1. Human Resource Management Job Analysis By Engr. Attaullah Shah BSc. Civil ( Gold Medal), MSc. ( Str. Engg), MBA, MA ( Eco), MSc ( Envir design), PGD ( Comp Sc) PhD Scholar ( UET TAXILA) Project Director Allama Iqbal Open University E-mail: pd@aiou.edu.pkpd@aiou.edu.pk pdaiou@yahoo.com Website: www.aiou.edu.pkwww.aiou.edu.pk Telephone/Fax: 051-9250100 Cell: 0333-5729809

2. Outline HRM Goal Definitions Format of a Job Description Format of a Task Statement Job Analysis Process

3. HRM Goal: Match Person & Job Need information about person & job Job analysis focuses on getting job information (tasks & duties and required qualifications)

4. Definitions Task: a unit of work activity performed by a worker within a limited time period Duty: several related tasks that are performed by an individual Position: the set of all tasks and duties performed by an individual Job: a group of identical positions

5. Definitions (cont’d.) Job Description: a document that identifies the tasks and duties performed on a job Job Specification: a document that identifies the qualifications necessary for successful performance of a job Job Analysis: the process of collecting and analyzing information about a job to write the job description and the job specification

6. Format of a Job Description Combine job description & job specification Common Elements  Job Title  Job Summary  Tasks & Duties  Qualifications  Other information How much detail?

7. Format of a Task Statement First word or phrase (required): Performs what action? (Present-tense verb)  Example: “Supervise …” Next word or phrase (required): To whom or what is the action performed?  Example: “… operation of Machines …” Next (optional): Additional information  Example: “… to maximize profitability.”

9. Job Analysis Process Source: Fisher, Schoenfeldt, & Shaw (2003), Figure 4.1

10. Phase 1: Scope of Project Decide purposes of project  Job design  Recruiting  Selection  Performance appraisal  Training  Compensation Decide which jobs to include

11. Phase 2: Methods Decide which types of data are needed  Tasks & duties  Qualifications: KSAs & other characteristics Identify sources of job data  Job incumbents: observation, interview, questionnaire  Supervisors: interview, questionnaire  Other sources

12. Phase 2: Methods (cont’d.) Select job analysis procedure  Narrative  Engineering approaches (e.g., time & motion)  Structured job analysis procedures Other examples: Critical Incidents Technique (CIT), Functional Job Analysis (FJA), Position Analysis Questionnaire (PAQ), Task Inventory Procedure, Ability Requirements Scales, Personality-Related Procedures (e.g., PPRF), & Managerial Procedures (e.g., MPDQ & PMPQ)

13. Phase 3: Data Collection & Analysis Collect job data Analyze job data Report results to organization Recheck job analysis data periodically

14. Phase 4: Assessment Evaluate results against criteria of benefits, costs, and legality  Is the information job-related?  Is the information reliable & valid?  Are the job descriptions being used appropriately?

15. Individual Work and Organizational Performance Q: How exactly does individual work contribute to organizational performance? Or: How do organizational goals translate into hiring requirements?

16. The Changing Nature of Work Various types of jobs:  Traditional  Evolving  Flexible  Idiosyncratic  Team-based  Tele-work( Virtual Organizations)

17. Three Types of Job Analysis Job Requirements Competency- Based Job Rewards Focus on specific tasks and KSAOs. Focus on general KSAOs. Focus on both intrinsic and extrinsic rewards. Looks at context for a specific job. Looks at the use of KSAOs across jobs. Used for specific jobs.

18. Why Should Organizations Do Job Analysis? 1. Assist with legal compliance 2. Recruitment 3. Selection 4. Performance appraisal 5. Training & development 6. Compensation 7. Employee/Labor relations

19. How is Job Analysis Conducted? (1) 1. Sources of job analysis information: a. Job analyst b. Job incumbent c. Supervisor d. Other “SMEs”

20. How is Job Analysis Conducted? (2) 2. General approaches: a. prior information b. observation c. interviews d. questionnaires e. diaries/logs

21. How is Job Analysis Conducted? (3) 3.Some specific approaches: A. Functional Job Analysis  Uses the Dictionary of Occupational Titles  Breaks jobs down in terms of “data, people, and things” B. Structured Job Analysis Interviews  One of the best ways to get information on both tasks and KSAOs C. Position Analysis Questionnaire (PAQ)  Worker-oriented  Good for comparing jobs

22. How is Job Analysis Conducted? (3 cont.) D. Management Position Description Questionnaire (MPDQ)  A generic approach to analyzing managerial jobs E. Task Inventories  Very specific analysis of particular jobs F. Combination Approaches