Kp6424 Hrm Chapter 2 - Job Analysis

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KP6424 HUMAN RESOURCEMANAGEMENT & TEAM WORK

CHAPTER 2 JOB ANALYSIS


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AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:

1. Discuss the nature of job analysis, which includeswhat it is and how its used.

2. Use at least three methods of collecting job analysisinformation, which includes interviews,questionnaires, and observation.

3. Write job descriptions, which includes summaries and job functions, using the Internet and traditionalmethods.

4. Write job specifications using the Internet as well asyour own judgment.

5. Explain job analysis in a jobless world, whichincludes what it means and how its done in practice. 22

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THE NATURE OF JOB ANALYSIS

Job analysisThe procedure for determining the duties and skillrequirements of a job and the kind of person whoshould be hired for it.

Job description A list of a jobs duties, responsibilities, reportingrelationships, working conditions, and supervisoryresponsibilities - one product of a job analysis.

Job specifications A list of a jobs human requirements, that is, therequisite education, skills, personality, and so on -another product of a job analysis.

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TYPES OF INFORMATION COLLECTED

Work activitiesHuman behaviorsMachines, tools, equipment, and work aids

Performance standardsJob contextHuman requirements

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USES OF JOB ANALYSISINFORMATION

Recruitment and SelectionCompensationPerformance Appraisal

TrainingDiscovering Unassigned DutiesEqual Employment Opportunity (EEO)Compliance

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USES OF JOB ANALYSISINFORMATION

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Figure 41

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STEPS IN JOB ANALYSIS

Step 1: Decide how youll use theinformation.

Step 2: Review relevant background

information.Step 3: Select representative positions.

Step 4: Actually analyze the job.

Step 5: Verify the job analysis information.Step 6: Develop a job description and job

specification.27

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CHARTING THE ORGANIZATION

Organization chart A chart that shows the organization wide distributionof work, with titles of each position andinterconnecting lines that show who reports to and

communicates to whom.Process chart

A work flow chart that shows the flow of inputs toand outputs from a particular job.

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PROCESS CHART FOR ANALYZING A JOBS WORKFLOW

29Figure 42

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METHODS OF COLLECTING JOB ANALYSISINFORMATION: THE INTERVIEW

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Information sourcesIndividual employeesGroups of employeesSupervisors withknowledge of the job

AdvantagesQuick, direct way tofind overlooked

information.Disadvantages

Distorted information

Interview formatsStructured (Checklist)Unstructured

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INTERVIEW GUIDELINES

The job analyst and supervisor should worktogether to identify the workers who know the jobbest.

Quickly establish rapport with the interviewee.

Follow a structured guide or checklist, one thatlists open-ended questions and provides space foranswers.

Ask the worker to list his or her duties in order of importance and frequency of occurrence.

After completing the interview, review and verifythe data. 211

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METHODS OF COLLECTING JOB ANALYSIS INFORMATION:

QUESTIONNAIRES

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Information sourceHave employees fill outquestionnaires todescribe their job-related duties andresponsibilities.

Questionnaire formatsStructured checklists

Opened-endedquestions

AdvantagesQuick and efficientway to gatherinformation from largenumbers of employees

DisadvantagesExpensive and timeconsuming in

preparing and testingthe questionnaire

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METHODS OF COLLECTING JOB ANALYSIS INFORMATION:

OBSERVATION

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Information sourceObserving and notingthe physical activitiesof employees as theygo about their jobs.

AdvantagesProvides first-handinformationReduces distortion of information

DisadvantagesTime consumingDifficulty in capturingentire job cycleOf little use, if jobinvolves a high level of mental activity.

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METHODS OF COLLECTING JOB ANALYSISINFORMATION: PARTICIPANT DIARY/LOGS

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Information sourceWorkers keep achronological diary/log of what they do

and the time spent ineach activity.

AdvantagesProduces a morecomplete picture of the

job

Employeeparticipation

DisadvantagesDistortion of informationDepends uponemployees toaccurately recall theiractivities

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QUANTITATIVE JOB ANALYSISTECHNIQUES

The position analysis questionnaire (PAQ) A questionnaire used to collect quantifiable dataconcerning the duties and responsibilities of various

jobs.

The Department of Labor (DOL) procedure A standardized method by which different jobs can bequantitatively rated, classified, and compared.

