Human Resource Management Job analysis 01 December 2016

Human Resource Management Job analysis 01 -December 2016 4– 1

The Basics of Job Analysis: Terms • Job Ø Consists of a group of tasks that must be performed for an organization to achieve its goals • Position Ø Collection of tasks and responsibilities performed by one person; there is a position for every individual in an organization • Job Analysis Ø 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 Ø A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities—one product of a job analysis. • Job Specifications Ø A list of a job’s “human requirements, ” that is, the requisite education, skills, personality, and so on—another product of a job analysis. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4– 2

Sources of Job analysis Information • Manager • Incumbent • Job analyst 3

Types of Information Collected Work activities Human requirements Information Collected Via Job Analysis Job context Human behaviors Machines, tools, equipment, and work aids Performance standards Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4– 4

Uses of Job Analysis Information Recruitment and selection EEO compliance Compensation Information Collected via Job Analysis Performance appraisal Discovering unassigned duties Training Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 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.

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 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. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4– 8

Methods for 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 • Disadvantage Ø Distorted information Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4– 9

Methods for 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall • 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– 10

Methods for Collecting Job Analysis Information: Observation • Information Source Ø Observing and noting the physical activities of employees as they go about their jobs by managers. • Advantages Ø Provides first-hand information Ø Reduces distortion of information • Disadvantages Ø Time consuming Ø Reactivity response distorts employee behavior Ø Difficulty in capturing entire job cycle Ø Of little use if job involves a high level of mental activity Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4– 11

Methods for Collecting Job Analysis Information: Participant Diaries/Logs • Information Source Ø Workers keep a chronological diary or 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 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4– 12

Writing Job Descriptions Job identification Job summary Job specifications Sections of a Typical Job Description Working conditions Standards of performance Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Responsibilities and duties Authority of the incumbent 4– 13

The Job Description • Job Identification • Responsibilities and Duties Ø Job title Ø Major responsibilities and Ø FLSA status section duties (essential functions) Ø Decision-making authority Ø Direct supervision Ø Budgetary limitations Ø Preparation date Ø Preparer • Job Summary Ø General nature of the job Ø Major functions/activities • Relationships Ø Reports to: • Standards of Performance and Working Conditions Ø What it takes to do the job successfully Ø Supervises: Ø Works with: Ø Outside the company: Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4– 14

FIGURE 4– 8 Sample Job Description, Pearson Education Copyright © 2011 Pearson Education, Inc.

FIGURE 4– 8 Sample Job Description, Pearson Education (cont’d) Copyright © 2011 Pearson Education,

Writing Job Specifications “What human traits and experience are required to do this job well? ” Job specifications for trained versus untrained personnel Job specifications based on judgment Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Job specifications based on statistical analysis 4– 17

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. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4– 18

Job Analysis in a Worker-Empowered World Job Design: From Specialized to Enriched Jobs Job Enlargement Job Rotation Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Job Enrichment 4– 19