Chapter 4 Analyzing Jobs

Chapter 4 Objectives Discuss how job analysis lays the foundation for HRM practices that lead to competitive advantage Explain how an organization does a job analysis Describe how an organization records the final results of a job analysis

HRM and Competitive Advantage HR Planning Job Analysis Recruitment Selection Output Retention Legal Compliance Company Image Competence Motivation Work Attitudes Cost Leadership Product Differentiation Training/Develop. Performance App. Compensation Productivity Imp. Workplace Justice Unions Safety & Health International

Linking Job Analysis Practices to Competitive Advantage Competent, Motivated Employees With Positive Job Attitudes Effective Job Analysis Job-Related HRM Competitive Advantage Minimized HRM-Related Lawsuits

Linking Job Analysis to Competitive Advantage Job analysis information can be applied to a variety of HRM practices Recruitment and selection Training and development programs Performance appraisal forms Compensation decisions Productivity improvement programs Employee discipline decisions Safety and health programs

HRM Issues and Practices Determining the Type of Information to be Collected When conducting a job analysis, the organization must determine: The type of information to be collected. How it will be collected? How it will be recorded or documented?

HRM Issues and Practices Determining the Type of Information to be Collected Worker Requirements knowledge, skills, abilities Job Context plant assembly line Job analysis information may be divided into three categories: Job Content Job Context Worker Requirements Job Content assemble boxes The purpose of job analysis dictates the particular information to be gathered

HRM Issues and Practices Determining the Type of Information to be Collected Job Content What the worker does? Purpose of the action. Tools, equipment, or machinery used in the process. Relative importance of tasks. Expected performance levels. Training needed

HRM Issues and Practices Determining the Type of Information to be Collected Job Context Reporting relationships Supervision received Judgment Authority Personal contacts Working conditions Physical demands Personal demands

HRM Issues and Practices Determining the Type of Information to be Collected Worker Requirements Knowledge Skill Ability Personal characteristics Credentials

HRM Issues and Practices Determining How to Collect the Information HR professionals gather job analysis information by: Interviewing the workers. Observing them at work. Having them complete job analysis questionnaires Appropriateness of each approach depends, in part, on the type of information sought.

HRM Issues and Practices Determining How to Collect the Information Job analysis interviews: Structured conversations between the job analyst and one or more subject-matter experts.

HRM Issues and Practices Determining How to Collect the Information Strengths of job analysis interviews: Most frequently used Can be used to collect all types of job analysis information The only way to collect some types of job analysis information

HRM Issues and Practices Determining How to Collect the Information Weaknesses of job analysis interviews: Incumbents may inflate their jobs May reveal only a superficial view of the job Time consuming

HRM Issues and Practices Determining How to Collect the Information Job analysis observation: Involves watching the incumbent perform the job.

HRM Issues and Practices Determining How to Collect the Information Job Analysis Observation Strengths Can determine real rather than estimated time spent on tasks Not subject to self-report biases or misunderstandings Can check consistency of results by comparing notes Useful for complex jobs Useful for identifying subtasks

HRM Issues and Practices Determining How to Collect the Information Job Analysis Observation Weaknesses: Irregularly performed tasks are difficult to capture. Not all tasks are observable. Some workers behave atypically when observed.

HRM Issues and Practices Determining How to Collect the Information Job Analysis Questionnaires

HRM Issues and Practices Determining How to Collect the Information Types of Job Analysis Questionnaires Job analysis inventory Task inventory Ability inventory

HRM Issues and Practices Determining How to Collect the Information Job Analysis Questionnaires Strengths Can get information from several people simultaneously Information can be collected quickly Can be used to group jobs Can be used to determine workers’ training needs

HRM Issues and Practices Determining How to Collect the Information Job Analysis Questionnaires Weaknesses Limited applicability Bias and self-inflated responses are possible

HRM Issues and Practices Determining How Job Analysis Information Will Be Recorded Job Description Job descriptions---general purpose Job descriptions---special purpose Ability Requirements Approach Position Analysis Questionnaire Critical Incident Technique Versatile Job Analysis

HRM Issues and Practices Determining How Job Analysis Information Will Be Recorded General Purpose Job Description Job Identification Job Summary Essential Functions Job Specifications

HRM Issues and Practices Determining How Job Analysis Information Will Be Recorded General Purpose Job Description Strengths Vital HRM tool Can be used for many purposes Weaknesses Brief Deficient for some purposes

HRM Issues and Practices Determining How Job Analysis Information Will Be Recorded Position Analysis Questionnaire decision, communicating, & general responsibilities operating machines & equipment work environment public/customer contacts clerical-related activities supervising, directing, estimating Job technical-related activities physical activities work schedules service-related activities aware of work environment routine repetitive activities

HRM Issues and Practices Determining How Job Analysis Information Will Be Recorded How to Obtain Critical Incidents Think of a specific performance incident that gave you some feeling about how well an individual was doing his/her job. What were the circumstances leading up to the incident? What specifically did the individual do that made you feel he/she was a good, average, or poor performer?

HRM Issues and Practices Line Managers and Job Analysis Help complete the job analysis. Implement job analysis results. Communicate job responsibilities. Review and maintain accuracy of job descriptions.