HRM301 Dessler 04

1

Human Resource Management

ELEVENTH EDITION

G A R Y D E S S L E R

Job AnalysisChapter 4

Part 2 | Recruitment and Placement

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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 job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities.

• Job specifications A list of a job’s “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 job’s 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 you’ll 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 Job’s Workflow

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

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

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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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• 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.

Methods of Collecting Job Analysis Information

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• First, conducting the job analysis usually involves a joint effort by a HR specialist, the worker and the worker’s 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 you’re using.

Some Job Analysis Guidelines

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Methods of Collecting Job Analysis Information

Figure 4.4

Methods of Collecting Information

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• A popular method for obtaining job-related information.

• Information Sources Individual employees Groups of employees Supervisors with knowledge of

the job

• Advantages Quick, direct way to find

overlooked information

• Disadvantages Distorted information

• Interview Formats Structured (Checklist) Unstructured

Methods of Collecting Job Analysis Information: The Interview

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• 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: The Interview

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Methods of Collecting Job Analysis Information: Questionnaires

• Information Source Have employees fill out

questionnaires to describe their job-related duties and responsibilities

• Questionnaire Formats Structured checklists Open-ended questions –

“What are the major duties of your job.”

• Advantages Quick and efficient way to

gather information from large numbers of employees

• Disadvantages Expense and time

consumed in preparing and testing the questionnaire

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Methods of Collecting Job Analysis Information: Observation

• Information Source Observing and noting the

physical activities of employees as they go about their jobs

• Advantages Provides first-hand

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

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

• Advantages Produces a more complete

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

Position Analysis Questionnaire

Functional Job Analysis

Quantitative Job Analysis

Department of Labor (DOL) Procedure

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• 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. Having decision making/communication/social responsibilities

2. Performing skilled activities

3. Being physically active

4. Operating vehicles/equipment

5. Processing information

PAQ can be used to quantitatively compare jobs to one another and then assign pay levels for each job.

Quantitative Job Analysis Techniques

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TABLE 3–1 Basic Department of Labor Worker Functions

Data People Things

0 Synthesizing 0 Mentoring 0 Setting up

1 Coordinating 1 Negotiating 1 Precision working

2 Analyzing 2 Instructing 2 Operating/controlling

3 Compiling 3 Supervising 3 Driving/operating

4 Computing 4 Diverting 4 Manipulating

5 Copying 5 Persuading 5 Tending

6 Comparing 6 Speaking/signaling 6 Feeding/offbearing

7 Serving 7 Handling

8 Taking instructions/helping

Bas

ic A

ctiv

itie

s

Note: Determine employee’s 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 person’s job. “0” is high; “6,” “8,” and “7” are lows in each column.

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Writing Job Descriptions

JobIdentification

JobSummary

Responsibilities and Duties

Authority of the Incumbent

Standards of Performance

Working Conditions

JobSpecifications

Sections of a Typical Job Description

A job description is a written statement of what the worker actually does, how he/she does it, and what the job’s 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:

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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: 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.

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The Job Description

• 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.

© 2009 Pearson Education South Asia. All rights reserved. 4–26

The Job Description

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

achieve under each of the job description’s main duties

Standards must be specific Examples:

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Writing Job Specifications

Specifications for Trained Versus

Untrained Personnel

Specifications Based on Statistical Analysis

“What traits and experience are required

to do this job well?”

Specifications Based on Judgment

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.

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• 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.

© 2009 Pearson Education South Asia. All rights reserved.4–29

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:



Analyze the job and decide how to measure job performance

Analyze the job and decide how to measure job performance

Select personal traits (like finger dexterity) that you believe should predict successful performance

Select personal traits (like finger dexterity) that you believe should predict successful performance

Test candidates for these traitsTest candidates for these traits

Measure these candidates’ subsequent job performance

Measure these candidates’ subsequent job performance

Statistically analyze relationship between the human trait (finger dexterity) and job performance

Statistically analyze relationship between the human trait (finger dexterity) and job performance

Figure 4.8

Determining Job Specifications Through Statistical Analysis


Job Analysis in a “Jobless” World

• JobGenerally 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.

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JobEnlargement

Job Enrichment

Job Design:Specialization and

Efficiency?

Job Rotation



• From Specialized to Enlarged JobsJob enlargement

Assigning workers additional same level activities, thus increasing the number of activities they perform.

Job enrichmentRedesigning jobs in a way that increases the

opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.


Job rotationMoving 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 (cont’d)

Flattening the Organization

Reengineering Business

Processes

Dejobbing the Organization

Using Self-Managed Work

Teams


Why Managers Are Dejobbing Their Companies

• Dejobbing Broadening the

responsibilities of the company’s jobs

Encouraging employee initiative.

• Internal factors leading to dejobbing Flatter organizations Work teams Re-engineering

• External factors leading to dejobbing. Rapid product and

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




• 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. All rights reserved. 4–38


• Why Use Competency Analysis?Support HPWS

Traditional job descriptions (with their lists of specific duties) may actually backfire if a high-performance work system is the goal.

HPWS encourages employees to work in a self-motivated manner.

Figure 4.9

Encouraging Employees to Work in a Self-Motivated Way



• Why Use Competency Analysis? (cont’d)Maintain a strategic focus

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

Measure performanceMeasurable skills, knowledge, and competencies

are the heart of any company’s performance management process.


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


The Skills Matrix for a Job at BP

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

HRM301 Dessler 04

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