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JOB ANALYSIS

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What is a Job?

• Job
 A group of related activities
and duties Job
Job
• Position
 The different duties and
responsibilities performed
by only one employee Job
Job Job
Job Job
Job
• Job Family
 A group of individual jobs
with similar characteristics

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Job Analysis
• Goal
 Determine the duties and responsibilities of a particular
job
 Determine how the job relates to other jobs and the level
of importance of the job
 Determine the necessary qualifications in order to perform
the job
 Determine the working conditions associated with the job.

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Job Analysis

• Analyze the job, not the person doing the job


• KSAs-the three key elements of job analysis

 Knowledge
 Skills
 Abilities

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Job Requirements

• Job Specification
 Statement of the needed knowledge, skills, and
abilities (KSAs) of the person who is to perform the
job

• Job Description
 Statement of the tasks, duties, and responsibilities
(TDRs) of a job to be performed

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Relationship of Job Requirements
to Other HRM Functions
Job
Job Requirements
Requirements

Recruitment
Recruitment Determine
Determinerecruitment
recruitmentqualifications
qualifications

Provide
Providejob
jobduties
dutiesand
andjob
job
Selection
Selection specifications for selection process
specifications for selection process

Performance
Performance Provide
Provideperformance
performancecriteria
criteriafor
for
Appraisal evaluating employees
evaluating employees
Appraisal

Training
Trainingand
and Determine
Determinetraining
trainingneeds
needsand
anddevelop
develop
Development instructional programs
instructional programs
Development

Compensation
Compensation Provide
Providebasis
basisfor
fordetermining
determining
Management employee’s
employee’s rateof
rate ofpay
pay
Management
Presentation Slide 3–1
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Job Analysis

• Job Analysis
 The process of obtaining information about jobs by
determining what the duties, tasks, or activities of jobs
are.
 HR managers use the data to develop job descriptions
and job specifications that are the basis for employee
performance appraisal and development.

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Nuts and bolts

• What is analyzed?
 Work activities
 Working conditions
 Supervisors
 Location
 Schedule

 Machines and equipment

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Nuts and bolts

• What is analyzed? (cntd.)


 Job performance
 Operations
 Standards
 Time

 Experience, training, and skills


 Supervision and promotion patterns

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Nuts and Bolts

• Who is involved in the job analysis?


 Management
 Supervisors
 Job analysts
 Job incumbent
 Unions
 Consultants

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The Process
of Job
Analysis

Figure 3.1
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Determining Job Requirements
Nature of: Basis for:
Job Analysis
•• What
Whatemployee
employeedoes
does
•• Why
Whyemployee
employeedoes
doesitit •• Determining
Determiningjob
jobrequirements
requirements
•• How
Howemployee
employeedoes
doesitit

Job Description
•• Summary •• Employee
Employeeorientation
Summarystatement
statementofofthe
thejob
job orientation
•• List •• Employee
Employeeinstruction
Listof
ofessential
essentialfunctions
functionsofofthe
the instruction
job
job •• Disciplinary
Disciplinaryaction
action

Job Specification
•• Personal •• Recruitment
Personalqualifications
qualificationsrequired
required Recruitment
in
interms
termsof
ofskills,
skills,education
educationand
and •• Selection
Selection
experience
experience •• Development
Development

Presentation Slide 3–2


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Job Analysis and Essential Job Functions

• Essential Functions
 Statements in the job description of job duties and
responsibilities that are critical for success on the job.
 The purpose of essential functions is to match and
accommodate human capabilities to job requirements.
• A job function is essential if:
 The position exists to perform the function.
 A limited number of employees are available to
perform the function.
 The function is specialized, requiring needed
expertise or abilities to complete the job.

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Performing Job Analysis
1. Select jobs to study
2. Determine information to collect: Tasks,
responsibilities, skill requirements
3. Identify sources of data: Employees,
supervisors/managers
4. Methods of data collection: Interviews, questionnaires,
observation, diaries and records
5. Evaluate and verify data collection: Other employees,
supervisors/managers
6. Write job analysis report

Presentation Slide 3–3


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Gathering Job Information

• Interviews
• Questionnaires
• Observation
• Diaries

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Controlling the Accuracy of Job Information

• Factors influencing the accuracy of job information


 Self-reporting exaggerations and omissions by
employees and managers
 Collecting information from a representative sample of
employees
 Capturing all important job information
 Length of job cycle exceeding observation period
 Lack of access to job site for personal observation
 Lack of familiarity with the tasks, duties, and
responsibilities of a job
 Ongoing changes in the job

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O*NET and Job Analysis

• Dictionary of Occupational Titles (DOT)


 A systematic occupational classification structure
based on interrelationships of job tasks and
requirements.
 Contains standardized and comprehensive
descriptions of twenty-thousand jobs.
• O*NET Database
 A online database of all DOT occupations plus an
update of over 3,300 additional DOT occupations.
 Data are collected and published continuously.

