JOB ANALYSIS Reported by: Chona H. Torres IR 212 3 December 2013 1.

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JOB ANALYSIS

Reported by:Chona H. Torres

IR 2123 December 2013

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What is Job Analysis?

• A process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties to a given job.

• A process where judgments are made about data collected on a job.

• It is used to identify the important tasks of a job and the essential competencies an individual should possess to satisfactorily perform it.

• A systematic process of collecting relevant, work related information related to the specific nature of a job.

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What is Job Analysis?

• It is the reduction of a job into duties, tasks, and elements for the purpose of establishing a job description, job specifications (required KSA) or a personnel procedure (recruitment, selection, performance appraisal, training, compensation).

• It is concerned with the collection, processing, and interpretation of job content data, e.g., tasks, duties, and supporting knowledge.

• It is a collection of data describing: (a) workers and the technologies employed on the job to get the work done, and (b) the physical, mechanical, social, and informational elements of the work environment.

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Why Perform Job Analysis?

• Being the foundation upon which Human Resource Management sits, it as a potential use for every major personnel function

• Identifying the skills and experience required to perform the work clarifies hiring and promotion standards

• It is used to establish and document the “job relatedness” of employment procedures such as training, selection, compensation, and performance appraisal.

• In compensation, job analysis has two (2) critical uses : (1) establishes similarities and differences in the work contents of the jobs (2) helps establish an internally fair and aligned job structure

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WHAT? HOW? WHY?• This seeks to find out

what the worker is actually doing.

• This involves knowing the methods and procedures as well as the equipment used to carry out the specific tasks and responsibilities of the jobs that are being analyzed.

• The environment under which the job occupant carries out his or her job is also included in the ”how” analysis.

• This is a question often ignored by some job analysis.

• Knowing why tasks are done in a certain manner, however, will help us understand the importance of the job, the efforts required (mental and physical), and other vital factors that will later be used as basis for job evaluation.

QUESTIONS ASKED IN JOB ANALYSIS

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Competencies of Job Analysts• Persons with analytical ability

• Have very good writing skills

• Possess excellent interviewing skills

• Have familiarity with the jobs that are to be analyzed

• Must also be good listeners

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1. Determine what you want the information for. This helps the job analyst to be more focused on specific areas of concern.

2. Identify the target jobs to be analyzed. In job evaluation, the choice would be to analyze the whole array of jobs in the organization or an identified set of jobs that are part of the job evaluation project.

3. Determine who would do job analysis. Job analysis is usually conducted by an analyst based in the HR Department. But sometimes, organizations contract this task out to specialists or consultants.

4. Do a review of related documents and literature. Consult the Dictionary of Occupational Titles (DOT) or the O*NET, which contains job descriptions used by various industry groups.

JOB ANALYSIS PROCESS

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5. Do the job analysis. This step involves using some method or a combination of methods to collect information regarding the tasks and duties performed.

6. Process, synthesize and interpret the results. How you process the results is important to job analysis. The data derived from job analysis, for example, forms the basis for writing the job descriptions in a job evaluation.

JOB ANALYSIS PROCESS

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Data Gathering Techniques1. Using a questionnaire - a structured or semi-structured job analysis questionnaire is designed to capture the key areas that the analyst wants to study depending on the purpose of the job analysis.

2. Interview – a method of collecting information from job incumbents with the job analyst asking them to describe the tasks and duties they perform.

There are two types of interviews:

a. Unstructured interview – this involves some conversation between the job occupant and the analyst with neither prepared interview schedule nor a predetermined line of questioning.

b. Structured interview – an interview schedule is designed purposely for the job analyst to administer. The schedule may contain both structured and unstructured items.

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Data Gathering Techniques

3. Observation – the analyst spends some time watching the employees at work. But while this method allows for a first hand observation of employees at work, it is only applicable for jobs with short cycle tasks that are dominated by physical activities and observable routines.

4. Videotaping employees at work – this can be an unobtrusive method of observation that allows the job analyst to play and replay the tapes as needed in order to have a comprehensive view of the what, how, why of the jobs observed.

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Data Gathering Techniques

5. Using a combination of methods – any of these methods may be combined together to gather job data. While it offers to the job analyst is that he can be assured he is getting the right information.

