Chapter 3 JOB ANALYSIS

Learning Outcomes Understand job analysis Understand job analysis process Explain job analysis approaches Understand the use of job analysis information to human resource management PB501/Chapter 3/Haniza/PSA

Definitions Job 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 PB501/Chapter 3/Haniza/PSA

Definitions (Cont.) A work group consisting of a supervisor, two senior clerks, and four word processing operators has 3 jobs and 7 positions. PB501/Chapter 3/Haniza/PSA

Questions 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? PB501/Chapter 3/Haniza/PSA

Job specification & Job description JS is a written statement of educational qualifications, specific qualities, level of experience, physical, emotional, technical and communication skills required to perform a job, responsibilities involved in a job and other unusual sensory demands. It also includes general health, mental health, intelligence, aptitude, memory, judgment, leadership skills, emotional ability, adaptability, flexibility, values and ethics, manners and creativity, etc. JD basic job-related data that is useful to advertise a specific job and attract a pool of talent. It includes information such as job title, job location, reporting to and of employees, job summary, nature and objectives of a job, tasks and duties to be performed, working conditions, machines, tools and equipments to be used by a prospective worker and hazards involved in it. PB501/Chapter 3/Haniza/PSA

Items Frequently Included In a Job Description Major duties performed Percentage of time devoted to each duty Performance standards to be achieved Working conditions and possible hazards Number of employees performing the job, and to whom they report The machines and equipment used on job PB501/Chapter 3/Haniza/PSA

Content 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 job Duties Performed - Major duties PB501/Chapter 3/Haniza/PSA

Job 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 PB501/Chapter 3/Haniza/PSA

Problems If Job Specifications Are Inflated May systematically eliminate minorities or women from consideration Compensation costs will increase Job vacancies will be harder to fill PB501/Chapter 3/Haniza/PSA

Timeliness of Job Analysis Rapid pace of technological change makes need for accurate job analysis even more important now and in the future. PB501/Chapter 3/Haniza/PSA

The use of job analysis PB501/Chapter 3/Haniza/PSA

Recruitment & 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. PB501/Chapter 3/Haniza/PSA

Performance 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. PB501/Chapter 3/Haniza/PSA

Training & 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. PB501/Chapter 3/Haniza/PSA

Compensation management Plays a vital role in deciding the pay packages and extra perks and benefits and fixed and variable incentives of employees. The pay package depends on the position, job title and duties and responsibilities involved in a job. The process guides HR managers in deciding the worth of an employee for a particular job opening. PB501/Chapter 3/Haniza/PSA

Job 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. PB501/Chapter 3/Haniza/PSA

Job analysis process Identify Job analysis purpose Who will conduct job analysis? How to conduct job analysis process? Strategic decision making Training of job analyst Preparation of job analysis process Data collection Documentation, verification & review Developing JS & JD PB501/Chapter 3/Haniza/PSA

Who 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. PB501/Chapter 3/Haniza/PSA

Strategic 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. PB501/Chapter 3/Haniza/PSA

Training 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. PB501/Chapter 3/Haniza/PSA

Preparation 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. PB501/Chapter 3/Haniza/PSA

Data 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 behavior. PB501/Chapter 3/Haniza/PSA

Documentation, verification and review 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. PB501/Chapter 3/Haniza/PSA

Developing JD & JS To segregate the collected data into 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. PB501/Chapter 3/Haniza/PSA

Summary of Types of Data Collected Through Job Analysis Work 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 PB501/Chapter 3/Haniza/PSA

Summary of Types of Data Collected 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 PB501/Chapter 3/Haniza/PSA

Summary of Types of Data Collected 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 PB501/Chapter 3/Haniza/PSA

Job Analysis Methods Questionnaires Observation Interviews Employee recording Combination of methods PB501/Chapter 3/Haniza/PSA

Questionnaires Typically quick and economical to use Structured questionnaire to employees Problem: Employees may lack verbal skills Some employees tend to exaggerate significance of their tasks PB501/Chapter 3/Haniza/PSA

Observation Job analyst watches worker perform job tasks and records observations Used primarily to gather information on jobs emphasizing manual skills Used alone is often insufficient Difficulty: When mental skills are dominant in a job PB501/Chapter 3/Haniza/PSA

Interviews Interview both employee and supervisor Interview employee first, helping him or her describe duties performed Then, analyst normally contacts supervisor for additional information PB501/Chapter 3/Haniza/PSA

Employee Recording Describe daily work activities in diary or log Problem: Employees exaggerating job importance Valuable in understanding highly specialized jobs PB501/Chapter 3/Haniza/PSA

Combination of Methods Usually use more than one method Clerical and administrative jobs: questionnaires supported by interviews and limited observation Production jobs: interviews supplemented by extensive work observations may provide necessary data PB501/Chapter 3/Haniza/PSA

Other Methods Available for Conducting Job Analysis Functional Job Analysis Position Analysis Questionnaire Critical Incident Method PB501/Chapter 3/Haniza/PSA

Functional Job Analysis Concentrates on the interactions among the work, the worker, and the organization Assesses specific job outputs and identifies job tasks in terms of task statements PB501/Chapter 3/Haniza/PSA

Position Analysis Questionnaire Uses a checklist approach to identify job elements Focuses on general worker behaviors instead of tasks Different job descriptors relate to job- oriented elements Each job being studied is scored relative to the job dimensions PB501/Chapter 3/Haniza/PSA

Critical 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. PB501/Chapter 3/Haniza/PSA

Conducting Job Analysis People who participate in job analysis should include, at a minimum: Employee Employee’s immediate supervisor PB501/Chapter 3/Haniza/PSA

Job Analysis and the Law Similar pay must be provided if jobs are not substantially different as shown in job descriptions Basis for adequate defenses against unfair discriminations charges in selection, promotion, and other areas of HR administration Specify job elements that endanger health or are considered unsatisfactory or distasteful by most people PB501/Chapter 3/Haniza/PSA