Chapter 4: Job Analysis Lecturer: Human Resource Management, Arab World Edition Gary Dessler, Akram Al Ariss Chapter 4: Job Analysis Lecturer:

After studying this chapter, you should be able to: Discuss the nature of job analysis, including what it is and how it’s used. Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation. Write job descriptions, including summaries and job functions, using the internet and traditional methods. Write job specifications using the internet as well as your judgment. Explain job analysis in a ‘jobless’ world, including what it means and how it’s done in practice.

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

FIGURE 4-1 Uses of Job Analysis Information

FIGURE 4-2 Process Chart for Analyzing a Job’s Workflow Source: Richard I. Henderson, Compensation Management: Rewarding Performance, Upper Saddle River, NJ: Prentice Hall 1993.

Steps in doing a job analysis: Steps in Job Analysis Steps in doing a job analysis: 1 2 3 Decide how to use the information. 4 Review relevant background information. 5 Select representative positions. 6 Analyze the job. Verify the job analysis information. Develop a job description and job specification.

Methods of Collecting Job Analysis Information: The Interview Information Sources Individual employees Groups of employees Supervisors with knowledge of the job Interview Formats Structured (checklist) Unstructured (open-ended) Advantages Quick, direct way to find overlooked information Disadvantages Distorted information

FIGURE 4-3 Job Analysis Questionnaire for Developing Job Descriptions Note: Use a questionnaire like this to interview job incumbents, or have them fill it out. Source: Reprinted from www.hr.blr.com. Business and Legal Reports, Inc., Old Saybrook, CT © 2004.

FIGURE 4-3 Job Analysis Questionnaire for Developing Job Descriptions (cont) Note: Use a questionnaire like this to interview job incumbents, or have them fill it out. Source: Reprinted from www.hr.blr.com. Business and Legal Reports, Inc., Old Saybrook, CT © 2004.

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. Review and verify the data after completing the interview.

Methods of Collecting Job Analysis Information: 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 Expensive and time-consuming to prepare and test the questionnaire

Methods of Collecting Job Analysis Information: Observation Information Source Observing and noting the physical activities of employees as they go about their jobs Advantages Provides first-hand information Reduces distortion of information Disadvantages Time-consuming Difficult to capture entire job cycle Of little use if job involves a high level of mental activity

Methods of Collecting Job Analysis Information: Participant Diary/Log Information Source Workers keep a chronological diary/ 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 on employees accurately recalling earlier activities (without dictating machines/pagers)

FIGURE 4-4 Example of Position/Job Description Intended for Use Online Source: www.ncf.edu/humanresources/documents/A&P%20Final.doc. Accessed May 10, 2007.

FIGURE 4-4 Example of Position/Job Description Intended for Use Online (cont) Source: www.ncf.edu/humanresources/documents/A&P%20Final.doc. Accessed May 10, 2007.

FIGURE 4-4 Example of Position/Job Description Intended for Use Online (cont) Source: www.ncf.edu/humanresources/documents/A&P%20Final.doc. Accessed May 10, 2007.

Other Methods of Job Analysis Quantitative methods of job analysis Qualitative methods are not always suitable. It is possible to assign quantitative values to each job. The Position Analysis Questionnaire is a popular method. Internet-based job analysis This overcomes the shortfalls of conventional methods. It enables instant, simultaneous international distribution. Lack of face-to-face interaction can cloud the results. Multiple sources of data collection Multiple methods of data collection overcome unreliability. Abu Dhabi National Oil Company uses multiple methods. Diverse sources include groups, individuals, and observers.

FIGURE 4-5 Portion of a Completed Page from the Position Analysis Questionnaire Note: The 194 PAQ elements are grouped into six dimensions. This exhibits 11 of the ‘information input’ questions or elements. Other PAQ pages contain questions regarding mental processes, work output, relationships with others, job context, and other job characteristics.

Writing Job Descriptions Job Identification Job Summary Responsibilities and Duties Authority of Incumbent Standards of Performance Working Conditions Job Specifications Sections of a Typical Job Description

FIGURE 4-6 Sample Job Description, Telesales Representative, Pearson Education Source: Courtesy of HR Department, Pearson Education.

