Human Resource Management ELEVENTH EDITION 1 GARY DESSLER

Human Resource Management ELEVENTH EDITION 1 GARY DESSLER Part 2 | Recruitment and Placement Chapter 4 Job Analysis © 2008 Prentice Hall, Inc. All rights reserved. Power. Point Presentation by Charlie Cook The University of West Alabama

Types of Information Collected Work activities Human requirements Job context Information Collected Via Job Analysis Human behaviors Machines, tools, equipment, and work aids Performance standards © 2008 Prentice Hall, Inc. All rights reserved. 4– 2

Use of Job Analysis Information Recruitment and Selection EEO Compliance Discovering Unassigned Duties Compensation Information Collected Via Job Analysis Performance Appraisal Training © 2008 Prentice Hall, Inc. All rights reserved. 4– 3

FIGURE 4– 1 Uses of Job Analysis Information © 2008 Prentice Hall, Inc. All rights reserved. 4– 4

FIGURE 4– 2 Process Chart for Analyzing a Job’s Workflow Source: Compensation Management: Rewarding Performance by Richard J. Henderson. Reprinted by permission of Pearson Education, Upper Saddle River, NJ. © 2008 Prentice Hall, Inc. All rights reserved. 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. © 2008 Prentice Hall, Inc. All rights reserved. 4– 6

Methods of Collecting Job Analysis Information: The Interview • Information Sources • Interview Formats Ø Individual employees Ø Structured (Checklist) Ø Groups of employees Ø Unstructured Ø Supervisors with knowledge of the job • Advantages Ø Quick, direct way to find overlooked information • Disadvantages Ø Distorted information © 2008 Prentice Hall, Inc. All rights reserved. 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 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. © 2008 Prentice Hall, Inc. All rights reserved. 4– 8

Methods of Collecting Job Analysis Information: Questionnaires • Information Source Ø Have employees fill out questionnaires to describe their job-related duties and responsibilities • Questionnaire Formats Ø Structured checklists Ø Open-ended questions © 2008 Prentice Hall, Inc. All rights reserved. • Advantages Ø Quick and efficient way to gather information from large numbers of employees • Disadvantages Ø Expense and time consumed in preparing and testing the questionnaire 4– 9

Methods of Collecting Job Analysis Information: Observation • Information Source Ø Observing and noting the physical activities of employees as they go about their jobs • Advantages Ø Provides first-hand information Ø Reduces distortion of information • Disadvantages Ø Time consuming Ø Difficulty in capturing entire job cycle Ø Of little use if job involves a high level of mental activity © 2008 Prentice Hall, Inc. All rights reserved. 4– 10

Methods of Collecting Job Analysis Information: Participant Diary/Logs • Information Source Ø Workers keep a chronological diary/ log of what they do and the time spent on each activity • Advantages Ø Produces a more complete picture of the job Ø Employee participation • Disadvantages Ø Distortion of information Ø Depends upon employees to accurately recall their activities © 2008 Prentice Hall, Inc. All rights reserved. 4– 11

Quantitative Job Analysis Techniques Quantitative Job Analysis Position Analysis Questionnaire © 2008 Prentice Hall, Inc. All rights reserved. Department of Labor (DOL) Procedure Functional Job Analysis 4– 12

FIGURE 4– 7 Selected O*NET General Work Activities © 2008 Prentice Hall, Inc. All rights reserved. 4– 13

Writing Job Descriptions Job Identification Job Summary Job Specifications Sections of a Typical Job Description Working Conditions Standards of Performance © 2008 Prentice Hall, Inc. All rights reserved. Responsibilities and Duties Authority of the Incumbent 4– 14

FIGURE 4– 9 Marketing Manager Description from Standard Occupational Classification Source: www. bls. gov/soc/ soc_a 2 c 1. htm. Accessed August 17, 2007. © 2008 Prentice Hall, Inc. All rights reserved. 4– 15

The Job Description • Job Identification Ø Job title Ø FLSA status section Ø Preparation date Ø Preparer • Job Summary Ø General nature of the job Ø Major functions/activities • Relationships Ø Reports to: Ø Supervises: Ø Works with: • Responsibilities and Duties Ø Major responsibilities and duties (essential functions) Ø Decision-making authority Ø Direct supervision Ø Budgetary limitations • Standards of Performance and Working Conditions Ø What it takes to do the job successfully Ø Outside the company: © 2008 Prentice Hall, Inc. All rights reserved. 4– 16

Using the Internet for Writing Job Descriptions • Standard Occupational Classification (SOC) • O*NET™ Online Source: O*Net™ is a trademark of the U. S. Department of Labor, Employment and Training Administration. Reprinted by permission of O*Net. © 2008 Prentice Hall, Inc. All rights reserved. 4– 17

