4. Job Analysis (09.02.10)

Job Analysis : 

Job Analysis

HRM Goal: Match Person & Job : 

HRM Goal: Match Person & Job Need information about person & job Job analysis focuses on getting job information (tasks & duties and required qualifications)

Job Analysis : 

Job Analysis A systematic approach to collect information about a job such as tasks, responsibilities and the skills required to perform those tasks.

Job Analysis in Perspective : 

Job Analysis in Perspective

Types Of Job Analysis Information : 

Types Of Job Analysis Information Considerable information is needed, such as: Work Activities Worker-oriented activities Machines, tools, equipment, and work aids used Work performance Job content Personal requirements for the job

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Work Activities – work activities and processes; activity records (in film form, for example); procedures used Worker-oriented activities – human behaviors, such as physical actions and communicating on the job; elemental motions for methods analysis; personal job demands, such as energy expenditure Machines, tools, equipment, and work aids used

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Work performance – error analysis; work standards; work measurements, such as time taken for a task Job context – work schedule; financial and nonfinancial incentives; physical working conditions; organizational and social contexts Personal requirements for the job – personal attributes such as personality and interests; education and training required; work experience

Job Analysis Process : 

Job Analysis Process

Phase 1: Scope of Project : 

Phase 1: Scope of Project Decide purposes of project Staffing Training & Development Safety & Health Employee & Labour Relation Compensation Legal Considerations

Uses of Job Analysis : 

Uses of Job Analysis Staffing – would be haphazard if recruiter did not know qualifications needed for job Training and Development – if specification lists a particular knowledge, skill, or ability, and the person filling the position does not possess all the necessary qualifications, training and/or development is needed Compensation and Benefits – value of job must be known before dollar value can be placed on it

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Safety and Health – helps identify safety and health considerations Employee and Labor Relations – lead to more objective human resource decisions Legal Considerations – having done job analysis important for supporting legality of employment practices

Decide which jobs to include : 

Jobs that are critical to the organization Jobs that are difficult to learn or perform Jobs with frequent turnover Jobs that preclude members of protected classes New technology affects the job Decide which jobs to include

Phase 2: Methods : 

Phase 2: Methods Decide which types of data are needed Tasks ,duties & responsibilities Qualifications: KSAs & other characteristics

Job Description : 

Job Description Job Description: a document that identifies the tasks and duties performed on a job. Attempts to provide statements of fact that describe the job as it is. Acts as a job contract that conveys employee rights and establishes corresponding obligations. It protects the employee and the employer by letting the employee know what is expected and what must be accomplished.

Elements Of The Job Description : 

Elements Of The Job Description Job Identification Job Summary Responsibilities & Duties Authority of incumbent Standards of Performance Working Conditions Job Specifications

Job Identification : 

Job Identification Job Title Job Code (Referencing System) Document Author, Approvals, And Date Job Location Evaluation Points Title Of Supervisor Pay Range

Job Summary : 

Job Summary A "word picture" of the job that delineates its general characteristics, listing only major functions or activities. It is valuable to those who need a quick overview of the job. It is especially useful in job matching when an organization is participating in a pay survey.

Under Immediate Direction : 

Under Immediate Direction The incumbent normally performs the duty assignment after receiving detailed instructions as to the methods, procedures, and desired end results.

Under Direction : 

Under Direction The incumbent normally performs the duties assignment according to his or her own judgement requesting supervisory experience only when necessary.

Responsibilities & Duties : 

Responsibilities & Duties A responsibility is of sufficient importance that "not" carrying out the duties within it or performing them below a minimally established standard will critically affect the required results and demand remedial actions by management.

Job Specifications : 

Job Specifications - Evolve from the job description - Address the question: “What personal traits and experience are needed to perform the job effectively?” - Useful in offering guidance for recruitment and selection - Any trait or skill stated on the job specification should actually be required for performance on the job.

Job Specifications : 

Job Specifications Identifies the knowledge and skill demands made on the incumbent and the physical and emotional conditions under which the incumbent must work.

