1. Job Analysis and Job Design
Chapter 4

2. Terminology
Task – the distinct activity that constitutes necessary steps in the performance of work by an employee, such as delivering parts to the assembly lines
Position – Collection of tasks constituting the total work assignment of a single employee
Job – Group of positions that are identical with respect to their major or significant tasks and sufficiently alike to justify their being covered by a single analysis
One or many persons may be employed in the same job
Occupation – A group of similar jobs
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3. Job Analysis
Process of determining and reporting pertinent information relating to the nature of a specific job
Involves determining the tasks and the qualifications(e.g., skills, knowledge, abilities, and responsibilities) for a job
End product of a job analysis is a written description of actual requirements of job -> job description,
job specification
It is the beginning point of many human resource functions
Specifically, data obtained from job analysis form the basis for a variety of human resource activities
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4. Human Resource Activities Influenced by Job Analysis
Staffing (= Recruitment + Selection)
Job analysis identifies the criteria(skills and abilities for a given job) used to recruit and select the most proper people to conduct a certain job
Orientation and training
Job analysis helps in determining learning requirements and establishing learning objectives
Career counseling
Job analysis provides information on variety of jobs in the organization and clarifies exact job requirements the aspiring employee needs to fulfill
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5. Human Resource Activities Influenced by Job Analysis
Employee safety
Often uncovers unsafe practices and/or environmental conditions associated with a job
Performance appraisal
Job analysis helps in determining what to evaluate (job related abilities, attitudes, and behavior)
Compensation
Job analysis helps to ensure that employees receive fair compensation for their jobs
Many of the major HR functions depend on sound job analysis
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6. Products of Job Analysis
Job description – Written summary of nature and requirements of a job
Concentrates on describing the job as it is currently being performed
Explains, in written form, what the job is called, what it requires to be done, where it is to be done, and how it is to be done
Job specification – Description of qualifications the incumbent must possess to perform the job
Knowledge – Identifiable factual information necessary to perform job
Skills – Specific proficiencies necessary for performing tasks that make up the job
Abilities – General and enduring capabilities for doing the job
Other characteristics – education, experience, certificates, etc
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7. Contents of a Job Description (Example)
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8. Contents of a Job Specification (Example)

9. Job Analysis Methods – Observation
Relatively simple and straightforward method of analyzing jobs; can be used independently or in conjunction with other methods
To collect information regarding what was done, how it was done, how long it took, what the job environment was like, and what equipment was used
Work sampling
Based on taking statistical samples of job actions throughout the workday and then drawing inferences about requirements and demands of the job
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10. Work Sampling (Example)

11. Drawbacks of the Observation Method
Observer must be carefully trained to know what to look for and what to record
Helpful to use a form with standard categories of information to be filled in as job is observed to ensure basic information is not omitted
Its application is somewhat limited to jobs involving short and repetitive cycles
Complicated jobs and jobs that do not have repetitive cycles require such lengthy observation periods that it becomes impractical
Direct observation can be used to get a feel for a particular job and then combined with other methods to thoroughly analyze
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12. Job Analysis Methods – Interviews
Requires that person conducting job analysis meet with and interview jobholder
Unstructured interviews – Have no definite checklist or preplanned format; format develops as interview unfolds
Structured interview – Follows a predesigned format
Ensures that all pertinent aspects of job are covered
Easier to compare information obtained from different people holding the same job
Major drawback
Can be extremely time-consuming; compounded when several people are interviewed about the same job
Distortion of information by interviewees
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13. Job Analysis Methods – Questionnaires
Contain both objective and open-ended questions
For existing jobs – Incumbent or immediate manager answers the questions and returns it to job analyst
For new jobs – Questionnaire is normally sent to manager supervising the employee in the new job
Advantage
Information can be obtained from large number of employees in a relatively short time period
Used when large input is needed and time and cost are limiting factors
Major Disadvantages
Distortion of information by respondents
Time-consuming and expensive to develop a questionnaire
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14. Job Analysis Methods – Questionnaires

15. Job Analysis Methods – Questionnaires

16. Job Analysis Methods – Standardized Questionnaires
Position Analysis Questionnaire (PAQ) – Highly specialized instrument for analyzing any job
Uses six major categories of employee activities
Total of 194 descriptors, called job elements, describe the six categories in detail
Using a five-point scale, one can analyze each description for the degree to which it applies to the job
Primary advantage
Can be used to analyze almost any type of job
It is relatively easy to use
Major disadvantage
The sheer length of questionnaire
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17. Employee Activity Categories Used in the PAQ
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18. Sample Page from the Position Analysis Questionnaire (PAQ)
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19. Job Analysis Methods – Standardized Questionnaires
Management Position Description Questionnaire (MPDQ) – Highly structured questionnaire designed specifically for analyzing managerial jobs
Contains 208 items relating to managerial responsibilities, restrictions, demands, and other miscellaneous position characteristics
These items are grouped under the 13 categories
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20. Management Position Description Questionnaire Categories
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21. Sample Questions from MPDQ

22. Potential Problems with Job Analysis
Job descriptions may become outdated (Often, it is not periodically updated to reflect any changes )
Top management support is missing
Only a single means and source are used for gathering data
Supervisor and jobholder do not participate in designing job analysis procedure
No training or motivation exists for jobholders
Employees are not allowed sufficient time to complete the analysis
Information could be distorted
Participants fail to critique the job(fail to find the area for improvement)
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23. Job Design – Alternative Work Schedules and Arrangements : Flextime
Allows employees to choose, within certain limits, when they start and end their workday
Organization defines a core period
Some allow varied hours worked each day, as long as a specified weekly total is met
Advantages
Allows employees to accommodate different lifestyles and schedules
Allows employees to avoid rush hours, having less absenteeism and tardiness
Allows employers an edge in recruiting new employees
May result in an increase in productivity
Disadvantages
Can create communication and coordination problems for supervisors and managers
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24. Telecommuting
The practice of working at home or while traveling and being able to interact with the office
Information technology has aided its uses
Advantages
Less travel time and travel expenses, avoiding rush hour
Avoiding distractions at office
Being able to work flexible hours
Disadvantages
Insurance concerns relating to health and safety of employees working at home
Lack of professional and social environment of workplace
Recent evidence shows that when given a choice, employees prefer a mix of working part-time from home and part-time in office
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25. Job Sharing
Two or more part-time individuals perform a job that would normally be held by one full-time person
Can be in the form of equally shared responsibilities, split duties, or a combination of both
Especially attractive to people who want to work, but not full-time
From organization’s viewpoint, job sharing aids in retention of valuable employees
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26. Condensed Workweek
Number of hours worked per day is increased and number of days in the workweek is decreased
Typically done by having employees work 10 hours per day for four days per week (known as 4/40)
Other variations include reducing total hours worked to 36 or 38 hours
Advantages
Lower absenteeism and tardiness
Less start-up time
More time available for employees to take care of personal business
Disadvantages
Fatigue that often accompanies longer hours
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