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Popular Approaches to Job Analysis

Functional
FunctionalJob
Job
Analysis
Analysis

Position
PositionAnalysis
Analysis
Questionnaire
Questionnaire

Critical
CriticalIncident
Incident
Method
Method

HRIS
HRISand
andJob
Job
Analysis
Analysis

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Approaches to Job Analysis

• Functional Job Analysis (FJA)


 Quantitative approach to job analysis that utilizes a
compiled inventory of the various functions or work
activities that can make up any job.
 Assumes that each job involves three broad worker
functions: (1) data, (2) people, and (3) things.
 Rates each job in terms of what an employee does
with respect to data, people, and things.
 Ex: A Receptionist may be labelled as 5,6,7 with
respect to data, people and things. i.e. copying data,
speaking-signaling people, and handling things.

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Approaches to Job Analysis
 Besides rating a job on these three aspects, FJA also
rates a job on four other dimensions:
 the extent to which specific instructions are necessary
 the extent to which reasoning and judgement are
required
 the extent to which mathematical ability is required, and
 the extent to which verbal and language facilities
required.
 FJA also identifies performance standards and
training requirements. Therefore FJA lets you answer
the question, “To do this task and meet the standards,
what training does the worker require?”

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Difficulty Levels of Worker Functions

DATA PEOPLE THINGS

0 Synthesizing 0 Mentoring 0 Setting up More


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* Less

Source: U.S. Department of Labor, Employment and Training Administration, Revised *Hyphenated factors are single factors.
Handbook for Analyzing Jobs (Washington, DC: U.S. Government Printing Office, 1991), 5. Figure 3.2
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Approaches to Job Analysis

• Position Analysis Questionnaire (PAQ)


 A copyrighted questionnaire that is used to determine
the degree to which different tasks are involved in
performing a particular job.
• Critical Incident Method
 Job analysis method by which job tasks are identified
that are critical to job success.
• Task Inventory Analysis
 Job analysis in which organisation develops a
questionnaire of customised task statements.

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Position Analysis Questionnaire

 A structured, behavioral questionnaire


 194 items in 6 categories

– Information input
– Mental processes
– Work output
– Relationships
– Job context
– Other characteristics

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A Sample Page from the PAQ

Source: Position Analysis Questionnaire, copyright 1969, 1989 by Purdue


Research Foundation, West Lafayette, Ind. 47907. Reprinted with permission. Figure 3.3
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Task Inventory Analysis

• This technique is pioneered by the US Air Force


to analyse the jobs held be air force specialists.
• Unlike PAQ, this task inventory questionnaire is
tailor made.
• TIQ is prepared by identifying a list of tasks and
their descriptions that are components of
different jobs.
• The goal is to produce a comprehensive list of
task statements that are applicable to all jobs.

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Task Inventory Analysis

• Task statements are then listed on a task


inventory survey form to be completed by the job
analyst.
• A task statement might be “Inventories current
supplies to maintain stock levels”

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Preparing the Job Description

Interview
Interview Supervisor
Supervisor
Questionnaire
Questionnaire
Job Securing
Securing Final
Final
Job consensus Draft
Analyst
Analyst consensus Draft
Interview
Interview
Questionnaire Employees
Employees
Questionnaire
Observation
Observation

Combine
Combineand
and Tentative
Tentative
reconcile data
reconcile data draft
draft

Presentation Slide 3–4


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Key Elements of a Job Description

• Job Title
 Indicates job duties and organizational level
• Job Identification
 Distinguishes job from all other jobs
• Essential Functions (Job Duties)
 Indicate responsibilities entailed and results to be
accomplished
• Job Specifications
 Skills required to perform the job and physical
demands of the job

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Job Descriptions

• Job Title
 Provides status to the employee.
 Indicates what the duties of the job entails.
 Indicates the relative level occupied by its holder in
the organizational hierarchy.

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Job Descriptions (cont’d)

• Job Identification Section


 Departmental location of the job
 Person to whom the jobholder reports
 Date the job description was last revised
 Payroll or code number
 Number of employees performing the job
 Number of employees in the department where the
job is located
 O*NET code number.
 “Statement of the Job”

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Job Descriptions (cont’d)

• Job Duties, or Essential Functions, Section


 Statements of job duties that:
 Are arranged in order of importance that indicate the
weight, or value, of each duty; weight of a duty is gauged
by the percentage of time devoted to it.
 Stress the responsibilities that duties entail and the
results to be accomplished.
 Indicate the tools and equipment used by the employee
in performing the job.
 Should comply with law by listing only the essential
functions of the job to be performed.

