1. 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.

2. 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

3. 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

4. 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

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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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