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Human Resource Management

ELEVENTH EDITION

GARY DESSLER
Part 2 | Recruitment and Placement

Chapter 4

Job Analysis

The Basics of Job Analysis

The organization consist of jobs that have to be staffed. 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 analysis produces information used for writing: Job description

A list of a jobs duties, responsibilities, reporting relationships,

working conditions, and supervisory responsibilities.

Job specifications
A list of a jobs human requirements, that is, the requisite

education, skills, personality, and so.

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The Basics of Job Analysis

The supervisor or human resource specialist normally collects one or more of the following types of information via the job analysis:
Work activities Human behaviors Machines, tools, equipment, and work aids

Performance standards
Job context Human requirements

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The Basics of Job Analysis

Fig 4-1 Information Collected by HR Specialists

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Uses of Job Analysis Information

Fig 4-2 Uses of Job Analysis Information

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Uses of Job Analysis Information

Employers use job analysis information to support several human resource management activities: Recruitment and selection
Selection of people to recruit based on job

requirements and human characteristics needed to perform these jobs

Performance appraisal
Compares employees performance with standards

which are derived from job analysis

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Uses of Job Analysis Information

Job evaluation / compensation
Estimate value of each job and its appropriate

compensation based on jobs required skill, education level, safety hazard, level of responsibility etc. Relative worth of job determined to group jobs into different classes

Training requirements
Training requirements based on job and required

skills which are listed in the job description

Job analysis can also help in following activities:

Discovering unassigned duties EEO Compliance

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Steps in Job Analysis

There are six steps in doing a job analysis:
Step 1: Decide how youll use the information this will

determine the data you collect and how you collect them.
Step 2: Review relevant background information

organization charts, process charts and job descriptions.

Organization

chart: A chart that shows the organization-wide 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. The existing job description usually provides a starting point for building a revised job description.

Step 3: Select representative positions It is unnecessary

to analyze too many similar jobs. For example, A sample of 10 out of 200 assembly workers job is sufficient.
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Steps in Job Analysis

Process Chart for Analyzing a Jobs Workflow

Information input from plant manager

Components input from suppliers

Job under study Quality Control Clerk

Information output to plant manager regarding component quality

Product quality output to plant manager

Fig 4-3. Source: Compensation Management: Rewarding Performance by Richard J. Henderson.

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Steps in Job Analysis

There are six steps in doing a job analysis:
Step 4: Actually analyze the job by collecting data on job

activities, required employee behaviors, working conditions and human traits and abilities needed to perform the job.
Step 5: Verify the job analysis information with the

workers performing the job and immediate supervisors. This helps to confirm whether the information collected is factually correct and complete. Also helps to gain employee acceptance.
Step 6: Develop a job description and job specification

These are the two tangible products of job analysis. These can be in separate documents or in the same.

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Methods of Collecting Job Analysis Information

There are various ways to collect information on duties, responsibilities and activities of a job.

We will look at the most important ones.

In practice, you can use any one of them or in combination. The basic rule is to use the one that best fits your purpose. An interview may be appropriate for creating a list of job duties and responsibilities, whereas, Position Analysis Questionnaire may be best for quantifying each jobs relative worth for compensation purposes.

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Some Job Analysis Guidelines

First, conducting the job analysis usually involves a joint effort by a HR specialist, the worker and the workers supervisor. Second, job analysis almost always requires collecting information from several people familiar with the job. Third, If there are several employees doing the same job, it is typical to collect job analysis information from several of them from different departments and average the results. Fourth, make sure the questions and surveys are clear and understandable.

Fifth, if possible observe and question respondents early enough in the job analysis process to catch any problems while there is still time to correct the job analysis procedure youre using.
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Methods of Collecting Job Analysis Information

Figure 4.4 Methods of Collecting Information

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Methods of Collecting Job Analysis Information: The Interview

A popular method for obtaining job-related information. Information Sources
Individual employees Groups of employees

Interview Formats
Structured (Checklist) Unstructured

Supervisors with knowledge of

the job

Advantages
Quick, direct way to find

overlooked information

Disadvantages
Distorted information

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Methods of Collecting Job Analysis Information: The Interview

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.