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Job Analysis MethodsTask-Oriented Methods

(Job-Oriented)-Emphasize the conditions and results of work and are characterized by specific statements that focus on what is accomplished by the worker

Worker-Oriented Methods-Emphasize what human attributes are needed for successful job performance-Describe jobs in terms of their general work behaviors that characterize the work or work environment

• Functional Job Analysis (FJA) • Common Metric Questionnaire (CMQ)

• Hierarchical Task Analysis (HTA) • General Work Inventory (GWI)

• Task Inventory (TI) / Comprehensive Occupational Data Analysis Programs (CODAP)

• Critical Incident Technique (CIT)

• Position Analysis Questionnaire (PAQ)

• Management Position Description Questionnaire (MPDQ)

• Work Profiling System (WPS)

• Fleishman Job Analysis Survey (F-JAS)

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Job Analysis MethodsTask-Oriented Methods (Job-Oriented)

Functional Job Analysis (FJA) - is a task analysis technique that distinguishes between what gets done on a job and what workers do to get the job done. FJA uses seven scales to describe what workers do in their jobs. Each scale has several levels that are anchored to specific behavioral statements and illustrative tasks.

1. Things – interaction with and response to tangibles

2. Data – functions with information

3. People – interactions, communications, and interpersonal actions

4. Worker Instructions – deals with evaluative judgments on such major constructs as task importance, critically, and significance 5. Reasoning – includes personal contact, human interaction, and degrees of sensitivity to others

6. Math

7. Language

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FJA - an evaluation process that identifies the physical demands of work.

- a structured, individualized method of work categorization that analyzes the worker, the work, and the worksite.

FJA may be accomplished following these steps:

1. Identify the job to be analyzed.

2. Break the job into tasks.

3. Write task statements.

4. Describe the tools, equipment, or work aids that are used by the performer

5. Classify each task on the worker function scale.

6. Identify the proportion of time in each area.

7. Specify the related requirements.

8. Record this information on a standardized form.

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Hierarchical Task Analysis (HTA) • Is heavily task-oriented method that essentially involves dividing a job into its

component task and sub-tasks.

• Data can be gathered from a number of sources including observations and job descriptions

• Describes the task in terms of hierarchy of operations and plans based on a structure chart notation

• This method produces a three-tiered hierarchy of task analysis:

1. goals (external task) – the system states what the person wishes to achieve

2. tasks – structured set of activities to achieve goals

3. operations or actions – different things that a person must do within system; simple tasks that have no control structure

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Task Inventory /Comprehensive Occupational Data Analysis Programs TI/CODAP)

• A computerized method for job analysis

• Assists analysts in interpreting job and task clusters

• Based on the assumption that one begins by defining all jobs of interest down to the task performance level

• Identifies the “task list” as the primary anchor for job data which is augmented and modified by other background items such as equipment used or current job classification

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Job Analysis MethodsWorker-Oriented Methods

Common Metric Questionnaire (CMQ) has five (5) components:

1. Background - has 41 general questions about work requirements such as travel, seasonality, and licensure requirements

2. Contacts with People – consists of 62 questions addressing the level of supervision, the degree of internal and external contacts, and how to meet requirements.

3. Decision-making – 80 items are included focused on relevant occupational knowledge and skill, language and sensory requirements, and managerial and decision-making

4. Physical and Mechanical Activities – this element contains 53 items on physical activities and equipment, machinery and tools

5. Work Setting – there are 47 items related to environmental conditions and other job characteristics

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General Work Inventory (GWI)

• Was constructed specifically for the military whose 268 items were organized into 8 sections.

• It uses “part of the job” and “extent of occurrence” rating scales, each of which having 9 points and adjectivally anchored.

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Critical Incident Technique (CIT)

• Requires participants to describe in detail incidents where they succeeded or failed to achieve an objective

• Used to investigate actual episodes of on-the-job behavior

• Must exhibit the following characteristics: 1. Be specific and detailed. 2. Focus on observable behaviors (should NOT include traits). 3. Describe the context in which the behavior occurred. 4. Indicate the consequences of the behavior.

