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Published byJemima Cook Modified over 9 years ago
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JOB ANALYSIS © Nancy Brown Johnson 2002
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What is a job? Closely related activities carried out for pay
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TASK What an individual does –e–e.g., types –d–describes activity with no purpose, skills or knowledge, simply describes what they do –i–identifiable outcome
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POSITION one or more duties performed by the same person collection of tasks
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Job Analysis Defined Gathering detailed information about jobs
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Dynamics of Jobs Time - some change with seasons, farming, retail. Employee - jobs get redefined by people Situation - conflict arises in the organization and a manager’s job may change from supervising to mediating or arbitrating.
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Uses of Job Analysis You'll find about everything in HRM will depend upon a good job analysis.
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Job Descriptions Job description is the summary of the task, duties and responsibilities found in job analysis Some see job descriptions as the first product of job analysis.
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Competency Approach Knowledge & skills needed to perform the job Job Specification: Knowledge, skills, and abilities required to do the job Knowledge: factual information Skill: individual’s proficiency Ability: generally enduring capability Sometimes ambiguous
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Training Program Development Good training programs are based on the ability to know what is needed.
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Job-related interviews Employment interviewers can do a much better job of matching candidates with jobs. Helps keep employment interviews more job related
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Other Uses Performance Appraisal Job Evaluation Legal Job redesign, job enrichment, human resource planning, safety.
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Methods of Collecting Job Analysis Data
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Conducting JA Gather information about tasks, activities, or duties. importance frequency Critical knowledge, skills, and abilities determined.
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Direct Observation apparent end products short cycle time end products do not depend upon cognitive skill. analyst should not intrude
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Interview Job Incumbent broad application time consuming & costly. the incumbent reports infrequent & cognitive activities distortion problem
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Performing the Job may not be possible (e.g., doctors) or safe better for less skilled positions not good for non-routine tasks good firsthand experience
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Questionnaires Checklists of items – rating items in terms of their job relevance – easy to do – inexpensive, wide coverage, quantifiable, can be analyzed by a computer Problems – expensive to develop – ambiguous in meaning – respondent may not be motivated to do well
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Diaries Incumbent records activities Written in terms familiar to incumbents Time consuming Possibly biased May miss mental activities
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Who Does the Analysis? Job analyst specifically trained Job incumbent knows job best not objective may tend to inflate job 3 incumbents should be sampled Supervisor should have familiarity with job may idealize Devises cameras or physiological devises to measure stress.
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Job Design Process of defining how work will be performed Changing the way work will be performed
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Design Approaches Motivational Mechanistic from Industrial Engineering – Lean manufacturing based upon employee input Biological - Ergonomics Perceptual Motor
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“End of the Job” Contends that jobs are disappearing as basis for organizing work Need new basis for compensation, work organization, staffing & selection, etc. Move to project basis for work organization
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“End of the Job” Flatter Organizations Work Teams Future of Job Descriptions – jobs broad & change – project demands spell out duties
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Summary Job analysis basic tool for organizations organized around jobs Nature of work is changing, thus the role of jobs might change
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