1. Chapter 4
Analyzing Jobs

2. 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

3. 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

4. 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

5. 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

6. 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?

7. 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

8. 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

9. 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

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

11. 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.

12. 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.

13. 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

14. 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

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

16. 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

17. 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.

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

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

20. 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

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

22. 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

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

24. 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

25. 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

26. 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?

27. 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.