Chapter 4

Job Analysis

Part Two | Recruitment and Placement

PowerPoint
PowerPoint Presentation
Presentation by
by Charlie
Charlie Cook
Cook
The
The University
University of
of West
West Alabama
Alabama
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 job’s duties, responsibilities, reporting relationships,
working conditions, and supervisory responsibilities—one
product of a job analysis.
• Job Specifications
 A list of a job’s “human requirements,” that is, the requisite
education, skills, personality, and so on—another product of a
job analysis.

4–2
 Types of Information Collected

Work
activities

Human Human
requirements behaviors
Information
Collected Via
Job Analysis
Machines, tools,
Job
equipment, and
context
work aids

Performance
standards

4–3
 Uses of Job Analysis Information

Recruitment
and selection

EEO
compliance Compensation
Information
Collected via
Job Analysis
Discovering Performance
unassigned duties appraisal

Training

4–4
FIGURE 4–1 Uses of Job Analysis Information

Job analysis

Job description
and specification

Recruiting Performance Job evaluation— Training

4–5
Steps in Job Analysis

Steps in doing a job analysis:

1 Decide how you’ll use the information.

2 Review relevant background information.

3 Select representative positions.

4 Actually analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

4–6
 Collecting Job Analysis Information

Methods for Collecting Job Analysis Information

Interviews Questionnaires Observations Diaries/Logs

4–7
Job Analysis: Interviewing Guidelines
• The job analyst and supervisor should work together
to identify the workers who know the job best.
• Quickly establish understanding 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.

4–8
Methods for Collecting Job Analysis
Information: The Interview
• Information Sources • Interview Formats
 Individual employees  Structured (Checklist)
 Groups of employees  Unstructured
 Supervisors with
knowledge of the job
• Advantages
 Quick, direct way to find
overlooked information
• Disadvantage
 Distorted information

4–9
Methods for Collecting Job Analysis
Information: Questionnaires
• Information Source • Advantages
 Have employees fill out  Quick and efficient way
questionnaires to describe to gather information
their job-related duties and from large numbers of
responsibilities employees
• Questionnaire Formats • Disadvantages
 Structured checklists  Expense and time
 Open-ended questions consumed in preparing and
testing the questionnaire

4–10
Methods for Collecting Job Analysis
Information: Observation
• Information Source • Advantages
 Observing and noting the  Provides first-hand
physical activities of information
employees as they go  Reduces distortion
about their jobs by of information
managers.
• 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

4–11
Methods for Collecting Job Analysis
Information: Participant Diaries/Logs
• Information Source • Advantages
 Workers keep a  Produces a more complete
chronological diary or log picture of the job
of what they do and the  Employee participation
time spent on each activity
• Disadvantages
 Distortion of information
 Depends upon employees
to accurately recall their
activities

4–12
Quantitative Job Analysis Techniques

Quantitative Job
Analysis

Department of
Position Analysis Functional Job
Labor (DOL)
Questionnaire Analysis
Procedure

4–13
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

4–14
 Writing Job Descriptions

Job
identification

Job Job
specifications summary

Sections of a
Typical Job
Working Description Responsibilities and
conditions duties

Standards of Authority of
performance the incumbent

4–15
The Job Description
• Job Identification • Responsibilities and Duties
 Job title  Major responsibilities and
 Preparation date duties (essential functions)
 Preparer  Decision-making authority
 Direct supervision
• Job Summary
 Budgetary limitations
 General nature of the job
 Major functions/activities • Standards of Performance
and Working Conditions
• Relationships
 What it takes to do the job
 Reports to:
successfully
 Supervises:
 Works with:
 Outside the company:

4–16
 Writing Job Specifications

“What human traits and

Job specifications Job specifications

4–18
Writing Job Specifications (cont’d)
• 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.

4–19
Job Analysis in a Worker-Empowered
World

Job Design:
From Specialized
to Enriched Jobs

Job Job Job

4–20
 Other Changes at Work

Changing the
Organization and
Its Structure

Flattening the Using self-managed Reengineering

4–21
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
4–22
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.

4–23