1. Chapter 3 Job Analysis 1.Definition and Terminology 2.Importance of Job Analysis 3.The Necessity of Continuous Job Analysis 4.Process of Job Analysis 5.Methods for Collecting Information 6.Job Redesign

2. Chapter 3 Job Analysis Behavioral Objectives Behavioral Objectives When you finish studying this chapter, you should When you finish studying this chapter, you should be able to: be able to: Describe the basic methods of collecting job Describe the basic methods of collecting job analysis information. analysis information. Conduct a job analysis. Conduct a job analysis. Write a job description. Write a job description. Explain the purpose of a job specification and a Explain the purpose of a job specification and a procedure for developing one. procedure for developing one.

3. Chapter Outline The Nature of Job Analysis Methods of Collecting Job Analysis Information Writing Job Descriptions Writing Job Specifications Job Analysis in a “Jobless” World

4. Key Words: job analysis The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. job description A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities—one product of a job analysis.

5. Key Words: job specification A list of a job’s “human requirements,” that is, the requisite education, skills, personality, and so on— another product of a job analysis. Diary/logs Daily listings made by workers of every activity in which they engage along with the time each activity takes.

6. Key Words: position analysis questionnaire (PAQ) A questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs. Department of Labor job analysis Standardized method for rating, classifying, and comparing virtually every kind of job based on data, people, and things.

7. Key Words: Functional job analysis A method for classifying jobs similar to the Department of Labor job analysis but additionally taking into account the extent to which instructions, reasoning, judgment, and verbal facility are necessary for performing job tasks.

8. 1. Definition and Terminology (1) Definition of job analysis Job analysis is the process that defines a job in terms of its tasks or behavior and specify the education, training and responsibility needed to perform the job successfully. Job analysis is the process that defines a job in terms of its tasks or behavior and specify the education, training and responsibility needed to perform the job successfully.  Job analysis is the basis for job design.

9. (2) Results of job analysis:  Job description: a summary statement of what one actually does on the job.  Job specification: a summary statement of what education, background, skills, experience and/or personal traits are required for performing the job. The results of job analysis are job descriptions and job specification.

10. (3) Terminology in job analysis (A)  Tasks: a distinctive work activity carried out for a purpose.  Duty: a segment of work comprising any number of tasks performed by an individual.  Position: a title consisting of one or more duties in a given organization at a given time.  Job: a group of positions that are similar in their significant duties.

11. (3) Terminology of job analysis (B)  Job family: a group of two or more jobs that either require similar worker characteristics or contain parallel work tasks.  Occupation: a group of similar jobs found in different organizations at different times.  Career: a sequence of positions, job or occupations that one engages in during his/her working life.

12. 2. Importance of Job Analysis  Job analysis is the basis for all the other HRM activities.  Job analysis enable the HR manager to develop criteria and programs for recruiting, selection, training and development, performance appraisal, compensation and benefits, and labor protection.  Job analysis helps avoid the problems of unclear tasks, conflicting duties, wrong use of people and other demotivating problems.

13. 3. The Necessity of Continuous Job Analysis Factors causing the change of job characteristics: a.Technology: technological improvement results in the change of tasks and duties. b.People: people’s ability, interest and needs may cause the change of tasks and duties. c.Environment: changes in legal and social environment may require the change of tasks and duties.

14. 4. Process of Job Analysis (1) Determine the use of information  Set the objectives for job analysis: for what purpose.  Choose the appropriate methods in collecting information.

15. (2) Organization analysis:  Analyze the organization structure to collect information about positions.  Analyze the work flow chart of all departments to collect information about tasks and duties.  Compare tasks and duties to positions to see whether the design is appropriate.

16. (3) Select key positions for analysis. A.Job analysis is a time-consuming and expensive task (always requiring external experts). Only a few key positions require analysis. B.Criteria for selecting positions:  Importance: how important the position is to the overall performance of the organization.  Necessity: whether the job description and specification of the position is not clear or appropriate.  Feasibility: whether it is feasible to conduct the analysis.

17. (4) Collecting information  Collect information that is directly related to the job, such as job characteristics, job activities, working conditions, behavior, traits and abilities necessary for carrying the job.  Review the information collected with the job- incumbents to see whether the information is accurate.

18. (5) Develop job description and specification  Write a summary statement of the specific tasks and duties involved in a certain position based on the information collected.  Write a summary statement of the basic requirements for holding a certain position, such as education, experience, etc.

19. 5. Methods of Collecting Information (1)Qualitative methods A.Interview: individual, group and supervisor interviews. Simple but not quite reliable. B.Questionnaire: ask job incumbents to fill in prepared questionnaire to collect information. Better than interview but still not very reliable. C.Observation: observe job activities, working conditions, human behavior and traits at work place. Feasible for some jobs but not all. D.Job logs/incidents report: study job logs and incident reports. Require careful analysis.

20. (2) Quantitative methods A.Position Analysis Questionnaire: (PAQ) Containing 194 items of six categories: information input; thinking process; work output; interpersonal relationship; working conditions; other traits. Containing 194 items of six categories: information input; thinking process; work output; interpersonal relationship; working conditions; other traits. B.Department of Labor Procedure (DOL) Containing job title, industry and its code, and worker functions with respect to data, people and things. Each function has an importance level. Containing job title, industry and its code, and worker functions with respect to data, people and things. Each function has an importance level. C.Functional Job Analysis: Rates the job not just on data, people and things but also on necessary instruction, reasoning, calculation, and verbal ability. Rates the job not just on data, people and things but also on necessary instruction, reasoning, calculation, and verbal ability.

21. 6. Job Design (1) Definition:  Definition: Job design is the process of structuring job elements, duties and tasks in a manner to achieve optimal performance and satisfaction.  Optimal performance—aim of the Scientific Management, not necessarily resulted in satisfaction.  Satisfaction—aim of the Per Milk theory, not necessarily resulted in optimal performance.

22. (2) Rational Job design A.Based on Adam Smith’s division of labor and Taylor’s Scientific Management. B.Objective: optimal performance. C.Weakness:  Not considering employee satisfaction.  Mechanical and routine tasks.  Restriction of employee development.  Restriction of autonomy and creativity.

23. (4) Job Characteristic Design (Hackman etal) A.Job diagnosis: what to diagnose?  Characteristics of the job itself: study the five dimensions of the job.  Motivation, satisfaction and performance of the job-incumbent.  Personal growth of the employees.

24. C. Methods of job characteristic design:  Forming natural work group: reorganize job according to its natural components—task identity.  Combination of tasks-task significance.  Establishing client contact—feedback.  Vertical integration-skill variety and autonomy.  Open feedback channel-allow employee to know his performance at work—be responsible to oneself.