Human Resource

Management
ELEVENTH EDITION

GARY DESSLER

Part 2 | Recruitment and Placement

Chapter 4

Job Analysis
2008 Prentice Hall, Inc.
All rights reserved.

PowerPoint Presentation by Charlie Cook

The University of West Alabama

After studying this chapter, you should be able to:

1. Discuss the nature of job analysis, including what it is
and how its used.
2. Use at least three methods of collecting job analysis
information, including interviews, questionnaires, and
observation.
3. Write job descriptions, including summaries and job
functions, using the Internet and traditional methods.
4. Write job specifications using the Internet as well as
your judgment.
5. Explain job analysis in a jobless world, including
what it means and how its done in practice.
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42

Types of Information Collected

Work
activities

Human
requirements

Job
context

Information
Collected Via
Job Analysis

Human
behaviors

Machines, tools,
equipment, and
work aids

Performance
standards

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Use of Job Analysis Information

Recruitment and
Selection

EEO Compliance

Discovering
Unassigned
Duties

Compensation

Information
Collected Via
Job Analysis

Performance
Appraisal

Training

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FIGURE 41

Uses of Job Analysis Information

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FIGURE 42

Process Chart for Analyzing a Jobs Workflow

Source: Compensation Management: Rewarding Performance by Richard J.

Henderson. Reprinted by permission of Pearson Education, Upper Saddle River, NJ.

2008 Prentice Hall, Inc. All

46

Steps in Job Analysis

Steps in doing a job analysis:
1

Decide how youll use the information.

Review relevant background information.

Select representative positions.

Actually analyze the job.

Verify the job analysis information.

Develop a job description and job specification.

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Methods of Collecting Job Analysis

Information: The Interview
Information Sources

Interview Formats

Individual employees

Structured (Checklist)

Groups of employees

Unstructured

Supervisors with

knowledge of the job

Advantages
Quick, direct way to find

overlooked information

Disadvantages
Distorted information

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FIGURE 43
Job Analysis Questionnaire for
Developing Job Descriptions
Note: Use a questionnaire like this to interview
job incumbents, or have them fill it out.

Source: www.hr.blr.com. Reprinted with

permission of the publisher, Business and Legal
Reports, Inc., Old Saybrook, CT 2004.

2008 Prentice Hall, Inc. All

49

FIGURE 43
Job Analysis Questionnaire for
Developing Job Descriptions
(contd)
Note: Use a questionnaire like this to interview
job incumbents, or have them fill it out.

Source: www.hr.blr.com. Reprinted with

permission of the publisher, Business and Legal
Reports, Inc., Old Saybrook, CT 2004.

2008 Prentice Hall, Inc. All

410

Job Analysis: Interviewing Guidelines

The job analyst and supervisor should work together to
identify the workers who know the job best.
Quickly establish rapport with the interviewee.
Follow a structured guide or checklist, one that lists
open-ended questions and provides space for answers.
Ask the worker to list his or her duties in order of
importance and frequency of occurrence.
After completing the interview, review and verify
the data.

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411

Methods of Collecting Job Analysis

Information: Questionnaires
Information Source
Have employees fill out

questionnaires to describe
their job-related duties and
responsibilities

Questionnaire Formats
Structured checklists
Open-ended questions

2008 Prentice Hall, Inc. All

Advantages
Quick and efficient way to

gather information from

large numbers of
employees

Disadvantages
Expense and time

consumed in preparing
and testing the
questionnaire

412

Methods of Collecting Job Analysis

Information: Observation
Information Source
Observing and noting the

physical activities of
employees as they go
about their jobs

Advantages
Provides first-hand

information
Reduces distortion of

information

Disadvantages
Time consuming
Difficulty in capturing entire

job cycle
Of little use if job involves a

high level of mental activity

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Methods of Collecting Job Analysis

Information: Participant Diary/Logs
Information Source
Workers keep a

chronological diary/ log of

what they do and the time
spent on each activity

Advantages
Produces a more complete

picture of the job

Employee participation

Disadvantages
Distortion of information
Depends upon employees

to accurately recall their

activities

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FIGURE 44
Example of Position/Job
Description Intended for
Use Online

Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007.

