Chapter 5 Job Analysis Human Resource Management in Canada Falkenberg, Stone, and Meltz Human Resource Management in Canada Fourth Edition Copyright © 1999 Harcourt Brace & Company Canada, Ltd.

Chapter Overview Job analysis: A definition Organization of work Relation to other HRM functions Conducting a job analysis Job analysis: Problems and issues 5.1

Steps in a Job Analysis Work outcomes (the product or services accomplished) Work processes (required job activities or behaviours) Equipment and tools used Work environment factors Job specifications (KSAOs necessary for an adequate level of performance) 5.2

Outcomes of a Job Analysis Determine an effective and efficient organization of tasks into jobs or work assignments Identify KSAOs needed to complete a particular assignment The information gained from a job analysis can be used to: Identify criteria to assess individual performances Identify KSAOs to be considered in staffing decisions 5.3

Job Analysis: Relation to Other HRM Functions Planning and Staffing Employee Development Employee Maintenance 5.4

Job Analysis in Relationship to Other HRM Functions Human Resource Planning Recruiting Selection Orientation Human Resource Development (HRD) Performance Appraisal Career Planning Compensation Employee Health and Safety Labour Relations — Unions 5.5

Outcomes of Work Flow Analysis Determine an effective and efficient organization of tasks into jobs or work assignments Identify whether the work is being done by the right people or work unit Information gained from a workflow analysis can be used to: Determine whether the work should be done in-house or outsourced Identify the location of problems within the overall structure of work Determine the most effective organization of work assignments 5.6

Three Main Steps in Conducting a Job Analysis Choosing the job analysis methods Collecting the job analysis information Summarizing the information in job descriptions 5.7

Methods of Job Analysis Observation methods Direct observation Work methods analysis Time-and-motion studies Micro-motion studies Critical incident technique Interview techniques Questionnaires, including job inventories or checklists 5.8

Information Recorded for Each Critical Incident The events leading up to the incident and the situation in which it occurred Exactly what the employee did that was particularly effective or ineffective The perceived consequences and results of the employee’s actions A judgement as to the degree of control the employee had over the results of his or her behaviour 5.9

Examples of Open-Ended Questions Describe the duties of your job. Describe your daily routine. Describe the skills you feel are essential to the performance of your duties. 5.10

Major Divisions of PAQ 1. Information inputs 2. Mental processes 3. Work output 4. Relationships with other persons 5. Other job characteristics 6. Overall dimensions 5.11

Maximizing the Reliability of Job Analysis by thoroughly training those conducting analyses in the job analysis method(s) to be used by providing detailed job information before the actual analysis by using structured job analysis methods to collect the needed information 5.12