CBEB 1104 Human Resource Management Lecture 3

Chapter 4 : Job Analysis

LEARNING OUTCOMES
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 a job specification. 5. Explain job analysis in a worker-empowered world, including what it means and how its done in practice.

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WHERE WE ARE NOW

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The Basics of Job Analysis: Terms

Job Analysis
The procedure for determining the duties and skill requirements

of a job and the kind of person who should be hired for it.

Job Description
A list of a jobs duties, responsibilities, reporting relationships,

working conditions, and supervisory responsibilitiesone product of a job analysis.

Job Specifications
A list of a jobs human requirements, that is, the requisite

education, skills, personality, and so onanother product of a job analysis.

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Types of Information Collected

Work activities

Human requirements Information Collected Via Job Analysis Job context

Human behaviors

Machines, tools, equipment, and work aids

Performance standards

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Uses of Job Analysis Information

Recruitment and selection

EEO compliance Information Collected via Job Analysis Discovering unassigned duties

Compensation

Performance appraisal

Training

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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.

2
3 4 5 6

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FIGURE 42

Process Chart for Analyzing a Jobs Workflow

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Collecting Job Analysis Information

Methods for Collecting Job Analysis Information

Interviews

Questionnaires

Observations

Diaries/Logs

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The Interview
Information Sources
Individual employees Groups of employees

Interview Formats
Structured (Checklist) Unstructured

Supervisors with

knowledge of the job

Advantages
Quick, direct way to find

overlooked information

Disadvantage
Distorted information

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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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Questionnaires
Information Source
Have employees fill out

Advantages
Quick and efficient way

questionnaires to describe their job-related duties and responsibilities

to gather information from large numbers of employees

Questionnaire Formats
Structured checklists Open-ended questions

Disadvantages
Expense and time

consumed in preparing and testing the questionnaire

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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.

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FIGURE 43

Job Analysis Questionnaire for Developing Job Descriptions (contd)

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Observation
Information Source
Observing and noting the

Advantages
Provides first-hand

physical activities of employees as they go about their jobs by managers.

information Reduces distortion of information

Disadvantages
Time consuming Reactivity response distorts

employee behavior Difficulty in capturing entire job cycle Of little use if job involves a high level of mental activity
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Participant Diaries/Logs
Information Source
Workers keep a

Advantages
Produces a more complete

chronological diary or log of what they do and the time spent on each activity

picture of the job Employee participation

Disadvantages
Distortion of information
Depends upon employees

to accurately recall their activities

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Quantitative Job Analysis Techniques

Quantify jobs - rather than describe them.

Quantitative Job Analysis

Position Analysis Questionnaire

Department of Labor (DOL) Procedure

Functional Job Analysis

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Position Analysis Questionnaire

The 194 PAQ elements are grouped into six dimensions
Information input
Mental processes Work output
All questions in 5 activities: Have Decision-making/ communication/social responsibilities Perform Skilled activities Physically active Operate vehicles/equipment Process information

Relationships with others

Job context Other job characteristics

EVALUATE JOB
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FIGURE 45

Portion of a Completed Page from the Position Analysis Questionnaire

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TABLE 41

Basic Department of Labor Worker Functions

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Internet-Based Job Analysis

Advantages
Collects information in a standardized format from

geographically dispersed employees Requires less time than face-to-face interviews Collects information with minimal intervention or guidance

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FIGURE 47

Selected O*NET General Work Activities Categories

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Writing Job Descriptions

Job identification

Job specifications Sections of a Typical Job Description

Job summary

Working conditions

Responsibilities and duties

Standards of performance

Authority of the incumbent

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The Job Description

Job Identification
Job title FLSA status section

Responsibilities and Duties

Major responsibilities and

Preparation date
Preparer

Job Summary
General nature of the job Major functions/activities

duties (essential functions) Decision-making authority Direct supervision Budgetary limitations

Standards of Performance and Working Conditions

What it takes to do the job

Relationships
Reports to:

successfully

Supervises:
Works with: Outside the company:
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FIGURE 48

Sample Job Description, Pearson Education

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FIGURE 48

Sample Job Description, Pearson Education (contd)

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TABLE 42

SOC Major Groups of Jobs

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Writing Job Descriptions (contd)

Step 1. Decide on a Plan Step 2. Develop an Organization Chart

Step 3. Use a Simplified Job Analysis Questionnaire

Step 4. Obtain List of Job Duties from O*NET Step 5. Compile the Jobs Human Requirements from O*NET Step 6. Finalize the Job Description

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Using O*Net for Writing Job Descriptions

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Using O*Net for Writing Job Descriptions (contd)

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Writing Job Specifications

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

Job specifications for trained versus untrained personnel

Job specifications based on judgment

Job specifications based on statistical analysis

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Writing Job Specifications (contd)

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

performance.
2. Select personal traits that you believe should

predict successful performance.

3. Test candidates for these traits. 4. Measure the candidates subsequent job

performance.
5. Statistically analyze the relationship between the

human traits and job performance.

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Job Analysis in a Worker-Empowered World

Job Design: From Specialized to Enriched Jobs

Job Enlargement

Job Rotation

Job Enrichment

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Other Changes at Work

Changing the Organization and Its Structure

Flattening the organization

Using self-managed work teams

Reengineering business processes

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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 (HPWS). 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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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. In order to perform this job competently, the employee should be able to

Use off-the-shelf competencies databanks

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FIGURE 411 The Skills Matrix for One Job at BP: DRILLING MANAGER

Note: The lighter color boxes within the individual columns indicate the minimum level of skill required for the job.
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In-class activity
Individual work Own thoughts Write down (to keep until next week)
Title of a job that you hope to fill after you graduate

Write the job description for it just list out what you know

(Note: Do not refer to book or the Internet)

After class, find the job description online and compare. Keep in mind for class next week.

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Attendance and Tutorial

Attendance:

Eligible for Lecture 80% Final Exam Tutorial 80% Signing attendance Absent with concrete reason & document Tutorial times

Tutorial 3 (Week 4)
1. Discussion questions (page 171)
Questions 4 and 6

2. Continuing case (page 173): Carter Cleaning Co.

Questions 3 and 4
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Project Paper
Interview with company rept. (not for presentation)
Pre-interview Choose topic Choose company Gather co. information Request for interview Questions (structured)
Open-ended
Send early (1 week)

During Interview Members present

Question division

Organisation chart Tape (ask permission)

Prepare equipment tape? Logistic prep.

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Project Paper
Interview with company rept. (cont.)
After interview Transcribe Analyse (no need Nvivo ) Thank company - letter Write project paper Send a copy of project paper to company? Suggestions might help co. improve. Report Introduction
Company & HR role there

Topic

Findings, Discussion Suggestions, Conclusion References (website, book, others)

APA style

Appendix:
Organisation chart
Transcript of interview
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