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JOB ANALYSIS
Job Tasks
Job Analysis
Job Duties
Job Responsibilities
Job Analysis
Job analysis is the process of gathering information about the job and evaluating such information in terms of what is necessary and relevant. Essentially, job analysis involves three questions: 1. What is a job? 2. What should be analyzed? 3. What methods of analysis should be used?
Fundamental purpose General importance Work elements Approximate time Scope Inherent authority Working relationships Specific methods, equipments, and techniques Job conditions
Job
aluation
Pl cement
Tr ining
Counselling
Human requirements
Job context
Human behaviors
Performance standards
Classic Case
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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Job Description
Job descriptions are written records of job duties and responsibilities and they provide a factual basis for job evaluation. Job descriptions are recorded on a standard form in a uniform manner.
Cont.
Job Specifications
Job Summary
Working Conditions
Standards of Performance
Job Identification
Job title Preparation date Preparer
Job Summary
General nature of the job Major functions/activities
Relationships
Reports to: Supervises: Works with: Outside the company:
Job Specifications
In addition to providing information about duties associated with job assignments, job descriptions also outline basic specifications of the job. Such specifications include education or experience special knowledge skill sets inter-personal skills analytical ability problem solving skills or decision making skill
Part of the planning process involves choosing who will conduct the analysis
Hire a temporary analyst from outside Employ a full-time job analyst Use supervisors, job incumbents, or a combination
Information Sources
Individual employees Groups of employees Supervisors with knowledge of the job
Interview Formats
Structured (Checklist) Unstructured
Advantages
Quick, direct way to find overlooked information
Disadvantages
Distorted information
Identify the workers who know the job best. Quickly establish rapport Follow a structured guide or checklist Ask the worker to list his or her duties in order of importance and frequency of occurrence. Review and verify the data.
Information Source
Have employees fill out questionnaires to describe their jobrelated duties and responsibilities
Advantages
Quick and efficient way to gather information from large numbers of employees
Disadvantages
Expense and time consumed in preparing and testing the questionnaire
Questionnaire Formats
Structured checklists Open-ended questions
Questionnaires
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
Observation
used for jobs that require manual, standardized, and short-job-cycle activities Job analysts must be trained to:
Observe relevant job behaviors Be as unobtrusive as possible
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
There is no agreement about which methods of job analysis yield the best information
Interviews should not be the sole data collection method Certain methods may be better for a given situation
Functional job analysis (FJA) is the result of 60 years of research on analyzing and describing jobs
Conceived in the late 1940s Developed to improve job classifications in the Dictionary of Occupational Titles (DOT)
DOT descriptions helped job analysts learn what was involved in a particular job
FJA could then be used to elaborate and more thoroughly describe the content of a job The goal was creating a common language for accurately describing jobs
FJA assumes jobs can be described in terms of three basic relationships the worker has with the work:
Physically relating to things Using mental resources to process data Interacting with people
Using behavioral terms, each relationship can be organized along a continuum of complexity
Lowest to highest
Wo rker R equirem ents as ic s kills ro ss -functional s kills en eral know le dge d u cation O* NET
O ccupational R equirem ents eneralized w ork activities Work co n text rgan iz atio n al co ntex t
O ccupational Spe cific R equirem ents ccupatio n al sk ills , tas k s, and know led g e M achines , to o ls, an d e qu ip m ent
O ccupational C harac teristics abor m arket inform ation ccupational outlook Wages
PAQ advantages:
Has been widely used and researched Is an effective tool for a variety of purposes Is reliable, with little variance among job analysts ratings of the same jobs Is an effective way to establish differences in the abilities required for jobs Is valid; jobs rated higher with the PAQ prove to be those compensated at higher rates
PAQ disadvantages:
Requires time and patience to complete No specific work activities are described, so behavioral activities performed in jobs may distort actual work task differences
Example: A typist and a ballet dancer may have similar profiles because both require fine motor skills
Ratings might represent the job analysts stereotype about the work, rather than actual differences among jobs
An attempt to systematically analyze managerial jobs was conducted at Control Data Corporation
The result is the management position description questionnaire (MPDQ)
General information Planning, organizing Controlling Consulting, innovating Coordinating Monitoring business indicators Knowledge, skills, abilities Comments, reactions
Decision making Administering Supervising Contacts Representing Overall ratings Organization chart
The common metric questionnaire (CMQ) is another method of quantitative job analysis
It is completed by a job incumbent Questionnaire items require a lower reading level It is more behaviorally concrete, making it easier for incumbents to rate their jobs It is applicable to exempt and nonexempt positions
Much research on job analysis is being conducted in Europe, focusing on alternative quantitative methods
Job Enlargement
Job Rotation
Job Enrichment
Competencies
Demonstrable characteristics of a person that enable performance of a job.
Identify
Setting Safety and Health Standards Job Analysis Compensation Designing Job Descriptions Job Specifications
Recruitment
Selection
Performance Appraisal
Management Development and Succession Setting Performance Standards (KRA/KPAs) Career Planning and Development
Job specification: a written explanation of the knowledge, skills, abilities, traits, and other characteristics (KSAOs) necessary for effective performance on a given job Tasks: Coordinated and aggregated series of work elements used to produce an output Position: the responsibilities and duties performed by an individual. There are as many positions in an organization as there are employees Job: group of positions that are similar in their duties, such as computer programmer Job family: group of two or more jobs that have similar duties