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Position Analysis Questionnaire (PAQ)

• Structured questionnaire consisting of 195 items, each requiring a rating

• Measures job characteristics and relates them to human characteristics

• Takes about 2 hours to complete and the items fall into 5 categories:

1. Information Input (where and how the worker gets information)

2. Mental Processes (reasoning and other processes that workers use)

3. Work Output (physical activities and tools used on the job)

4. Relationships with other persons

5. Job context (the physical and social contexts of work)

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Job Analysis Methods

Worker-Oriented Methods

Position Analysis Questionnaire (PAQ) is based on the following assumptions:

• All jobs have job elements (behavioral requirements, work conditions and job characteristics) that have commonality across jobs

• Characteristics of a particular job can be compared to those of many other jobs to arrive at job dimension scores

• A common set of worker attributes is necessary to perform jobs with particular job dimensions

• Knowing a job’s elements, we can infer attribute requirements (called “synthetic validity” or “job component validity”)

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Management Position Description Questionnaire (MPDQ) is a standardized instrument consisting of 15 sections and 274 items, designed to analyze managerial jobs.

• Respondents indicate how significant each item is to the position on a scale of 1-4; 1 = Minor Significance 2 = Moderate Significance

3 = Substantial Significance 4 = Crucial Significance This position requires to monitor the following:

1. Long range trends in management theory and/or technique

5. Competitor’s product lines, services, and technologies

2. Economic trends that may affect the company’s business

6. Market conditions affecting the company’s ability to acquire goods and services

3. International politics that may affect the company’s business

7. The total net income of my operating unit

4. Current/proposed legislation or judicial trends that might affect the company

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Job Analysis Methods

Worker-Oriented Methods

Work Profiling System (WPS) was designed to help employers accomplish human resource functions such as individual development planning, employee selection, and job description.

• Anchored on 3 types of occupations 1.) managerial 2.) service 3.) technical

• Contains a structured questionnaire that measures ability and personality attributes in areas such as HEARING SKILLS, SIGHT, TASTE, SMELL, TOUCH, BODY COORDINATION, VERBAL SKILLS, NUMBER SKILLS, COMPLEX MANAGEMENT SKILLS, PERSONALITY, and TEAM ROLE.

• Knowing a job’s elements, we can infer attribute requirements (called “synthetic validity” or “job component validity”)

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Work Profiling System (WPS) is organized into 2 parts:

JOB TASKS JOB CONTEXTContains 325 behavior description items called TASKS organized into 8 sections and 30 subsections:

Addresses 28 TOPICS such as education, training and experience levels needed to perform the job, responsibility, types of interpersonal contact, and job-related travel.1. Managing Tasks

2. Managing People

3. Receiving Information

4. Thinking Creatively

5. Working with Information

6. Communicating

7. Administrating

8. Physical Activities

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Fleishman Job Analysis Survey (F-JAS) – jobs are rated on the basis of the abilities needed to perform the jobs; assesses abilities using 73 different scales; a comprehensive range of capacities in the ff. domains:

COGNITIVE DOMAIN PSYCHOMOTOR DOMAIN PHYSICAL DOMAIN• Verbal Abilities • Fine Manipulative

Abilities• Physical Strength Abilities

• Idea Generation and Reasoning Abilities

• Control Movement Abilities

• Endurance

• Quantitative Abilities • Reaction Time and Speed Abilities

• Flexibility, Balance, and Coordination

• Memory • Visual Abilities

• Perceptual Abilities • Auditory and Speech Abilities

• Spatial Abilities

• Attentiveness

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SUMMARY• The ultimate success of a job analysis program in an organization

depends largely on the planning and preparation stage.

• Streamlining job analysis and reducing the number of different jobs can reduce costs by making work assignments more fluid.

• The end product of certain job analysis process consists of some form of written material called the job description.

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REFERENCES:

• Aganon, Marie E. (2008). Job Evaluation & Strategic Compensation. Quezon City: Central Book.

• Armstrong, Michael and Angela Baron. (1997). The Job Evaluation Handbook. London. Institute of Personnel and Development.

• McCormick, Ernest J. 1979). Job Analysis: Methods and Applications. New York: American Management Association.

• Milkovich, George and Jerry M. Newman. (1996). Compensation. Chicago:Irwin.

JOB ANALYSIS Reported by: Chona H. Torres IR 212 3 December 2013 1.

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