FIGURE 4-6 Sample Job Description, Telesales Representative, Pearson Education (cont) Source: Courtesy of HR Department, Pearson Education.

The Job Description Job Identification Job title 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 and duties (essential functions) Decision-making authority Direct supervision Budgetary limitations Standards of Performance and Working Conditions What it takes to do the job successfully 23

Writing Job Specifications Specifications for Trained Versus Untrained Personnel Specifications Based on Statistical Analysis “What human traits and experience are required to do this job well?” Specifications Based on Judgment

TABLE 4-1 ‘Generic’ Work Behaviors with Examples Job-Related Behavior Some Examples Industriousness (hard-working attitude) Keeps working even when other employees are standing around talking; takes the initiative to find another task when finished with regular work. Thoroughness Cleans equipment thoroughly, creating a more attractive display; notices merchandise out of place and returns it to the proper area. Schedule flexibility Accepts schedule changes when necessary; offers to stay late when the store is extremely busy. Attendance Arrives at work on time; maintains good attendance. Off-task behavior (reverse) Uses store phones to make personal unauthorized calls; conducts personal business during work time; lets joking friends be a distraction and interruption to work. Unruliness (reverse) Threatens to bully another employee; refuses to take routine orders from supervisors; does not cooperate with other employees. Theft (reverse) Cheats on reporting time worked; allows non-employees in unauthorized areas. 25

Writing Job Specifications Specifications for Trained Vs. Untrained Personnel They are easier for trained personnel using track record. Untrained personnel need to have potential for training. The goal is to predict as to who will do well in the job. Specifications Based on Judgment They rely on educated guesses regarding traits and skills. They can be accessed from internet-based competency lists. Generally, a common sense approach is to be adopted. 26

Writing Job Specifications (cont) Specifications Based On Statistical Analysis Analyze the job and decide how to measure job performance. Select personal traits that you believe should predict successful performance. Test candidates for these traits. Measure the candidates’ subsequent job performance. Statistically analyze the relationship between the human traits and job performance.

FIGURE 4-7 Preliminary Job Description Questionnaire Source: www.hr.blr.com, Business and Legal Reports, Inc., Old Saybrook, CT © 2004.

TABLE 4–2 KAMCO Employee Competencies Achievement orientation* Analytical thinking Change management Conceptual thinking Customer service orientation Developing others Empowering others Flexibility Impact and influence Information seeking Initiative Innovative thinking Organizational awareness Organizational commitment Relationship building Team leadership Teamwork and cooperation TABLE 4–2 KAMCO Employee Competencies Source: KAMCO’s Competency Modeling and Dictionary. Note: *Achievement orientation refers to a concern for working well or surpassing a standard of excellence. The standard may be one’s own past performance (striving for improvement); objective measures (results orientation); outperforming others (competitiveness); challenging goals one has set; or even what has never been done (innovation). 29

Job Analysis in a ‘Jobless’ World Job Enlargement Job Enrichment Job Design: Specialization and Efficiency? Job Rotation

Job Analysis in a ‘Jobless’ World (cont) Flattening the Organization Reengineering Business Processes Dejobbing the Organization Using Self-Managed Work Teams

Competency-Based Job Analysis Competencies Demonstrable characteristics of a person that enable the performance of a job Reasons for Competency-Based Job Analysis To support a high-performance work system To create strategically-focused job descriptions To support the performance management process in fostering, measuring, and rewarding: General competencies Leadership competencies Technical competencies

Competency-Based Job Analysis (cont) How to Write Job Competencies-based Job Descriptions: Interview job incumbents and their supervisors. Ask open-ended questions about job responsibilities and activities. Identify critical incidents that pinpoint success on the job.

FIGURE 4-8 The Skills Matrix for One Job at BP Note: The light blue boxes indicate the minimum level of skill required for the job.

FIGURE 4-9 HR Scorecard for KAMCO: Recruitment and Placement Source: Prepared by Dr. Dmytro Roman Kulchitsky, Ph.D., the American University of Kuwait.

Key Terms competencies competency-based job analysis dejobbing diary/log job analysis job description job enlargement job enrichment job rotation job specifications organization chart performance management position analysis questionnaire (PAQ) process chart reengineering