Chapter 2

Job Analysis and Evaluation

JOB ANALYSIS
 foundation for almost all human resources
activities. Organizational Analysis
 Process of determining the work activities and
requirements.  Job analysis interview: an employee may
 gathering, analyzing, and structuring indicate that she does not know how she is
information about a job’s components, evaluated or to whom she is supposed to
characteristics, and requirements report.

IMPORTANCE OF JOB ANALYSIS WRITING A GOOD JOB DESCRIPTION

1. Writing Job description 2 Arguments:
 a brief, two-to five- page summary of the  Duties can always be added to a job
tasks and job requirements found in the description, which can, and should, be
job analysis. updated on a r egular basis.
 Written result of the job analysis.  “and performs other job-related duties as
assigned”
2. Employee Selection
1. Job title
3. Training  describes the nature of the job
 aids in employee selection and
4. Person Power Planning recruitment
 Worker Mobility: individuals are hired for  provide workers with some form of identity
a particular job, to what other jobs they  affect perceptions of the status and worth
can expect to eventually be promoted and of a job
become successful 2. Brief summary
 Peter Principle: promoting employees  a paragraph in length but should briefly
until they eventually reach their highest describe the nature and purpose of the job
level of incompetence  can be used in help-wanted
5. Performance Appraisal advertisements, internal job postings, and
 construction of a performance appraisal company brochures
instrument.
3. Work Activities
6. Job Classification
 lists of tasks and activities
 classify jobs into groups based on
 should be organized into meaningful
similarities in requirements and duties
categories to make the job description
7. Job Evaluation
easy to read and understand
 worth of the job
8. Job Design 4. Tools and Equipment used
 optimal way in which a job should be  lists all the tools and equipment used to
performed perform the work activities in the previous
section
Compliance with Legal Guidelines 5. Job Context
 should describe the environment in which
 Uniform Guidelines on Employee Selection
the employee works and should mention
Procedures (1978)
stress level, work schedule, physical
 the HR principles designed to ensure
demands, level of responsibility,
compliance with federal standards—
temperature, number of coworkers,
contain several direct references to the
degree of danger, and any other relevant
necessity of job analysis. Even though the
information
Uniform Guidelines are not law, courts
have granted them “great deference 6. Work Performance
 Griggs v. Duke Power (1971)  brief description of how an employee’s
 employment decisions were based in part performance is evaluated and what work
upon applicants’ possession of a high standards are expected of the employee
school diploma.
 A higher percentage of blacks than whites 7. Compensation Information
did not meet this requirement, smaller  should contain information on the salary
percentages of blacks were hired and grade, whether the position is exempt,
promoted. and the compensable factors used to
determine salary