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Job Descriptions (cont’d)

• Job Specifications Section


 Personal qualifications an individual must possess in
order to perform the duties and responsibilities
 The skills required to perform the job:
– Education or experience, specialized training, personal
traits or abilities, interpersonal skills or specific behavioral
attributes, and manual dexterities.
 The physical demands of the job:

– Walking, standing, reaching, lifting, talking, and the


condition and hazards of the physical work environment

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Problems with Job Descriptions

• If poorly written, they provide little guidance to


the jobholder.
• They are not always updated as job duties or
specifications change.
• They may violate the law by containing
specifications not related to job success.
• They can limit the scope of activities of the
jobholder, reducing organizational flexibility.

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Part 5: Job Analysis in a “Jobless” World

• Job is generally defined as “a set of closely


related activities carried out for pay”.
• Today, this has changed. There will always be
enormous amounts of work to do, but it is not
going to be contained in the familiar envelopes
we call jobs.

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Part 5: Specialized to Enlarged Jobs

• Experts like Adam Smith and Fredrick Taylor wrote


glowingly of the positive effects of work specialization.
• By the mid-1900s writers wrote of the dehumanizing
effects of “pigeonholing workers into highly repetitive
and specialized jobs.
• Many proposed: Job Enlargement, Rotation and
Enrichment

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Part 5: Specialized to Enlarged Jobs
• Job Enlargement: assigning workers additional same-level
activities, thus increasing the number of activities they
perform. (instead of just one lousy job, I have two)
• Job Rotation: systematically moving workers from one job
to another to enhance work team performance &/or
broaden his experience & identify strong & weak points.
• Job Enrichment: redesigning jobs in a way that increases
the opportunities for the worker to feel responsible, growth
& recognition (by planning and controlling his work)

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Specialized to Enlarged Jobs

• Job Enlargement = same-level activities


• Job Rotation = moving from one job to another
• Job Enrichment = redesigning to experience
more responsibility, achievement, growth and
recognition

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Why are managers Dejobbing their
companies

• Dejobbing is broadening the responsibilities of


the company’s jobs and encouraging
employees not to limit themselves to what’s on
their job description.

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Trends and De-Jobbing

Rapid product and


technological
changes Competition

Global
Changes

Demographics

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Why are managers Dejobbing their
companies

• Flatter Organizations
• Work Teams
• Boundaryless Organizations (virtual,
network, modular)
• Reengineering

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Traditional Organization Chart

P re s id e n t
C h ie f E x e c u tiv e O ffic e r

E x e c u tiv e A s s is ta n t

V ic e P re s id e n t V ic e P re s id e n t V ic e P re s id e n t V ic e P re s id e n t V ic e P re s id e n t
S a le s M a r k e tin g H u m a n R e s o u rc e s O p e ra tio n s F in a n c e

D ire c to r D ire c to r D ire c to r D ir e c to r D ire c to r D ire c to r D rie c to r


E a s t R e g io n W e s t R e g io n P u b lic R e la tio n s C o m p e n s a tio n T ra in in g a n d M a n u fa c tu rin g A u d it a n d
a n d B e n e fits D e v e lo p m e n t A c c o u n tin g

M anager M anager M anager C le rk M anager L o g is tic s Tax

M anager M anager M anager A d m in is tra to r P la n t M a n a g e r F in a n c e


T e c h . W rite r
M anager M anager P la n t M a n a g e r A c c o u n tin g
S r. T ra in e r
M anager M anager
S r. T ra in e r C le rk

S a le s S a le s S a le s S a le s S a le s A c c o u n tin g

A c c o u n tin g

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Flatter Organizations

E x e c u t iv e a n d
O p e r a t io n s
Team

T e c h n ic a l M a n u f a c t u r in g P e o p le F in a n c e P u r c h a s in g a n d S a le s , S e r v ic e a n d
D e v e lo p m e n t E n g in e e r in g S y s te m s Team S u p p llie r Q u a lit y M a r k e t in g
Team Team Team Team Team

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Flat and Boundaryless Organizations

General
WAL MART
Electric

Procter & Gamble IKEA

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Competency-based Job Analysis
• We reviewed the nature of job analysis, how it is used,
some legal issues and three methods of collecting job
analysis information.
• We practiced writing job descriptions and looked at
descriptions in detail.
• We reviewed the six steps involved in job analysis and
reviewed traditional and contemporary methods of
organizing.

Copyright © 2004 South-Western. All rights reserved. 3–45

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