JOB ANALYSIS

WHAT IS JOB ANALYSIS?

Determining in detail what the job entails(Job description) and what kind of people (Job specification) the organization should hire for the job
Procedure through which we determine the duties of various positions and characteristics of the people to hire for them

WHO COLLECTS WHAT TYPE OF INFORMATION?

Work activities Human behaviors Machines, Tools, equipment and work aids Performance standards Job context Human requirements

TYPES OF INFORMATION
TYPE OF INFORMATION Work activities Human behaviors DETAILS Info about jobs actual work-sellingHow when and why Sensing, deciding and writing- Info reg job demands- walking long distances Tools, knowledge(application) or services Quantity or quality levels for each job duty Physical working conditions, work schedule, organizational and social context Job related knowledge or skills and personal attributes

Machines, tools, equipment & work aids Performance standards Job context

Human requirements

WHY JOB ANALYSIS-BENEFITS

To support several HRM activities: LEGAL COMPLIANCE-EEO-VALIDATION

ACTIVITY Recruitment and selection Training Performance Appraisal Compensation APPLICATION JD&JS what sort of people to recruit and hire JD- Job specific duties and skillshence training Comparing performance standards-Job duties and standards Estimating the value of each job and its appropriate compensation -Scales and grades

Discovering unassigned duties

Inventory

STEPS IN JOB ANALYSIS

Step 1: Use of information type and method of collecting data

Interviewing for writing job descriptions and selection Position Analysis Questionnaire-Numerical ratings-For comparison for compensation purpose

Steps in Job Analysis

Step 2: Review relevant background information-Organization charts, process charts, and job descriptions
Organization Charts: Div of work, relation to other jobs, location of the job in the organization, title of each position and reporting structure Process charts: Work flow Job description: Start for revised JD

Steps in Job Analysis

Step 3: Select representative positionsSampling Step 4: Actual analysis of the job-Data collection on job activities, required employee behaviors, working conditions, human traits and abilities to perform the job-How? Let us know in the methods

Steps in Job Analysis

Step 5: Verification with employee and immediate supervisor-Gain employees acceptance of the job analysis data and conclusion. How? By giving a chance to review and modify the description

Steps in Job Analysis

Step 6: Develop a JD and JS

JD- Written statement of activities and responsibilities of the job and important features JS- Summary of personal qualities, traits, skills and background to get the job done

TASK

Know about the process of conducting a job analysis and the steps-protocol or logical sequence or practical situationRefer to T1 and discuss in the next class

METHODS FOR COLLECTING JOB ANALYSIS INFORMATION

Information on duties, responsibilities and activities of a job What methods?

Interviews Questionnaires Observation-Organizational Ethnography

Either one or combination Interview to know about job duties and JD Position Analysis Questionnaire(PAQ) for quantifying each jobs relative worth for compensation

EXERCISE FOR NEXT CLASS

Guidelines for Job Analysis

THE INTERVIEW
What is an interview? Unstructured and Structured Interviews Individual interviews/Group InterviewsClass of job-Rule: Immediate supervisor to attend the group session Separate discussion Make the respondent understand the reason fully why interview is conducted to avoid-What? Memorize Typical Interview questions

STRUCUTRED INTERVIEW

Logically arranged questions with checklist

Interviewing guidelines

1.Job analyst+Supervisor-Identify objective and knowledgeable employee 2.Establishing rapport-Quick-LanguagePurpose-Why chosen 3.Checklist-Questions and space for answers 4.Important and frequent duties 5.Review with employee and supervisor after completion

QUESTIONNAIRES

Distribute a set of questions to answer on job related duties and responsibilities Structure-What degree-Open and closed ended Best one is between both the extremes Quick from large no of employees-Less costly Developing and testing-Expensive and time taking

OBSERVATION
Direct observation-Job contains observable physical actions-Clerk Not possible for cognitive activitiesLawyer REACTIVITY-The participant changes Managers use along with interviewObserve the worker on the job-complete cycle and then interview

PARTICIPANT DIARY/LOGS

Participants to keep a diary or log book Recording each activity with time Supplement with interview with worker and supervisor Chronological nature of data Modern trend-Pocket Dictating Machines and pagers

QUANTITATIVE JOB ANALYSIS TECHNIEQUES

Qualitative vs Quantitative Compare job for pay purposes Assigning quantitative values to each job

The Position Analysis Questionnaire The U.S.Department of Labor approach

POSITION ANALYSIS QUESTIONNAIRE(PAQ)

Structured Job Analysis Questionnaire Contains 194 items basic element of the job Role of job analyst-Role and extent of each element

ADVANTAGES OF PAQ

Take home exercise

THE US DEPATMENT OF LABOR JOB ANALYSIS PROCEDURE

Quantitative rating and comparing different jobs-Data, people and things rating
ASPECT Data WORKER FUNCTION Synthesizing, coordinating and copying Mentoring, Negotiating and Supervising Manipulating, Tending and Handling RATING 1-5

People Things

1-5 1-5

FUNCTIONAL JOB ANALYSIS

Rates the job not just on data, people and things but also: Task performance requirements such as: Specific instructions Reasoning and judgment Mathematical ability Verbal and language facilities

INTERNET BASED JOB ANALYSIS

F-2-F interviews and observations are slow and time consuming Difficult to update written information quickly International dispersion is a challenge Standardized questionnaires through internet and intranet Absence of facilitator and supervisorClarity question

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