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

3. 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.

4. 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

5. FIGURE 4-1 Uses of Job Analysis Information

6. 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.

7. 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.

8. 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

9. 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 Business and Legal Reports, Inc., Old Saybrook, CT © 2004.

10. 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 Business and Legal Reports, Inc., Old Saybrook, CT © 2004.

11. 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.

12. 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

13. 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

14. 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)

15. FIGURE 4-4 Example of Position/Job Description Intended for Use Online
Source: Accessed May 10, 2007.

16. FIGURE 4-4 Example of Position/Job Description Intended for Use Online (cont)
Source: Accessed May 10, 2007.

17. FIGURE 4-4 Example of Position/Job Description Intended for Use Online (cont)
Source: Accessed May 10, 2007.

18. 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.

19. 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.

20. 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

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

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

23. 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

24. 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

25. 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

26. 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

27. 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.

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

29. 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

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

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

32. 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

33. 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.

34. 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.

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

36. 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