Job Specifications : 

Job Specifications - Job specifications must differentiate between: - Essential skills: those for which alternative ways of accomplishing the job are not possible. - Nonessential skills: can be accommodated by changing the structure or work methods of the job.

KSAOs : 

KSAOs Knowledge: Body of information Skills: Observable competence Competency Foundation Ability: underlying capacity Cognitive Physical Psychomotor Sensory/perceptual Other characteristics: Anything else necessary for job entry or performance

Specimen of Job Description : 

Specimen of Job Description Title: Compensation manager Code:HR/2310 Department : Human Resource Department Summary : Responsible for the design and administration of employee compensation programmes.

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Duties: Conduct job analysis. Prepare job descriptions for current and projected positions. Evaluate job descriptions and act as Chairman of Job Evaluation Committee. Insure that company's compensation rotes are in tune with the company's philosophy. Relate salary to the performance of each employee. Conduct periodic salary surveys. Develop and administer performance appraisal programme. Develop and oversee bonus and other employee benefit plans Working conditions : Normal. Eight hours per day. Five days a week. Report to : Director, Human Resource Department.

Job Specification of Compensation Manager : 

Job Specification of Compensation Manager Education: MBA with specialization in HRM/MA in social work/PG Diploma in HRM/MA in industrial psychology Experience: A degree or diploma in Labour Laws is desirable Skill, Knowledge, Abilities: Knowledge of compensation practices in competing industries, of job analysis procedures, of compensation survey techniques, of performance appraisal systems. Skill in writing job descriptions, in conducting job analysis interviews, in making group presentations, in performing statistical computations Ability to conduct meetings, to plan and priorities work.

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Work Orientation Factors : The position may require upto 15 per cent travel Age: Preferably below 30 years.

Phase 2: Methods : 

Identify sources of job data Management Supervisors Job analysts Job incumbent Other Sources Phase 2: Methods

Phase 2: Methods : 

Phase 2: Methods Select job analysis procedure Narrative Engineering approaches Structured job analysis procedures Other examples: Critical Incidents Technique (CIT), Functional Job Analysis (FJA), Position Analysis Questionnaire (PAQ)

Narrative Job Description : 

Narrative Job Description

Engineering approaches : 

Engineering approaches It involves an examination of the specific body movements or procedural steps that are used to perform a particular task.

Methods of Job Analysis : 

Methods of Job Analysis Observation Interview Individual Group Questionnaires PAQ Diary Technical Conference Critical Incident Technique

1. Observation Method : 

Analyst observes incumbent Directly Videotape Useful when job is fairly routine Limitation Workers may not perform to expectations 1. Observation Method

2. Interview Method : 

Individual Several workers are interviewed individually The answers are consolidated into a single job analysis Group Employees are interviewed simultaneously Group conflict may cause this method to be ineffective 2. Interview Method

Interview Method : 

Interview Method Frequently used method. Interviews with incumbents & supervisors Assumes thorough familiarity with the job Structured or unstructured format. Used to identify critical job tasks Task statements are then written to show what the worker does, to what/whom, to produced what outcome, using what tools, equipment, processes, etc.

Limitations To Job Analysis Interviews : 

Limitations To Job Analysis Interviews Heavily dependent on interviewing ability Takes a lot of time and may not be cost efficient if there are a number of jobs to be studied Incumbent may distort information to reflect a more complex job, so verify with other incumbents and supervisors Do not rely on the interview as the only source of information

3.QUESTIONNAIRE : 

3.QUESTIONNAIRE Contains demographic data, listing of job tasks and rating scales, as well as working conditions, equipment used, etc. Can be purchased or designed Limitations: Usually specific to one job Still time-consuming and costly Literacy issues

QUESTIONNAIRE : 

The Position Analysis Questionnaire (PAQ) developed by McCormick, Jeanneret, and Mecham (1972) is a structured job analysis instrument to measure job characteristics and relate them to human characteristics. It consists of 194 job elements that represent in a comprehensive manner the domain of human behavior involved in work activities. QUESTIONNAIRE

Position Analysis Questionnaire (PAQ) : 

Position Analysis Questionnaire (PAQ) Information input (where and how the worker gets information) Mental processes (reasoning and other processes that workers use) Work output (physical activities and tools used on the job) Relationships (with other persons) Job context (the physical and social contexts of work) Other characteristics (Amount of work structure)

Management Position Description Questionnaire : 

Management Position Description Questionnaire Designed for management positions using checklist method to analyze jobs It is a 208-item questionnaire.