Alyssa Louise C. Cabije

BS Psychology
University of Mindanao
  The employee’s actual salary or salary  Formal versus informal requirements
range should not be listed on the job
description.
CONDUCTING A JOB ANALYSIS
Step 1: Identify Tasks Performed
8. Job specifications or competencies
 Knowledge, skills, abilities, and other  Gathering Existing Information
characteristics (KSAOs) that are  gather information that has already
necessary to be successful on the job. been obtained
 Interviewing Subject Matter Experts
PREPARING FOR A JOB ANALYSIS  Subject Matter Experts: people who
are knowledgeable about the job and
Who will conduct the analysis?
include job incumbents, supervisors,
 conducted by a trained individual in the human customers, and upper-level
resources department, but it can also be management.
conducted by job incumbents, supervisors, or  Job Analyst: interviews one
outside employee at a time
 The Uniform Guidelines: state that a job  SME conference: a larger number of
analysis must be “professionally conducted,” employees are interviewed together
and a job analyst certainly cannot be called a
professional unless she has been trained Guidelines should be followed:
 Prepare for the interview by
How often should a job description be updated? announcing the job analysis to
 A job description should be updated if a the employees well in advance
job changes significantly by selecting a quiet and private
 Job crafting: the informal changes that interview location
employees make in their jobs  Open the interview by
establishing rapport, putting the
Which employees should participate? worker at ease and explaining
 For organizations with relatively few the purpose of the interview
people in each job, it is advisable to have  Conduct the interview by asking
all employees participate in the job an open-ended questions, using
analysis easy to understand vocabulary,
and allowing sufficient time for
1. Job Competence the employee to talk and answer
 high-performing employees questions. Avoid being
generated different job analysis condescending and disagreeing
outcomes than did low-performing with the incumbent
employees
Ammerman technique: An excellent
2. Race
job analysis interview technique .
3. Gender 1. Convene a panel of experts that
 possible diff erences in the ways includes representatives from all
men and women viewed their jobs levels of the organization.
2. Have the panel identify the
4. Education Level objectives and standards that
 with only a high school diploma were are to be met by the ideal
less involved in activities incumbent. 
5. Personality 3. Have the panel list the specifi c
behaviors necessary for each
6. Viewpoint objective or standard to be
attained. 
What types of information should be obtained? 4. Have the panel identify which of
the behaviors from step 3 are
 Level of specificity “critical” to reaching the
 should the job analysis break a job objective.
down into very minute, specific 5. Have the panel rank-order the
behaviors (e.g., “tilts arm at a 90- objectives on the basis of
degree angle” or “moves foot forward importance.
three inches”)
 should the job be analyzed at a more
 Observing Incumbents
general level (“makes financial
decisions,” “speaks to c lients”)
Alyssa Louise C. Cabije
BS Psychology
University of Mindanao
  Observations- useful job analysis
methods, especially when used in  Functional Job Analysis (FJA)- as a quick
conjunction with other methods such method that could be used by the federal
as interviews. (Obtrusive) government to analyze and compare
 Job Participation thousands of jobs.
 One can analyze a job by actually
performing it  Methods Providing Information About Tools and
Step 2: Write Task Statements Equipment
 Where the task is done, how it is done,  Job Components Inventory (JCI)- consists of
why it is done, and when it is done. more than 400 questions covering five major
categories: tools and equipment, perceptual
Step 3: Rate Task Statements and physical requirements, mathematical
 Task analysis: rate each task statement requirements, communication requirements,
on the frequency and the importance or and decision making and responsibility.
criticality of the task
Methods Providing Information About the Work
Step 4: Determine Essential KSAOs Environment
(competencies)
 Knowledge: body of information needed  AET
to perform a task.  “ergonomic job analysis procedure.”
 Skill: proficiency to perform a learned  To obtain information about the work
task. environment
 Ability: basic capacity for performing a  216-item, standardized questionnaire that
wide range of different tasks, acquiring a analyzes a job along the dimensions
knowledge, or developing a skill.
 Ergonomic - instrument is primarily concerned
 Other characteristics include such
with the relationship between the worker and
personal factors as personality,
work objects
willingness, interest, and motivation and
such tangible factors as licenses,
 Methods Providing Information About
degrees, and years of experience.
Competencies
Step 5: Selecting Tests to Tap KSAOs  Occupational Information Network (O*NET)
 These methods will be used to select new  national job analysis system created by
employees and include such methods as the federal government to replace the
interviews, work samples, ability tests, Dictionary of Occupational Titles (DOT)
personality tests, reference checks,  major advancement in understanding the
integrity tests, biodata, and assessment nature of work, in large part because its
centers developers understood that jobs can be
viewed at four levels: economic,
USING OTHER JOB ANALYSIS METHODS organizational, occupational, and
individual
 Methods Providing General Information About
Worker Activities  Critical Incident Technique (CIT)
 used to discover actual incidents of job
 Position Analysis Questionnaire (PAQ): behavior that make the difference
contains 194 items organized into six main between a job’s successful or
dimensions: information input, mental unsuccessful performance. (John
processes, work output, relationships with Flanagan)
other persons, job context, and other job-  an excellent addition to a job analysis
related variables such as work schedule, pay, because the actual critical incidents can
and responsibility be used for future activities such as
performance appraisal and training.
 Job Structure Profile (JSP)
 A revised version of the PAQ  Job Components Inventory
 Revision includes item content and style,  provides information about the perceptual,
new items to increase the discriminatory physical, mathematical, communication,
power of the intellectual and decision- decision making, and responsibility skills
making dimensions, and an emphasis on needed to perform the job.
having a job analyst
 Threshold Traits Analysis (TTA)
 Job Elements Inventory (JEI)- alternative to  33 items identify the traits that are
PAQ, contains 153 items and has a readability necessary for the successful performance
level appropriate for an employee with only a of a job that cover five trait categories:
tenth-grade education
Alyssa Louise C. Cabije
BS Psychology
University of Mindanao
 physical, mental, learned, motivational,  Working condition Education requirements
and social
 this method is available only by hiring a Step 2: Determining the Levels for Each
particular consulting firm but its unique Compensable Factor
style makes it worthy of mentioning.
Step 3: Determining the Factor Weights
 Fleishman Job Analysis Survey (F-JAS)  Wage trend lines- drawn based on the
 requires incumbents or job analysts to results of a regression formula in which
view a series of abilities and to rate the salary is predicted by the number of job
level of ability needed to perform the job. analysis points.
 Job Adaptability Inventory (JAI)
 132-item inventory that taps the extent to Determining External Pay Equity
which a job incumbent needs to adapt to  External equity
situations on the job.  the worth of a job is determined by
 The JAI has eight dimensions: comparing the job to the external market
1. Handling emergencies or crisis situations (other organizations).
2. Handling work stress   is important if an organization is to attract
3. Solving problems creatively and retain employees. In other words, it
4. Dealing with uncertain and unpredictable must be competitive with the
work situations  compensation plans of other
5. Learning work tasks, technologies, and organizations.
procedures  Salary surveys: used to determine external
6. Demonstrating interpersonal adaptability equity
7. Demonstrating cultural adaptability .  Direct compensation: amount of money a job
8. Demonstrating physically oriented is worth
adaptability
Determining a Sex and Race Equity
 Personality-Related Position Requirements
Form (PPRF)  Comparable worth- often in the news
 identify the personality types needed to because some groups claim that female
perform job-related tasks. workers are paid less than male workers.
 107-items tapping 12-personality
dimensions that fall under the “Big 5”  Conducting a Sex and Race Equity
personality dimensions Study
Two types of statistical analyses are
typically used:
JOB EVALUATION
 determining job’s worth 1. Hierarchical regression- If there
 typically done in two stages: determining are at least 30 employees in the
internal pay equity and determining external SSEG and at least 5 employees in
pay equity. each sex or race group
2. Fisher’s exact tests- compare
Determining Internal Pay Equity median salaries
 Internal pay equity
 involves comparing jobs within an
organization to ensure that the people in
jobs worth the most money are paid
accordingly.

Step 1: Determining Compensable Job Factors

 Level of responsibility
 Physical demands
 Mental demands
 Education requirements
 Training and experience requirements

Alyssa Louise C. Cabije

BS Psychology
University of Mindanao