HRM Slides

Gary
tenth editio Dessler

n
Chapter 4 Part 2 Recruitment and Placement
Job
Analysis
© 2005 Prentice Hall Inc. PowerPoint Presentation by Charlie Cook
All rights reserved. The University of West Alabama
After studying this
chapter, you should
be able to:
1. Discuss the nature of job analysis, including what it is
and how it’s 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 job specifications using the Internet as well as
your judgment.
5. Explain job analysis in a ―jobless‖ world, including
what it means and how it’s done in practice.
© 2005 Prentice Hall Inc. All rights reserved. 4–2

The Nature of Job
Analysis
 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
Types of Information
Collected
 Work activities
 Human behaviors
 Machines, tools, equipment, and work aids
 Performance standards
 Job context
 Human requirements

Uses of Job Analysis
Information
 Recruitment and Selection
 Compensation
 Performance Appraisal
 Training
 Discovering Unassigned Duties
 EEO Compliance

Uses of Job Analysis
Information
Figure 4–1
Steps in Job
Analysis
Step 1: Decide how you’ll use
the information.
 Step 2: Review relevant
background information.
 Step 3: Select representative
 Step 4: positions.
 Step 5: Actually analyze the job.
 Step 6: Verify the job analysis

information.
Develop a job description
and job specification.
Charting the
Organization
 Organization chart
– A chart that shows the organizationwide
distribution of work, with titles of each
position and interconnecting lines that
show who reports to and communicates
to whom.
 Process chart
– A work flow chart that shows the flow of
inputs to and outputs from a particular job.

Process Chart for Analyzing a Job’s
Workflow
Figure 4–2
Methods of Collecting Job
Analysis Information: The
Interview
Information sources  Interview formats
– Individual – Structured
employees (Checklist)
– Groups of – Unstructured
employees
– Supervisors with
knowledge of the
job
 Advantages
– Quick, direct way
to find
overlooked
information.
 Disadvantages
Interview
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.

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

Information: Observation
– Observing and – Provides first-
noting the hand
physical activities information
of employees as – Reduces distortion
they go about of information
their jobs.  Disadvantages
– Time consuming
– Difficulty in
capturing entire
job cycle
– Of little use if job
involves a high
© 2005 Prentice Hall Inc. All rights reserved.
level of mental 4–13
Information: Participant Diary/Logs
– Workers keep a – Produces a more
chronological diary/ complete picture of
log of what they do the job
and the time spent – Employee
in each activity. participation
 Disadvantages
– Distortion
of
informatio
n
– Depends upon
employees to
© 2005 Prentice Hall Inc. All rights reserved. accurately recall 4–14
Quantitative Job Analysis
Techniques
 The position analysis questionnaire (PAQ)
– A questionnaire used to collect
quantifiable data concerning the duties
and responsibilities of various jobs.
 The Department of Labor (DOL) procedure
– A standardized method by which different
jobs can be quantitatively rated, classified,
and compared.
 Functional job analysis
– Takes into account the extent to which
instructions, reasoning, judgment, and
mathematical and verbal ability are
necessary for performing job tasks.
Sample
Report
Based on
Department
of Labor Job
Analysis
Technique
Figure 4–6
Writing Job
Descriptions
 A job description
– A written statement of what the worker
actually does, how he or she does it, and
what the job’s working conditions are.
 Sections of a typical job description
– Job identification
– Job summary
– Responsibilities and duties
– Authority of incumbent
– Standards of performance
– Working conditions
– Job specifications

Sample
Job
Descriptio
n,
Pearson
Education
Source: Courtesy of HR
Department, Pearson
Education.
Figure 4–7a
Sample
Job
Descriptio
n,
Pearson
Education
Source: Courtesy of
HR Department,
Pearson
Education.
Figure 4–7b
―Marketing Manager‖
Description from
Standard Occupational
Classification
20. 11-2021 Marketing Managers
Abstract: 11-2021 Marketing Managers. Determine the
demand for products and services offered by a firm and
Its competitors and identify potential customers. Develop
pricing strategies with the goal of maximizing the firm’s
profits or share of the market while ensuring the firm’s
customers are satisfied.
Source: www.bis.gov, accessed November 13,

Figure 4–8
2003.
The Job
Description
 Job identification
– Job title: name of job
– FLSA status section: Exempt or
nonexempt
– Preparation date: when the
description was written
– Prepared by: who wrote the
description
 Job summary
– Describes the general nature of the
job
– Lists the major functions or activities
The Job Description
(cont’d)
 Relationships (chain of command)
– Reports to: employee’s immediate
supervisor
– Supervises: employees that the job
incumbent directly supervises
– Works with: others with whom the job
holder will be expected to work and come
into contact with internally.
– Outside the company: others with whom
the job holder is expected to work and
come into contact with externally.

The Job Description
(cont’d)
 Responsibilities and duties
– A listing of the job’s major responsibilities
and
duties (essential functions)
– Defines limits of jobholder’s decision-
making authority, direct supervision,
and budgetary limitations.
 Standard Occupational Classification
– Classifies all workers into one of 23 major
groups of jobs which are subdivided into 96
minor groups of jobs and detailed
occupations.
SOC’s
Major
Groups
of Jobs
Note: Within these major

groups are 96 minor
groups, 449 broad
occupations, and 821
detailed occupations.
Table 4–2
Is the Job Function
Essential?
What three or four main activities actually constitute the job?
Is each really necessary?
 What is the relationship between each task? Is there a
special sequence which the tasks must follow?
 Do the tasks necessitate sitting, standing, crawling, walking,
climbing, running, stooping, kneeling, lifting, carrying, digging,
writing, operating, pushing, pulling, fingering, talking,
listening, interpreting, analyzing, seeing, coordinating, etc.?
 How many employees are available to perform the job
function? Can the job function be distributed among other
employees?
 How much time is spent on the job performing each
particular function? Are infrequent tasks less important to
success?
 Would removing a function fundamentally alter the job?
Is the Job Function Essential?
(cont’d)
What happens if a task is not completed on time?
 Does the position exist to perform that function?
 Are employees in the position actually required to perform
the function?
 Is there a limited number of other employees available to
perform the function?
 What is the degree of expertise or skill required to perform
the function?
 What is the actual work experience of present or
past employees in the job?
 What is the amount of time an individual actually spends
performing the function?
 What are the consequences of not requiring the
performance of
the function?
The Job Description
(cont’d)
 Standards of performance and
working conditions
– Lists the standards the
employee is expected to
achieve under each of the
job description’s main duties
and responsibilities.

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Gary

tenth editio Dessler

Chapter 4 Part 2 Recruitment and Placement

© 2005 Prentice Hall Inc. All rights reserved. 4–2

© 2005 Prentice Hall Inc. All rights reserved. 4–4

© 2005 Prentice Hall Inc. All rights reserved. 4–5

 Step 5: Actually analyze the job.

 Step 6: Verify the job analysis

© 2005 Prentice Hall Inc. All rights reserved. 4–8

© 2005 Prentice Hall Inc. All rights reserved. 4–11

© 2005 Prentice Hall Inc. All rights reserved. 4–12

© 2005 Prentice Hall Inc. All rights reserved. 4–17

Source: www.bis.gov, accessed November 13,

© 2005 Prentice Hall Inc. All rights reserved. 4–22

Note: Within these major

© 2005 Prentice Hall Inc. All rights reserved. 4–27

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