1. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-1 Chapter 4 Analyzing Jobs

2. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-2 HR Planning Job Analysis Recruitment Selection Workplace Justice Unions Safety & Health International Competence Motivation Work Attitudes Output Retention Legal Compliance Company Image Cost Leadership Product Differentiation Training/Develop. Performance App. Compensation Productivity Imp. HRM and Competitive Advantage

3. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-3 Linking Job Analysis Practices to Competitive Advantage Effective Job Analysis Competitive Advantage Job-Related HRM Competent, Motivated Employees With Positive Job Attitudes Minimized HRM-Related Lawsuits

4. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-4 Uses of Job Analysis Recruitment/ Selection Training & Development Performance Appraisal Compensation Performance Improvement Programs Employee Discipline Safety & Health Job Analysis Foundations

5. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-5 Job Analysis Decisions What type of information will be collected? How will the information be collected? How will the information be recorded or documented?

6. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-6 Job Analysis Information Job Content assemble boxes Job Context plant assembly line Worker Requirements knowledge, skills, abilities

7. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-7 Job Content Information What the worker does The purpose of the action The tools, equipment, or machinery used in the process Task importance Expected performance levels Training needed

8. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-8 Job Context Reporting relationships Supervision received Judgment Authority Personal contacts Working conditions Physical demands Personal demands

9. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-9 Worker Requirements Information Knowledge Skills Ability Personal characteristics Credentials

10. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-10 How to Gather Job Information Interviews Observation Questionnaires

11. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-11 Job Analysis Interview

12. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-12 Strengths of Job Analysis Interview Most frequently used Can be used to collect all types of job analysis information The only way to collect some types of job analysis information

13. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-13 Weakness of Job Analysis Interview Incumbents may inflate their jobs May reveal only a superficial view of the job Time consuming

14. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-14 Job Analysis Observation

15. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-15 Job Analysis Observation Strengths Can determine real rather than estimated time spent on tasks Not subject to self-report biases or misunderstandings Can check consistency of results by comparing notes Useful for complex jobs Useful for identifying subtasks

16. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-16 Job Analysis Observation Weaknesses Irregularly performed tasks are difficult to capture. Not all tasks are observable. Some workers behave atypically when observed.

17. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-17 Job Analysis Questionnaires

18. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-18 Types of Job Analysis Questionnaires Job analysis inventory Task inventory Ability inventory

19. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-19 Job Analysis Questionnaires Strengths Can get information from several people simultaneously Information can be collected quickly Can be used to group jobs Can be used to determine workers’ training needs

20. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-20 Job Analysis Questionnaires Weaknesses Limited applicability Bias and self-inflated responses are possible

21. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-21 Determining How Job Analysis Information will be Recorded Job descriptions---general purpose Job descriptions---special purpose –Ability Requirements Approach –Position Analysis Questionnaire –Critical Incident Technique –Versatile Job Analysis

22. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-22 General Purpose Job Description Job Identification Job Summary Essential Functions Job Specifications

23. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-23 General Purpose Job Descriptions Strengths Vital HRM tool Can be used for many purposesWeaknesses Brief Deficient for some purposes

24. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-24 VERJAS Duties Tasks Task ratings –importance –needed training Job context Competencies

25. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-25 Ability Requirements Approach Mental abilities Perception abilities Psychomotor abilities Physical abilities Sensory abilities

26. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-26 Ability Requirements Approach Strengths Useful for employee selection Can be used to set medical standards for jobs Comprehensive & research basedWeaknesses Information limited in scope Does not provide job context information Does not specify knowledge & skills needed for a job

27. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-27 Position Analysis Questionnaire Job decision, communicating, & general responsibilities operating machines & equipment clerical-related activities technical-related activities service-related activities work schedules routine repetitive activities aware of work environment physical activities supervising, directing, estimating public/customer contacts work environment

28. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-28 Position Analysis Questionnaire Strengths Useful for compensation Can group jobs into “families” VersatileWeaknesses Not as useful for grouping jobs for selection Does not identify tasks or skills

29. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-29 How to Obtain Critical Incidents Think of a specific performance incident that gave you some feeling about how well an individual was doing his/her job. What were the circumstances leading up to the incident? What specifically did the individual do that made you feel he/she was a good, average, or poor performer?

30. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-30 Critical Incidents Strengths Useful for identifying selection criteria Useful for identifying training needsWeaknesses Does not provide a complete job description Time consuming

31. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-31 Line Managers and Job Analysis Help complete the job analysis. Implement job analysis results. Communicate job responsibilities. Review and maintain accuracy of job descriptions.

32. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-32 When Managers do Job Analysis 1. State the purpose of the interview. 2. Structure the interview. 3. Steer the interview. 4. Record the interview. 5. Close the interview.

33. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-33 Documenting Job Analysis Information with VERJAS 1. Identify duties. 2. Identify tasks. 3. Evaluate tasks. 4. Evaluate job context. 5. Evaluate worker competencies (worker requirements).

34. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-34 HRM Department and Job Analysis  Gain upper management support.  Plan and implement the job analysis project.

35. © 2000 by South-Western College Publishing Human Resource Management, 2/E, Lawrence S. Kleiman 4-35 Planning and Implementing a Job Analysis Project Determine goals and objectives. Choose methods for collecting and recording job analysis information. Select subject- matter experts. Gather data. Establish a project schedule. Document the data. Disseminate the information. Manage the study.