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Methods of Collecting Job Analysis Information: Questionnaires

Information Source
Have employees fill out

Advantages
Quick and efficient way to

questionnaires to describe their job-related duties and responsibilities

gather information from large numbers of employees

Questionnaire Formats
Structured checklists Open-ended questions

Disadvantages
Expense and time

What are the major duties of your job.

consumed in preparing and testing the questionnaire

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Methods of Collecting Job Analysis Information: Observation

Information Source
Observing and noting the

Advantages
Provides first-hand

physical activities of employees as they go about their jobs

information
Reduces distortion of

information

Disadvantages
Time consuming Difficulty in capturing

entire job cycle

Of little use if job involves

a high level of mental activity

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Methods of Collecting Job Analysis Information: Participant Diary/Logs

Information Source
Workers keep a

Advantages
Produces a more complete

chronological diary/ log of what they do and the time spent on each activity

picture of the job

Employee participation

Disadvantages
Distortion of information Depends upon employees

to accurately recall their activities

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Quantitative Job Analysis Techniques

Quantitative Job Analysis

Position Analysis Questionnaire

Department of Labor (DOL) Procedure

Functional Job Analysis

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Quantitative Job Analysis Techniques

Position Analysis Questionnaire (PAQ)
A questionnaire used to collect quantifiable data concerning

the duties and responsibilities of various jobs.

A PAQ contains 94 items each of which represents a basic

element that may or may not play an important role in the job.
The PAQ provides a quantitative score or profile of any job in

terms of how the job rates on five basic activities:

1.
2. 3. 4. 5.

Having decision making/communication/social responsibilities

Performing skilled activities Being physically active Operating vehicles/equipment Processing information

PAQ can be used to quantitatively compare jobs to one

another and then assign pay levels for each job.

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TABLE 31 Basic Department of Labor Worker Functions

Data 0 Synthesizing 1 Coordinating Basic Activities People 0 Mentoring 1 Negotiating Things 0 Setting up 1 Precision working

2 Analyzing

2 Instructing

2 Operating/controlling

3 Compiling 4 Computing 5 Copying

3 Supervising 4 Diverting 5 Persuading

3 Driving/operating 4 Manipulating 5 Tending

6 Comparing

6 Speaking/signaling
7 Serving

6 Feeding/offbearing
7 Handling

8 Taking instructions/helping Note: Determine employees job score on data, people, and things by observing his or her job and determining, for each of the three categories, which of the basic functions illustrates the persons job. 0 is high; 6, 8, and 7 are lows in each column.

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Writing Job Descriptions

A job description is a written statement of what the worker actually

does, how he/she does it, and what the jobs working conditions are. We use this information to write a job specification; which lists the knowledge, abilities and skills required to perform the job satisfactorily. There is no standard format to write a JD, however most descriptions contain sections that cover:
Job Identification Job Specifications Job Summary

Working Conditions

Sections of a Typical Job Description

Responsibilities and Duties

Standards of Performance

Authority of the Incumbent

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The Job Description

Job identification
Job title: name of job
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

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The Job Description

Relationships (chain of command)
Reports to: employees 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.

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The Job Description

Responsibilities and duties
A listing of the jobs major responsibilities and

duties (essential functions)

Defines limits of jobholders decision-making

authority, direct supervision, and budgetary limitations.

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The Job Description

Standards of Performance and Working Conditions
Lists standards the employee is expected to

achieve under each of the job descriptions main duties Standards must be specific Examples:

2009 Pearson Education South Asia. All rights reserved.

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Writing Job Specifications

Job specification takes the job description and answers the

questions, what human traits and experience are required to do this job well?, it shows what kind of person to recruit and for what qualities that person should be tested. The JS can be a part of the JD or a separate document entirely. Most often the employer presents is as part of the JD.
What traits and experience are required to do this job well?