2008 Prentice Hall, Inc. All

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FIGURE 44
Example of Position/Job
Description Intended for
Use Online (contd)

Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007.

2008 Prentice Hall, Inc. All

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FIGURE 44
Example of Position/Job
Description Intended for
Use Online (contd)

Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007.

2008 Prentice Hall, Inc. All

417

Quantitative Job Analysis Techniques

Quantitative Job
Analysis

Position Analysis
Questionnaire

Department of
Labor (DOL)
Procedure

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Functional Job
Analysis

418

FIGURE 45
Portion of a Completed
Page from the Position
Analysis Questionnaire
The 194 PAQ elements are grouped into
six dimensions. This exhibits 11 of the
information input questions or elements.
Other PAQ pages contain questions
regarding mental processes, work output,
relationships with others, job context, and
other job characteristics.

Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007.

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Basic Activities

TABLE 41

Basic Department of Labor Worker Functions

Data

People

Things

0 Synthesizing

0 Mentoring

0 Setting up

1 Coordinating

1 Negotiating

1 Precision working

2 Analyzing

2 Instructing

2 Operating/controlling

3 Compiling

3 Supervising

3 Driving/operating

4 Computing

4 Diverting

4 Manipulating

5 Copying

5 Persuading

5 Tending

6 Comparing

6 Speaking/signaling

6 Feeding/offbearing

7 Serving

7 Handling

8 Taking instructions/helping

Note: Determine employees job score on data, people, and things by observing his
or her job and determining, for each of the three categories, which of the basic functions
illustrates the persons job. 0 is high; 6, 8, and 7 are lows in each column.

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FIGURE 46
Sample Report
Based on
Department of
Labor Job
Analysis
Technique

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FIGURE 47
Selected
O*NET
General
Work
Activities

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Writing Job Descriptions

Job
Identification

Job
Summary

Job
Specifications

Sections of a
Typical Job
Description

Working
Conditions

Standards of
Performance

2008 Prentice Hall, Inc. All

Responsibilities
and Duties

Authority of the
Incumbent

423

FIGURE 48
Sample Job
Description,
Pearson
Education

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FIGURE 48
Sample Job
Description,
Pearson
Education
(contd)

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FIGURE 49
Marketing
Manager
Description
from Standard
Occupational
Classification

Source: www.bls.gov/soc/
soc_a2c1.htm. Accessed
August 17, 2007.

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426

The Job Description

Job Identification
Job title

Responsibilities and
Duties

FLSA status section

Major responsibilities and

Preparation date

duties (essential functions)

Decision-making authority

Preparer

Job Summary
General nature of the job
Major functions/activities

Relationships
Reports to:
Supervises:
Works with:

Direct supervision
Budgetary limitations

Standards of
Performance and
Working Conditions
What it takes to do the job

successfully

Outside the company:

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Using the Internet for Writing

Job Descriptions
Standard Occupational
Classification (SOC)

Source: O*Net is a trademark of the U.S. Department of Labor, Employment

and Training Administration. Reprinted by permission of O*Net.

