporting relationships, working conditions, and supervisory responsibilities—one product of a job analysis. © 2008 Prentice Hall, Inc. All rights reserved.4–3

Job Specifications Job Specifications A list of a job’s “human requirements,” that is, the necessary education, skills, personality, and so on—another product of a job analysis. A list of a job’s “human requirements,” that is, the necessary education, skills, personality, and so on—another product of a job analysis. © 2008 Prentice Hall, Inc. All rights reserved.4–4

Uses of Job Analysis Information Recruitment and Selection: Job analysis gives necessary duties and desired human characteristics information needed to effectively recruit and select individuals for jobs.Recruitment and Selection: Job analysis gives necessary duties and desired human characteristics information needed to effectively recruit and select individuals for jobs. Compensation: factors such as skill and education level safety hazards, degree of responsibility, and so on are assessed by job analysis. Compensation: factors such as skill and education level safety hazards, degree of responsibility, and so on are assessed by job analysis. Performance Appraisal: requires knowledge of the job’s Performance Appraisal: requires knowledge of the job’s duties and standard to correctly do it. © 2008 Prentice Hall, Inc. All rights reserved.4–5

© 2008 Prentice Hall, Inc. All rights reserved.4–6 Methods of Collecting Job Analysis Information: The Interview Information SourcesInformation Sources  Individual employees  Groups of employees  Supervisors with knowledge of the job AdvantagesAdvantages  Quick, direct way to find overlooked information DisadvantagesDisadvantages  Distorted information Interview FormatsInterview Formats  Structured (Checklist)  Unstructured

© 2008 Prentice Hall, Inc. All rights reserved.4–7 Methods of Collecting Job Analysis Information: Questionnaires Information SourceInformation Source  Have employees fill out questionnaires to describe their job-related duties and responsibilities Questionnaire FormatsQuestionnaire Formats  Structured checklists  Open-ended questions AdvantagesAdvantages  Quick and efficient way to gather information from large numbers of employees DisadvantagesDisadvantages  Expense and time consumed in preparing and testing the questionnaire

© 2008 Prentice Hall, Inc. All rights reserved.4–8 Methods of Collecting Job Analysis Information: Observation Information SourceInformation Source  Observing and noting the physical activities of employees as they go about their jobs AdvantagesAdvantages  Provides first-hand information  Reduces distortion of information DisadvantagesDisadvantages  Time consuming  Difficulty in capturing entire job cycle  Of little use if job involves a high level of mental activity

© 2008 Prentice Hall, Inc. All rights reserved.4–9 Methods of Collecting Job Analysis Information: Participant Diary/Logs Information SourceInformation Source  Workers keep a chronological diary/ log of what they do and the time spent on each activity AdvantagesAdvantages  Produces a more complete picture of the job  Employee participation DisadvantagesDisadvantages  Distortion of information  Depends upon employees to accurately recall their activities

Internet-Based Job Analysis AdvantagesAdvantages Collects information in a standardized format from Collects information in a standardized format from geographically dispersed employeesgeographically dispersed employees Requires less time than face-to-face interviews Requires less time than face-to-face interviews Collects information with minimal intervention or guidance Collects information with minimal intervention or guidance © 2008 Prentice Hall, Inc. All rights reserved.4–10

The Job Description Job IdentificationJob Identification Job title Job title FLSA status section FLSA status section Preparation date Preparation date Preparer Preparer Location of the job Location of the job Salary and/or pay scale Salary and/or pay scale Job Summary Job Summary General nature of the job General nature of the job Major functions/activities Major functions/activities © 2008 Prentice Hall, Inc. All rights reserved.4–11

The Job Description RelationshipsRelationships Reports to: Reports to: Supervises: Supervises: Works with: Works with: Outside the company : Outside the company : Responsibilities and DutiesResponsibilities and Duties Major responsibilities and Major responsibilities and duties (essential functions)duties (essential functions) Decision-making authority Decision-making authority Direct supervision Direct supervision Budgetary limitations Budgetary limitations © 2008 Prentice Hall, Inc. All rights reserved.4–12

The Job Description Standards of Performance and Working Conditions What it takes to do the job What it takes to do the job successfullysuccessfully Standards the employee is Standards the employee is expected to achieve underexpected to achieve under each of the job description’seach of the job description’s main duties.main duties. © 2008 Prentice Hall, Inc. All rights reserved.4–13

© 2008 Prentice Hall, Inc. All rights reserved.4–14 Writing Job Descriptions Job Identification Job Summary Responsibilities and Duties Authority of the Incumbent Standards of Performance Working Conditions Job Specifications Sections of a Typical Job Description

© 2008 Prentice Hall, Inc. All rights reserved.4–15 Writing Job Specifications Specifications for Trained Versus Untrained Personnel Specifications Based on Statistical Analysis “What traits and experience are required to do this job well?” Specifications Based on Judgment

© 2008 Prentice Hall, Inc. All rights reserved.4–16 K E Y T E R M S job analysis job description job specifications organization chart process chart diary/log position analysis questionnaire (PAQ) functional job analysis job enlargement job rotation job enrichment dejobbingcompetencies competency-based job analysis performance management