Job Analysis Chapter 4 Part 2 | Recruitment and Placement © 2008 Prentice Hall, Inc. All rights reserved.

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 © 2008 Prentice Hall, Inc. All rights reserved.

Use of Job Analysis Information Recruitment and Selection Compensation EEO Compliance Discovering Unassigned Duties Performance Appraisal Training Information Collected Via Job Analysis © 2008 Prentice Hall, Inc. All rights reserved.

FIGURE 4–1 Uses of Job Analysis Information © 2008 Prentice Hall, Inc. All rights reserved.

FIGURE 4–2 Process Chart for Analyzing a Job’s Workflow Source: Compensation Management: Rewarding Performance by Richard J. Henderson. Reprinted by permission of Pearson Education, Upper Saddle River, NJ. © 2008 Prentice Hall, Inc. All rights reserved.

Steps in doing a job analysis: Steps in Job Analysis Steps in doing a job analysis: 1 3 2 Decide how you’ll use the information. 4 Review relevant background information. 5 Select representative positions. 6 Actually analyze the job. Verify the job analysis information. Develop a job description and job specification. © 2008 Prentice Hall, Inc. All rights reserved.

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

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. After completing the interview, review and verify the data. © 2008 Prentice Hall, Inc. All rights reserved.

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 Expense and time consumed in preparing and testing the questionnaire © 2008 Prentice Hall, Inc. All rights reserved.

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 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.

Methods of Collecting Job Analysis Information: Participant Diary/Logs 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 upon employees to accurately recall their activities © 2008 Prentice Hall, Inc. All rights reserved.

Quantitative Job Analysis Techniques Position Analysis Questionnaire Functional Job Analysis Quantitative Job Analysis Department of Labor (DOL) Procedure © 2008 Prentice Hall, Inc. All rights reserved.

FIGURE 4–7 Selected O*NET General Work Activities © 2008 Prentice Hall, Inc. All rights reserved.

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.

FIGURE 4–9 Marketing Manager Description from Standard Occupational Classification Source: www.bls.gov/soc/ soc_a2c1.htm. Accessed August 17, 2007. © 2008 Prentice Hall, Inc. All rights reserved.

The Job Description Job Identification Job Summary Relationships Job title FLSA status section 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 © 2008 Prentice Hall, Inc. All rights reserved.

Using the Internet for Writing Job Descriptions Standard Occupational Classification (SOC) O*NET™ Online Source: O*Net™ is a trademark of the U.S. Department of Labor, Employment and Training Administration. Reprinted by permission of O*Net. © 2008 Prentice Hall, Inc. All rights reserved.

TABLE 4–2 SOC Major Groups of Jobs 11-0000 Management Occupations 13-0000 Business and Financial Operations Occupations 15-0000 Computer and Mathematical Occupations 17-0000 Architecture and Engineering Occupations 19-0000 Life, Physical, and Social Science Occupations 21-0000 Community and Social Services Occupations 23-0000 Legal Occupations 25-0000 Education, Training, and Library Occupations 27-0000 Arts, Design, Entertainment, Sports, and Media Occupations 29-0000 Healthcare Practitioners and Technical Occupations 31-0000 Healthcare Support Occupations 33-0000 Protective Service Occupations 35-0000 Food Preparation and Serving-Related Occupations 37-0000 Building and Grounds Cleaning and Maintenance Occupations 39-0000 Personal Care and Service Occupations 41-0000 Sales and Related Occupations 43-0000 Office and Administrative Support Occupations 45-0000 Farming, Fishing, and Forestry Occupations 47-0000 Construction and Extraction Occupations 49-0000 Installation, Maintenance, and Repair Occupations 51-0000 Production Occupations 53-0000 Transportation and Material Moving Occupations 55-0000 Military Specific Occupations Note: Within these major groups are 96 minor groups, 449 broad occupations, and 821 detailed occupations. © 2008 Prentice Hall, Inc. All rights reserved.

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.

FIGURE 4–10 Preliminary Job Description Questionnaire Source: Reprinted from www.hr.blr.com with the permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT © 2004. © 2008 Prentice Hall, Inc. All rights reserved.

Writing Job Descriptions (cont’d) Step 1. Decide on a Plan Step 2. Develop an Organization Chart Step 3. Use a Job Analysis/Description Questionnaire Step 4. Obtain Lists of Job Duties from O*NET Step 5. Compile the Job’s Human Requirements from O*NET Step 6. Complete Your Job Description © 2008 Prentice Hall, Inc. All rights reserved.

FIGURE 4–11 Background Data for Examples Example of Job Title: Customer Service Clerk Example of Job Summary: Answers inquiries and gives directions to customers, authorizes cashing of customers’ checks, records and returns lost charge cards, sorts and reviews new credit applications, works at customer service desk in department store. Example of One Job Duty: Authorizes cashing of checks: authorizes cashing of personal or payroll checks (up to a specified amount) by customers desiring to make payment by check. Requests identification—such as driver’s license—from customers and examines check to verify date, amount, signature, and endorsement. Initials check and sends customer to cashier. © 2008 Prentice Hall, Inc. All rights reserved.

Writing Job Specifications (cont’d) Steps in the Statistical Approach 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. © 2008 Prentice Hall, Inc. All rights reserved.

Job Analysis in a “Jobless” World Job Enlargement Job Enrichment Job Design: Specialization and Efficiency? Job Rotation © 2008 Prentice Hall, Inc. All rights reserved.

Job Analysis in a “Jobless” World (cont’d) Flattening the Organization Reengineering Business Processes Dejobbing the Organization Using Self-Managed Work Teams © 2008 Prentice Hall, Inc. All rights reserved.

Competency-Based Job Analysis Competencies Demonstrable characteristics of a person that enable 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 © 2008 Prentice Hall, Inc. All rights reserved.

Competency-Based Job Analysis (cont’d) 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. Use off-the-shelf competencies databanks © 2008 Prentice Hall, Inc. All rights reserved.

FIGURE 4–12 The Skills Matrix for One Job at BP Note: The light blue boxes indicate the minimum level of skill required for the job. © 2008 Prentice Hall, Inc. All rights reserved.

K E Y T E R M S job analysis job description job specifications organization chart process chart diary/log position analysis questionnaire (PAQ) U.S. Department of Labor (DOL) job analysis procedure functional job analysis Standard Occupational Classification (SOC) job enlargement job rotation job enrichment dejobbing boundaryless organization reengineering competencies competency-based job analysis performance management © 2008 Prentice Hall, Inc. All rights reserved.