Specifications for Trained Versus Untrained Personnel

Specifications Based on Judgment

Specifications Based on Statistical Analysis

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Writing Job Specifications

Specifications for Trained Versus Untrained Personnel
Writing JS for trained employees is relatively

straight forward.
In cases like these, the JS might focus mostly on

traits like length of previous service, quality of relevant training, and previous job performance.
However it more complex to prepare the JS when

filling jobs with untrained people. Here quality such as physical traits, personality, interests or sensory skills need to be specified.

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Writing Job Specifications

Specifications Based on Judgment
Self-created judgments (common sense) Basic question: What does it take in terms of

education, intelligence and training to do this job well?

Specifications Based on Statistical Analysis

Attempts to determine statistically the relationship

between a predictor or human trait and an indicator or criterion of job effectiveness. Five-step procedure:

2009 Pearson Education South Asia. 429 All rights reserved.

Writing Job Specifications

Analyze the job and decide how to measure job performance Select personal traits (like finger dexterity) that you believe should predict successful performance Test candidates for these traits Measure these candidates subsequent job performance Statistically analyze relationship between the human trait (finger dexterity) and job performance
Figure 4.8 Determining Job Specifications Through Statistical Analysis
2009 Pearson Education South Asia. 430 All rights reserved.

Job Analysis in a Jobless World

Job
Generally defined as a set of closely

related activities carried out for pay. But over the years the concept of job has actually changed quite dramatically. Jobs now tend to be much more varied and very loosely defined than before. E.g. pg153.

2009 Pearson Education South Asia. 431 All rights reserved.

Job Analysis in a Jobless World

Job Design: Specialization and Efficiency?

Job Enlargement

Job Rotation

Job Enrichment

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Job Analysis in a Jobless World

From Specialized to Enlarged Jobs
Job enlargement Assigning workers additional same level activities, thus increasing the number of activities they perform.
Job enrichment Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.
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Job Analysis in a Jobless World

Job rotation Moving a trainee from department to department to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company Systematically moving workers from one job to another to enhance work team performance.

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Job Analysis in a Jobless World (contd)

Dejobbing the Organization

Flattening the Organization

Using SelfManaged Work Teams

Reengineering Business Processes

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Job Analysis in a Jobless World

Why Managers Are Dejobbing Their Companies

Dejobbing
Broadening the

External factors leading to dejobbing.

Rapid product and

responsibilities of the companys jobs Encouraging employee initiative.

Internal factors leading to dejobbing

Flatter organizations
Work teams Re-engineering

technological change Global competition Deregulation, Political instability, Demographic changes Rise of a service economy

2009 Pearson Education South Asia. 436 All rights reserved.

Job Analysis in a Jobless World

Competencies
Demonstrable characteristics of a person that

enable performance of a job.

Competency-based job analysis

Describing a job in terms of the measurable,

observable, behavioral competencies (knowledge, skills, and/or behaviors) an employee must exhibit to do a job well.

2009 Pearson Education South Asia. 437 All rights reserved.

Job Analysis in a Jobless World

Why Use Competency Analysis?
Support HPWS
Traditional

job descriptions (with their lists of specific duties) may actually backfire if a highperformance work system is the goal. encourages employees to work in a selfmotivated manner.

HPWS

Figure 4.9 Encouraging Employees to Work in a Self-Motivated Way 2009 Pearson Education South Asia. All rights reserved.
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Job Analysis in a Jobless World

Why Use Competency Analysis? (contd) Maintain a strategic focus
Describing

the job in terms of the skills, knowledge, and competencies the worker needs is more strategic.

Measure performance Measurable skills, knowledge, and competencies are the heart of any companys performance management process.

2009 Pearson Education South Asia. 439 All rights reserved.

Self-Managed Teams (SMT) in Asia

A small group of workers with authority to manage their own work Set their own targets and schedule Inspect their own work Review performance as a group Allows workers to control their work arrangements and job conditions Requires technical and decision-making skills

2009 Pearson Education South Asia. 440 All rights reserved.

The Skills Matrix for a Job at BP

Note: The light blue boxes indicate the minimum level of skill required for the job.

2009 Pearson Education South Asia. 441 All rights reserved.