1. Job Analysis Chapter 4 Part 2 | Recruitment and Placement
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2. 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
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3. Use of Job Analysis Information
Recruitment and Selection
Compensation
EEO Compliance
Discovering Unassigned Duties
Performance Appraisal
Training
Information Collected Via Job Analysis
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4. FIGURE 4–1 Uses of Job Analysis Information
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5. 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.
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6. 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.
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7. 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
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8. 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.
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9. 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
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10. 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
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11. 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
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12. Quantitative Job Analysis Techniques
Position Analysis Questionnaire
Functional Job Analysis
Quantitative Job Analysis
Department of Labor (DOL) Procedure
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13. FIGURE 4–7 Selected O*NET General Work Activities
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14. 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
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15. FIGURE 4–9 Marketing Manager Description from Standard Occupational Classification
Source:
soc_a2c1.htm. Accessed
August 17, 2007.
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16. 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
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17. 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.
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18. TABLE 4–2 SOC Major Groups of Jobs
Management Occupations
Business and Financial Operations Occupations
Computer and Mathematical Occupations
Architecture and Engineering Occupations
Life, Physical, and Social Science Occupations
Community and Social Services Occupations
Legal Occupations
Education, Training, and Library Occupations
Arts, Design, Entertainment, Sports, and Media Occupations
Healthcare Practitioners and Technical Occupations
Healthcare Support Occupations
Protective Service Occupations
Food Preparation and Serving-Related Occupations
Building and Grounds Cleaning and Maintenance Occupations
Personal Care and Service Occupations
Sales and Related Occupations
Office and Administrative Support Occupations
Farming, Fishing, and Forestry Occupations
Construction and Extraction Occupations
Installation, Maintenance, and Repair Occupations
Production Occupations
Transportation and Material Moving Occupations
Military Specific Occupations
Note: Within these major groups are 96 minor groups, 449 broad occupations, and 821 detailed occupations.
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19. 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
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20. FIGURE 4–10 Preliminary Job Description Questionnaire
Source: Reprinted from with the permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT © 2004.
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21. 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
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22. 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.
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23. 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.
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24. Job Analysis in a “Jobless” World
Job Enlargement
Job Enrichment
Job Design: Specialization and Efficiency?
Job Rotation
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25. Job Analysis in a “Jobless” World (cont’d)
Flattening the Organization
Reengineering Business Processes
Dejobbing the Organization
Using Self-Managed Work Teams
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26. 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
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27. 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
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28. 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.
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29. 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
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