Management Position Description Questionnaire (MPDQ): Major Sections : 

Management Position Description Questionnaire (MPDQ): Major Sections - General information - Decision making - Planning and organizing - Administering - Controlling - Supervising - Consulting and innovating - Contacts - Coordinating - Representing - Monitoring business indicators - Overall ratings - Knowledge, skills, and abilities - Organization chart - Comments and reactions

4. Diary Method : 

Employees record information into diaries of their daily tasks Record the time it takes to complete tasks Must be over a period of several weeks or months 4. Diary Method

5. Technical Conference Method : 

Uses experts to gather information about job characteristics 5. Technical Conference Method

6.Critical Incident Technique (CIT) : 

Takes past incidents of good and bad behavior Organizes incidents into categories that match the job they are related to Involves 4 steps 6.Critical Incident Technique (CIT)

CIT steps : 

CIT steps Generate dimensions Brainstorm and create lists of dimensions of job behaviors Generate incidents List examples of effective and ineffective behavior for each dimension Retranslate Form a group consensus on whether each incident is appropriately categorized Assign effectiveness values Rate each incident according to its value to the company

Functional Job Analysis – : 

Concentrates on interactions among: work worker organization Here trained job analyst review written materials, observes workers performing the job, & interview job incumbents & supervisors for information. Functional Job Analysis –

Functional Job Analysis – : 

FJA uses seven scales to describe what workers do in jobs: Things Data People Worker Instructions Reasoning Math Language. Functional Job Analysis –

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Data0-Synthesizing1-Coordinating2-Analyzing3-Compiling4-Computing5-Copying6-Comparing People0-Mentoring1-Negotiating2-Instructing3-Supervising4-Diverting5-Persuading6-Speaking7-Serving8-Taking instructions9-Helping Things0-Setting up1-Precision working2-Operating- controlling3-Driving - Operating4-Manipulating5-Tending6-Feeding - Offbearing7-Handling

Phase 3: Data Collection & Analysis : 

Prepare organization establish clear goals for project Obtain Mgmt. commitment Communicate with relevant employee groups Look out for sources of bias Administer questionnaires or conduct interviews Analyze job data Report and recheck job data Phase 3: Data Collection & Analysis

Phase 4: Assessment : 

Phase 4: Assessment Evaluate results against criteria of benefits, costs, and legality Is the information job-related? Is the information reliable & valid? Are the job descriptions being used appropriately?

Assessment : 

Assessment Criteria : Method Appropriate for purpose Versatility Standardization User Acceptability Training required Sample size

Potential Problems With Job Analysis : 

Potential Problems With Job Analysis Support from Top Management Single Means & Source No Training or Motivation Activities may be Distorted

Job Analysis in a Jobless World : 

Job Analysis in a Jobless World Flatter Organizations Work Teams Reengineering

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Questions?

Books to Refer from : : 

Books to Refer from : HRM ;Gary Dessler HRM ;Fisher, Shaw, Schoenfeldt

An Exercise : 

An Exercise Bruce Spuhler, customer service manager at BGS Sports, wants to conduct a job analysis on how his employees interact with customers and other employees. What steps should Bruce take to implement a successful job analysis, and what method should he use to analyze his employees?

Possible Answer: : 

Possible Answer: Determine the Purpose- to reinforce good behavior among employees and provide better customer service Gather as much information as possible about retail and customer service, including past experiences with customers

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3. Choose best method of job analysis -Critical Incident Technique -This would allow Bruce to discuss with his employees past incidents and whether they were effective or not -Assign values of effectiveness 4. Gather information from workers and other managers about the job. 5. Identify areas that need improvement, and implement training programs to improve those areas