1. JOB ANALYSIS and HR PLANNING ________________________ Dr
JOB ANALYSIS and HR PLANNING ________________________ Dr. Teal McAteer-Early Michael G. DeGroote School of Business McMaster University Week 2

2. What is a job? Job Tasks Group of related activities and duties
Made up of tasks
Tasks
Basic elements of jobs
“what gets done”

3. What is Job Analysis?
Job analysis (JA) systematically collects, evaluates, and organizes information about jobs
JA identifies behaviours, knowledge, skills, and abilities (KSAs) that are critical to a job

4. What is the purpose of JA?
JA lays the foundation for HRM systems:
Selection
Selection system developed to assess key KSAs
Ensures that it is job-related
Training
Gaps in KSAs of new hires represent training needs
Performance Appraisal
Job analysis establishes performance standards

5. What is the purpose of JA?
Compensation
Relative worth of jobs measured via job evaluation
JA helps you to select the right ee, evaluate the ee fairly, compensate, and train the appropriate skills to the appropriate ees
JA also ensures your system is legally defensible and perceived as fair (procedural justice)

6. Steps in Job Analysis Process
Phase 1: Preparation for job analysis
Familiarization with the organization and its jobs
Determine the uses of the JA information (selection, training?)
Identify what jobs need to be analyzed
Critical to success of the organization
Difficult to learn
New technology

7. Steps in Job Analysis Process
Phase 2: Collection of JA information
Source of Job Data
Job incumbents, supervisors, subordinates, customers
Existing job descriptions
Manuals, publications
National Occupational Classification

8. Steps in Job Analysis Process
Phase 2: Collection of JA information
Data collection instrument design
Gather information systematically
Often involves questionnaire, checklist
Use same questionnaire for similar jobs
Different jobs may require different instrument
Information gathered:
Status, key duties/tasks, KSAs, working conditions, performance standards

9. Steps in Job Analysis Process
Phase 2: Collection of JA information
Data collection method
Face-to-face interviews
Questionnaires
Employee log/diary
Observation
Combination of above
No “best” approach
Trade-offs re: accuracy, time, and cost

10. Existing JA Methods Position Analysis Questionnaire (PAQ)
Functional Job Analysis (FJA)
Critical Incident Technique (CIT)

11. Position Analysis Questionnaire (PAQ)
McCormick (1972)
Developed because of criticism that JA relied on observation – not quantifiable
Detailed questionnaire (194 tasks)
Determines extent to which each task is applicable to target job
Using a 5-point scale

12. Functional Job Analysis (FJA)
Fine & Wiley (1971)
Focuses on task statements
Task statements include:
What? - What gets done (the action/behaviour)
To whom or what? - The object of the action
Why? - Purpose of the action
How? - What facilitates the action?

13. Functional Job Analysis
Tasks are rated on scales reflecting varying degrees of involvement with Things, Data, and People as well as math, language, etc. requirements
Each scale is arranged hierarchically
E.g., People scale ranges from “taking instructions” to “leadership”

14. Critical Incident Technique
Flanagan (1949)
Identifies behaviours that indicate success or failure on the job
Effective vs ineffective behaviours
Critical Incidents include:
Context - in which the incident occurred
Behaviour - exactly what the individual did that was effective or ineffective
Consequences - of the behaviour and whether or not consequences were in the employee’s control

15. Developing Critical Incidents
Interview with people familiar with the job
E.g., supervisors, subordinates, customers
Ask them to describe specific incidents of effective / ineffective behaviour by incumbents of target job
Incident context – What led up to the incident (background)? What was the situation?
Behaviour – What exactly did the person do that was effective / ineffective?
Consequence - What was the outcome of the behaviour?

16. Using Critical Incidents
Critical incidents are collected
Critical incidents that are similar in context are grouped into a behavioural item
2 critical incidents
Rewarding employees for good performance
Publicly praising for good performance
Could be grouped into a behavioural item “Praise/reward subordinates for effective performance”

17. Using Critical Incidents
Similar behavioural items are grouped into a meaningful behavioural criterion
2 behavioural items
“Praise/reward employees…”
“Counselling, giving advice to subordinates”
Combine to form the behavioural criterion “Interactions with subordinates”
These form basis of selection system (e.g., interview), performance appraisal instrument, etc.

18. Steps in Job Analysis Process
Phase 3: Uses of JA information
Job descriptions—Task requirements
Statement that explains duties working conditions, etc. of a job
Job specifications—Person requirements
Statement of what a job demands of the incumbent
E.g., knowledge, skills, abilities (KSAs) and other characteristics required to perform job

19. Steps in Job Analysis Process
Phase 3: Uses of JA information
Performance standards
What is expected of workers
JA may provide performance standards for job where performance is readily quantified, measurable, etc.
May need to be augmented – e.g., participative goal-setting
All of these uses form foundation for various HRM systems

20. In-Class Exercise
In groups, develop critical incidents for university instructors
Generate at least:
3 incidents of effective behaviour and
3 incidents of ineffective behaviour

21. Critical Incident Technique
Think about instructors you have had over the last 12 months:
Without telling me the name, think of someone who has been (in)effective in the role of instructor.
Think of a specific incident that you saw occur that made you think they were (in)effective
What were the circumstances surrounding the incident? What was the situation?
What exactly did they do that was (in)effective?
Make sure you are describing observable behaviour
What were the consequences of the behaviour? Were the consequences due to the person’s behaviour?

22. Human Resource Planning
HR Planning systematically forecasts an organization’s future demand for and supply of employees and matches supply with demand.
Involves
-Forecasting demand
-Forecasting supply
-Addressing labour shortages and surpluses

23. HR Demand and Supply Forecasting Demand External Organizational
Socio-political
Competition
Organizational
Organizational strategy
Sales forecast
Workforce
Retirements, resignations, terminations
Forecasting Supply
External;
Labour market analysis
Demographics
Internal
HR audit/Current employees KSAs
Succession planning replacement charts

24. Strategic Issues re: HR Planning
Must know organization’s short and long- term goals
Different organizational strategies require different human resource plans
Human resource planning facilitates proactive response to environmental and legal challenges

25. Strategic Issues re: HR Planning
4. An organization’s tactical plans must be aligned with HR plans
5. Alignment between organizational and HR plans provides basis for timely and effective recruitment and selection.