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Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job.
The Job; not the person An important concept of Job Analysis is that the analysis is conducted of the Job, not the person. While Job Analysis data may be collected from incumbents through interviews or questionnaires, the product of the analysis is a description or specifications of the job, not a description of the person.
training content assessment tests to measure effectiveness of training equipment to be used in delivering the training methods of training (i.e., small group, computerbased, video, classroom...)
Compensation
Job Analysis can be used in compensation to identify or determine:
skill levels compensable job factors work environment (e.g., hazards; attention; physical effort) responsibilities (e.g., fiscal; supervisory) required level of education (indirectly related to salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop: job duties that should be included in advertisements of vacant positions; appropriate salary level for the position to help determine what salary should be offered to a candidate; minimum requirements (education and/or experience) for screening applicants; interview questions; selection tests/instruments (e.g., written tests; oral tests; job simulations); applicant appraisal/evaluation forms; orientation materials for applicants/new hires
Performance Review
Job Analysis can be used in performance review to identify or develop:
goals and objectives performance standards evaluation criteria length of probationary periods duties to be evaluated
Interviews
Most commonly used method very adaptable Usually conducted with job incumbents technical experts supervisors Questions like: what are your most typical duties? How long do they take? How do you do them? Con: people may misrepresent/exaggerate job
Questionnaire/Inventory
Lists of many (>200) job characteristics and activities
rated in term of frequency and importance
1.___ Written materials (books, reports, articles). 2.___ Quantitative materials (graphs, tables of numbers) 3.___ Measuring devices (calipers, tire pressure gauges, thermometers) 4.___ Features of nature (landscapes, geological samples, cloud formations)
Observation
Unobtrusive method
camera; video; audio
Excellent for understanding and appreciating conditions under which job is performed Allows analyst to experience aspects of job that worker may not be aware of Not as good for understanding why behaviors do/do not occur
Job design refers to the way that a set of tasks, or an entire job, is organized . Job design helps to determine: what tasks are done, how the tasks are done, how many tasks are done, and in what order the tasks are done
It takes into account all factors which affect the work , and organizes the content and tasks so that the whole job is less likely to be a risk to the employee. Job design involves administrative areas such as:
job rotation, job enlargement, task/machine pacing, work breaks, and working hours
Job Enlargement:
Job enlargement changes the jobs to include more and/or different tasks. Job enlargement should add interest to the work but may or may not give employees more responsibility. the allocation of a wider variety of similar tasks to a job in order to make it more challenging.
Example: A bank teller not only handles deposits and disbursement, but also distributes traveler's checks and sells certificates of deposit.
Job Rotation:
The practice of periodically shifting workers through a set of jobs in a planned sequence.
Job Enrichment:
Job enrichment allows employees to assume more responsibility, accountability, and independence when learning new tasks or to allow for greater participation and new opportunities
Job enrichment: Increasing the depth of the job to include responsibilities that have traditionally been carried out at higher levels of the organization. Example: The teller also has the authority to help a client fill out a loan application, and to determine whether or not to approve the loan.
Task Variety
To alleviate boredom, avoid both excessive static body positions and repetitive movements. Design jobs to have a variety of tasks that require changes in body position, muscles used, and mental activities.
Provide Training
Training incorrect work procedures and equipment operation is needed so that employees understand what is expected of them and how they should work safely. Training should be organized, consistent and ongoing. It may occur in a classroom or on the job.
Job Description
Job description is a written statement that defines the duties, relationships and results expected of anyone in the job. It is an overall view of what is to be done in the job. Typically it includes is a written statement that defines the duties, relationships and results expected of anyone in the job. It is an overall view of what is to be done in the job.
Job Specification
Job Specification is an analysis of the kind of person it takes to do the job, that is to say, it lists the qualifications. Normally, this would include is an analysis of the kind of person it takes to do the job, that is to say, it lists the qualifications.
Job description typically includes: Degree of education Desirable amount of previous experience in similar work Specific Skills required Health Considerations
Communication
Negotiation skills
Skills
Newspaper knowledge
JOB EVALUATION
Defined
Process of determining the value of each job compared to all the other jobs in an organization. The evaluation process is used as the foundation for an equitable and consistent system of compensation.
Objectives
To make sure that the job and pay levels do not:
1. underpay the staff resulting to loss of valuable personnel 2. overpay the staff resulting to extra manpower expense which cannot translate into profit 3. remain static resulting to demotivation and low morale of staff thereby minimizing their contribution to the company.
Process
1. Review JD for any updates. 2. Determine which tasks can be evaluated by peer, customer, self and head. 3. Evaluate JD based on the different job factors. 4. Assign points to each job factor per position. 5. Sum all points of each position to determine level. 6. Come up with salary structure based on the different levels.
Precautions
Process must be objective - job must be evaluated based on the duties and responsibilities of work assigned and not the incumbents performance of that work. Check for anomalies e.g. is the subordinate rated with a higher accountability than the head? Are the supervisor and staff rated the same on mental demands? Supervision and management often benefit empire builders by awarding additional points for the number of people supervised, size of budget, etc. to the detriment of highly technical or skilled jobs
Questions