Job Analysis

Procedure to determine the duties of jobs & the characteristics of the people who should be hired for them Used to develop job descriptions & job specifications

Methods of Collecting Job Analysis Information

Interviews Questionnaires Observation Participant Diary/Logs

Interviews
What is the job being performed?

What exactly do you do?

What are your major duties?

Most widely used method Allows the worker to report activities & behavior that might not otherwise surface Major problem is distortion of information

Questionnaires
A typical job analysis questionnaire would have a mix of open-ended & structured questions

Observation

Useful when jobs consist mainly of observable physical activity

Participant Diary/Logs

For every activity the employee engages in, he or she records the activity, along with the time in a log.

Job Descriptions
Written statement of: what the jobholder does how he does it under what conditions the job is performed.

Job Descriptions

Job Identification Job Summary Relationships Responsibilities & Duties

Authority Standards of Performance Working Conditions & Physical Environment

Work-flow Analysis
provides a means for managers to understand all the tasks required to produce a high-quality product & the skills necessary to perform those tasks. Work flow analysis includes:

analyzing work inputs analyzing work processes analyzing work outputs

Developing a Work-Flow Analysis

Raw Inputs - material - information

Equipment - facilities - systems

ACTIVITY what tasks are required?

OUTPUT - product/service - how measured?

People - knowledge - skills - abilities

The Importance of Job Analysis to HR Managers

Work Redesign Performance Appraisal Job Evaluation

HR Planning

Job Analysis
Recruitment Career Planning

Selection

Training & Development

Importance of Job Analysis to Line Managers

must have detailed information about all the jobs in their work group to understand the work-flow process. need to understand the job requirements to make intelligent hiring decisions. as the manager is responsible for ensuring that each individual is performing his or her job satisfactorily, the manager must clearly understand the tasks required in every job.

Job Analysis Information

Job Description - a list of tasks, duties, & responsibilities (TDRs)

Job Specification - a list of knowledge, skills, abilities, & other characteristics (KSAOs)

Sample Job Description

Job Title: Maintenance Mechanic General Description of Job: General maintenance & repair of all equipment used in the operations of a particular district. Includes the servicing of company used vehicles, shop equipment, & machinery used on job sites.
1. 2. 3. 4. Essential duty (40%) Maintenance of Equipment Essential duty (40%) Repair of Equipment Essential duty (10%) Testing & Approval Essential duty (10%) Maintain Stock

Nonessential functions: Other duties assigned

The Job Analysis Process

Technological Union

Change

Mgt Agreements

People

Steps in the Job Analysis Process

Organization Analysis

Deciding on the uses of Job Analysis

Selection of Jobs for Analysis Collection of Data Preparation of Job Description Preparation of Job Specification

Job Analysis Methods

Position Analysis Questionnaire (PAQ)

Task Analysis Inventory Fleishman Analysis System (FJAS) Occupational Information Network (O*NET)

Mgt Position Description Questionnaire

208 item behaviourally based instrument for describing, comparing, classifying & evaluating executive positions in terms of their content General information Decision making Planning & organizing Supervising & controlling Consulting & innovating Monitoring business indicators

Job Dimensions & Job Tasks of a University Professor

Teaching prepares & presents lecture material in class Research prepares research reports for publication in journals Service serves on departmental committees as needed

Advising gives career counseling advice to students

Consulting performs work for external organizations

Uses of Job Analysis

Organization structure Manpower planning Recruitment, selection placement

Responsibility
Authority Accountability Labour Relations Deviation from agreed job standards Counselling Vocational guidance Rehabilitation Counselling
Engineering design & methods of improvement Job design & matching of social & psychological requirements of employees technical system requirements

Future job requirement

Skill requirement

Matching job requirement & skill

JOB ANALYSIS Job description Factual statement of tasks, duties & responsibilities of a job Job specification Statement of human attributes, abilities, skill required to perform job

Orientation What is expected? Performance Appraisal Performance standards Performance review Career path planning Future prospects for movement along career paths

Training & Development

Job Evaluation & Rating Classification of jobs Guiding decisions on salary structures

Updating of skills Changing job requirements

Job Design

Job design - process of defining the way work will be performed & the tasks that will be required in a given job. Job redesign - changing the tasks or the way work is performed in an existing job. The four approaches used in job design are: mechanistic approach motivational approach biological approach perceptual-motor approach

Mechanistic Approach

Has its roots in classical industrial engineering. Focuses on designing jobs around the concepts of task specialization, skill simplification, & repetition. Scientific mgt, one of the earliest mechanistic approaches, sought to identify the one best way to perform the job through the use of time-and-motion studies. The scientific mgt approach was built upon in later years & resulted in a mechanistic approach that calls for the job to be designed very simply. New employees can be trained to perform the job quickly & inexpensively.

Motivational Approach

focuses on job characteristics that affect the psychological meaning & motivational potential of job design. A focus on increasing job complexity through job enlargement, job enrichment, & the construction of jobs around socio-technical systems.

Hackman & Oldhams -Job Characteristics Model

A model of how job design affects employee reaction
Core Job Dimensions
Skill Variety Task Identity Task Significance Autonomy Feedback Knowledge of Results Psychological States Meaningful Work Responsibility for Outcome Work Outcomes

High Motivation
High Quality of Work High Satisfaction Low Absenteeism & Turnover

Biological Approach

Comes primarily from the sciences of biomechanics, or the study of body movements ergonomics, or the concern with examining the interface between individuals' physiological characteristics & the physical work envt. goal - to minimize the physical strain on the worker by structuring the physical work envt around the way the body works. Focuses on outcomes such as physical fatigue, aches & pains, & health complaints.

Perceptual-Motor Approach

Has its roots in the human-factors literature. Focuses on human mental capabilities & limitations. The goal is to design jobs in a way that ensures that they do not exceed people's mental capabilities. Tries to improve reliability, safety, & user reactions by designing jobs in a way that reduces the information processing requirements of the job.

Trade-Offs among Different Approaches to Job Design

Job Design Approach Motivational Positive Outcome Negative Outcomes
Increased training time Higher job satisfaction Lower utilization levels Higher motivation Greater likelihood of error Greater job involvement Greater chance of mental Lower absenteeism overload & stress Decreased training time Lower job satisfaction Higher utilization levels Lower motivation Lower likelihood of error Higher absenteeism Less chance of mental overload & stress Less physical effort Higher financial costs because Less physical fatigue of changes in equipment or Fewer health complaints Fewer medical incidences job environment Lower absenteeism Higher job satisfaction Lower likelihood of error Lower likelihood of accidents Lower job satisfaction Less chance of mental Lower motivation overload & stress Lower training time Higher utilization levels

Mechanistic

Biological

Perceptual-Motor