TABLE 4– 2 SOC Major Groups of Jobs 11 -0000 Management Occupations 13 -0000 Business and Financial Operations Occupations 15 -0000 17 -0000 19 -0000 21 -0000 23 -0000 25 -0000 Computer and Mathematical Occupations Architecture and Engineering Occupations Life, Physical, and Social Science Occupations Community and Social Services Occupations Legal Occupations Education, Training, and Library Occupations 27 -0000 Arts, Design, Entertainment, Sports, and Media Occupations 29 -0000 Healthcare Practitioners and Technical Occupations 31 -0000 Healthcare Support Occupations 33 -0000 Protective Service Occupations 35 -0000 Food Preparation and Serving-Related Occupations 37 -0000 Building and Grounds Cleaning and Maintenance Occupations 39 -0000 41 -0000 43 -0000 45 -0000 47 -0000 49 -0000 51 -0000 53 -0000 55 -0000 Personal Care and Service Occupations Sales and Related Occupations Office and Administrative Support Occupations Farming, Fishing, and Forestry Occupations Construction and Extraction Occupations Installation, Maintenance, and Repair Occupations Production Occupations Transportation and Material Moving Occupations Military Specific Occupations Note: Within these major groups are 96 minor groups, 449 broad occupations, and 821 detailed occupations. © 2008 Prentice Hall, Inc. All rights reserved. 4– 18

Writing Job Specifications “What traits and experience are required to do this job well? ” Specifications for Trained Versus Untrained Personnel © 2008 Prentice Hall, Inc. All rights reserved. Specifications Based on Judgment Specifications Based on Statistical Analysis 4– 19

FIGURE 4– 10 Preliminary Job Description Questionnaire Source: Reprinted from www. hr. blr. com with the permission of the publisher, Business and Legal Reports, Inc. , Old Saybrook, CT © 2004. © 2008 Prentice Hall, Inc. All rights reserved. 4– 20

Writing Job Descriptions (cont’d) Step 1. Decide on a Plan Step 2. Develop an Organization Chart Step 3. Use a Job Analysis/Description Questionnaire Step 4. Obtain Lists of Job Duties from O*NET Step 5. Compile the Job’s Human Requirements from O*NET Step 6. Complete Your Job Description © 2008 Prentice Hall, Inc. All rights reserved. 4– 21

FIGURE 4– 11 Background Data for Examples Example of Job Title: Customer Service Clerk Example of Job Summary: Answers inquiries and gives directions to customers, authorizes cashing of customers’ checks, records and returns lost charge cards, sorts and reviews new credit applications, works at customer service desk in department store. Example of One Job Duty: Authorizes cashing of checks: authorizes cashing of personal or payroll checks (up to a specified amount) by customers desiring to make payment by check. Requests identification—such as driver’s license—from customers and examines check to verify date, amount, signature, and endorsement. Initials check and sends customer to cashier. © 2008 Prentice Hall, Inc. All rights reserved. 4– 22

Writing Job Specifications (cont’d) • Steps in the Statistical Approach Ø Analyze the job and decide how to measure job performance. Ø Select personal traits that you believe should predict successful performance. Ø Test candidates for these traits. Ø Measure the candidates’ subsequent job performance. Ø Statistically analyze the relationship between the human traits and job performance. © 2008 Prentice Hall, Inc. All rights reserved. 4– 23

Job Analysis in a “Jobless” World Job Design: Specialization and Efficiency? Job Enlargement © 2008 Prentice Hall, Inc. All rights reserved. Job Rotation Job Enrichment 4– 24

Job Analysis in a “Jobless” World (cont’d) Dejobbing the Organization Flattening the Organization © 2008 Prentice Hall, Inc. All rights reserved. Using Self. Managed Work Teams Reengineering Business Processes 4– 25

Competency-Based Job Analysis • Competencies Ø Demonstrable characteristics of a person that enable performance of a job. • Reasons for Competency-Based Job Analysis Ø To support a high-performance work system. Ø To create strategically-focused job descriptions. Ø To support the performance management process in fostering, measuring, and rewarding: v General competencies v Leadership v Technical competencies © 2008 Prentice Hall, Inc. All rights reserved. 4– 26

Competency-Based Job Analysis (cont’d) • How to Write Job Competencies-Based Job Descriptions Ø Interview job incumbents and their supervisors v Ask open-ended questions about job responsibilities and activities. v Identify critical incidents that pinpoint success on the job. Ø Use off-the-shelf competencies databanks © 2008 Prentice Hall, Inc. All rights reserved. 4– 27

FIGURE 4– 12 The Skills Matrix for One Job at BP Note: The light blue boxes indicate the minimum level of skill required for the job. © 2008 Prentice Hall, Inc. All rights reserved. 4– 28

KEY TERMS job analysis job description job specifications organization chart process chart diary/log position analysis questionnaire (PAQ) U. S. Department of Labor (DOL) job analysis procedure functional job analysis © 2008 Prentice Hall, Inc. All rights reserved. Standard Occupational Classification (SOC) job enlargement job rotation job enrichment dejobbing boundaryless organization reengineering competencies competency-based job analysis performance management 4– 29