1. Job Analysis: Concepts, Procedures, and Choices
Chapter Four
Job Analysis: Concepts, Procedures, and Choices

2. Chapter Outline Traditional Job Analysis The Job Analysis Process
Phase 1: The Scope of the Job Analysis
Phase 2: The Methods of Job Analysis
Phase 3: Data Collection and Analysis
Phase 4: Assessing Traditional Job Analysis Methods
The “New Strategic View” of Job Analysis
Traditional and New Strategic Views of Job Analysis: Working Together
Job Analysis: Adding Value to the Organization
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3. Defining Job Analysis?
Is it simply “obtaining information about jobs?”
Have jobs become extinct?
Are jobs now behavioral contracts between an employee and an organization?
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4. The Job Analysis Process
Determine the scope of the project
Decide on the methods of job analysis
Collect the data and analyze it
Assess the costs, benefits and legality of the analysis project
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5. Phase 1: The Scope of the Job Analysis
How Will The Job Analysis Data Be Used?
Recruiting & selection
Developing an appraising employees
Determining compensation
Job and organizational design
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6. Scope of Job Analysis (cont’d)
Determining Which Jobs to Analyze
Strategically important job
Jobs that are difficult to learn
Job that require frequent hiring
Jobs where there are legal issues
Jobs changed by new technology
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7. Phase 2: The Methods of Job Analysis
Types of Job Data
Work activities
Human Abilities
Occupational Information Network (O*NET)
Qualitative data
Quantitative data
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8. Phase 2: The Methods of Job Analysis (cont’d)
Sources of Job Data
Non-Human Sources, such as…..
Existing descriptions
Films of employees working
Blueprints
Equipment maintenance records
Subject Matter Experts (SMEs)
Job incumbents
Supervisors
Job analysts
Trainers
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9. Phase 2: The Methods of Job Analysis
Job Analysis Procedures
Narrative Job Descriptions
Engineering Approaches
Micromotion Studies
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10. Methods of Job Analysis (cont’d)
Structured Job Analysis Procedures
Critical Incidents Technique (CIT)
Department of Labor O*NET
Functional Job Analysis (FJA)
Position Analysis Questionnaire (PAQ)
Task Inventory Procedure
Ability Requirements Scales
Personality-Related Procedures
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11. Methods of Job Analysis (cont’d)
Structured Procedures (cont’d)
Managerial Job Analysis Procedures
Management Position Description Questionnaire (MPDQ)
Supervisory Task Description Questionnaire (STDQ)
Professional and Managerial Position Questionnaire (PMPQ)
Cognitive Task Analysis
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12. Phase 3: Data Collection and Analysis
Collecting Job Data
Getting the Organization Ready
Sources of Bias
Job Analysis Interviews
Analyzing Job Data
Reporting and Rechecking Job Data
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13. Phase 4: Assessing Job Analysis Methods
Purposes served
Versatility
Standardization level
User acceptance
Training required
Sample size needed
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14. Assessing Job Analysis Methods (cont’d)
Off-the-shelf
Reliability
Legality
Time to complete
Cost
Examine validity of the “job descriptive inference”
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15. The New Strategic View of Job Analysis
Job Analysis Methods Should Be:
Future-oriented
Linked to key strategic issues
More generic in their approach
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16. The New Strategic View (cont’d)
Competency Modelling
Task competencies
Results competencies
Outcome competencies
Knowledge, skill, and attitude competencies
Superior performer differentiators
Attribute bundles
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17. Job Analysis Adding Value?
Dollar costs versus dollar benefits
Non-dollar costs versus non-dollar benefits
Dollar and non-dollar costs/benefits difficult to assess
Critical issue is does job analysis help employees perform better
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18. Review Traditional Job Analysis The Job Analysis Process
Phase 1: The Scope of the Job Analysis
Phase 2: The Methods of Job Analysis
Phase 3: Data Collection and Analysis
Phase 4: Assessing Traditional Job Analysis Methods
The New Strategic View of Job Analysis
Traditional and New Strategic Views of Job Analysis: Working Together
Job Analysis: Adding Value to the Organization
Copyright © Houghton Mifflin Company. All rights reserved.