2008 Prentice Hall, Inc. All

O*NET Online

428

TABLE 42

SOC Major Groups of Jobs

11-0000

Management Occupations

13-0000

Business and Financial Operations Occupations

15-0000

Computer and Mathematical Occupations

17-0000

Architecture and Engineering Occupations

19-0000

Life, Physical, and Social Science Occupations

21-0000

Community and Social Services Occupations

23-0000

Legal Occupations

25-0000

Education, Training, and Library Occupations

27-0000

Arts, Design, Entertainment, Sports, and Media Occupations

29-0000

Healthcare Practitioners and Technical Occupations

31-0000

Healthcare Support Occupations

33-0000

Protective Service Occupations

35-0000

Food Preparation and Serving-Related Occupations

37-0000

Building and Grounds Cleaning and Maintenance Occupations

39-0000

Personal Care and Service Occupations

41-0000

Sales and Related Occupations

43-0000

Office and Administrative Support Occupations

45-0000

Farming, Fishing, and Forestry Occupations

47-0000

Construction and Extraction Occupations

49-0000

Installation, Maintenance, and Repair Occupations

51-0000

Production Occupations

53-0000

Transportation and Material Moving Occupations

55-0000

Military Specific Occupations

Note: Within these major groups are 96 minor groups, 449 broad occupations, and 821 detailed occupations.

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Writing Job Specifications

What traits and
experience are required
to do this job well?

Specifications for
Trained Versus
Untrained
Personnel

Specifications
Based on
Judgment

2008 Prentice Hall, Inc. All

Specifications
Based on
Statistical
Analysis

430

FIGURE 410
Preliminary
Job
Description
Questionnaire

Source: Reprinted from

www.hr.blr.com with the
permission of the publisher,
Business and Legal Reports, Inc.,
Old Saybrook, CT 2004.

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Writing Job Descriptions (contd)

Step 1. Decide on a Plan
Step 2. Develop an Organization Chart
Step 3. Use a Job Analysis/Description
Questionnaire
Step 4. Obtain Lists of Job Duties from O*NET
Step 5. Compile the Jobs Human
Requirements from O*NET
Step 6. Complete Your Job Description
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FIGURE 411

Background Data for Examples

Example of Job Title: Customer Service Clerk

Example of Job Summary: Answers inquiries and gives
directions to customers, authorizes cashing of customers
checks, records and returns lost charge cards, sorts and reviews
new credit applications, works at customer service desk in
department store.
Example of One Job Duty: Authorizes cashing of checks:
authorizes cashing of personal or payroll checks (up to a
specified amount) by customers desiring to make payment by
check. Requests identificationsuch as drivers licensefrom
customers and examines check to verify date, amount,
signature, and endorsement. Initials check and sends customer
to cashier.

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Writing Job Specifications (contd)

Steps in the Statistical Approach
Analyze the job and decide how to measure job

performance.
Select personal traits that you believe should

predict successful performance.

Test candidates for these traits.
Measure the candidates subsequent job

performance.
Statistically analyze the relationship between the

human traits and job performance.

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Job Analysis in a Jobless World

Job Design:
Specialization and
Efficiency?

Job
Enlargement

Job
Rotation

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Job
Enrichment

435

Job Analysis in a Jobless World (contd)

Dejobbing the
Organization

Flattening the
Organization

Using SelfManaged Work

Teams

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Reengineering
Business
Processes

436

Competency-Based Job Analysis

Competencies
Demonstrable characteristics of a person that enable

performance of a job.

Reasons for Competency-Based Job Analysis

To support a high-performance work system.
To create strategically-focused job descriptions.
To support the performance management process in

fostering, measuring, and rewarding:

General competencies

Leadership competencies

Technical competencies

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Competency-Based Job Analysis (contd)

How to Write Job Competencies-Based Job
Descriptions
Interview job incumbents and their supervisors
Ask

open-ended questions about job

responsibilities and activities.

Identify

critical incidents that pinpoint success

on

the job.
Use off-the-shelf competencies databanks

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FIGURE 412

The Skills Matrix for One Job at BP

Note: The light blue boxes indicate the minimum level of skill required for the job.

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KEY TERMS
job analysis
job description
job specifications
organization chart
process chart
diary/log
position analysis questionnaire
(PAQ)
U.S. Department of Labor (DOL)
job analysis procedure
functional job analysis

2008 Prentice Hall, Inc. All

Standard Occupational
Classification (SOC)
job enlargement
job rotation
job enrichment
dejobbing
boundaryless organization
reengineering
competencies
competency-based job analysis
performance management

440