Functional job analysis

Takes into account the extent to which instructions,reasoning, judgment, mathematical and verbalability are necessary for performing job tasks.

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SAMPLEREPORT

BASED ON

DEPARTMENTOF LABOR

JOB ANALYSIS

TECHNIQUE

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Figure 46

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WRITING JOB DESCRIPTIONS

A job description A written statement of what the worker actually does,how he or she does it, and what the jobs workingconditions are.

Sections of a typical job description

Job identificationJob summary

Responsibilities and duties

Authority of incumbent

Standards of performance

Working conditions

Job specifications217

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SAMPLE JOBDESCRIPTION,

PEARSONEDUCATION

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Figure 47a

Source: Courtesy of HR Department,Pearson Education.

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SAMPLE JOBDESCRIPTION

, PEARSONEDUCATION

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Figure 47b

Source: Courtesy of HRDepartment, Pearson

Education.

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MARKETING MANAGER DESCRIPTIONFROM STANDARD OCCUPATIONAL

CLASSIFICATION

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Figure 48

20. 11-2021 Marketing Managers

Abstract: 11-2021 Marketing Managers. Determine the

demand for products and services offered by a firm and Itscompetitors and identify potential customers. Developpricing strategies with the goal of maximizing the firmsprofits or share of the market while ensuring the firmscustomers are satisfied.

Source: www.bis.gov, accessed November 13, [email protected]


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THE JOB DESCRIPTION

Job identificationJob title: name of jobFair Labor Standard Act (FLSA) status section:Exempt or nonexempt

Preparation date: when the description was writtenPrepared by: who wrote the description

Job summaryDescribes 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 incumbentdirectly supervises

Works with: others with whom the job holder will beexpected to work and come into contact withinternally.

Outside the company: others with whom the jobholder is expected to work and come into contact withexternally.

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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-makingauthority, direct supervision, and budgetarylimitations.

Standard Occupational ClassificationClassifies all workers into one of 23 major groups of

jobs which are subdivided into 96 minor groups of jobs and detailed occupations.

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S TANDARDOCCUPATIONAL

CLASSIFICATION

(SOC S ) M AJORG ROUPS OF J OBS

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Table 42

Note: Within these major groupsare 96 minor groups, 449 broadoccupations, and 821 detailedoccupations.

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IS THE JOB FUNCTION ESSENTIAL?What three or four main activities actually constitute the job? Is

each really necessary?What is the relationship between each task? Is there a specialsequence which the tasks must follow?

Do the tasks necessitate sitting, standing, crawling, walking,

climbing, running, stooping, kneeling, lifting, carrying, digging,writing, operating, pushing, pulling, fingering, talking, listening,interpreting, analyzing, seeing, coordinating, etc.?

How many employees are available to perform the job function?Can the job function be distributed among other employees?

How much time is spent on the job performing each particularfunction? Are infrequent tasks less important to success?

Would removing a function fundamentally alter the job?225

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IS THE JOB FUNCTION ESSENTIAL? What happens if a task is not completed on time?

Does the position exist to perform that function? Are employees in the position actually required to perform thefunction?

Is there a limited number of other employees available to

perform the function?What is the degree of expertise or skill required to perform thefunction?

What is the actual work experience of present or past employeesin the job?

What is the amount of time an individual actually spendsperforming the function?

What are the consequences of not requiring the performance of the function? 226

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THE JOB DESCRIPTION

Standards of performance andworking conditions

Lists the standards the employee isexpected to achieve under each of the

job descriptions main duties and

responsibilities.

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WRITING JOB SPECIFICATIONS

Specifications for trained personnelFocus on traits like length of previous service, qualityof relevant training, and previous job performance.

Specifications for untrained personnelFocus on physical traits, personality, interests, orsensory skills that imply some potential forperforming or for being trained to do the job.

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Specifications Based on JudgmentSelf-created judgments (common sense)List of competencies in Web-based job descriptions (e.g.,www.jobdescription.com)O*NET onlineStandard Occupational Classification

Specifications Based on Statistical Analysis Attempts to determine statistically the relationshipbetween a predictor or human trait and an indicator orcriterion of job effectiveness.

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Steps in the Statistical Approach Analyze the job and decide how to measure jobperformance.

Select personal traits that you believe should predictsuccessful performance.Test candidates for these traits.

Measure the candidates subsequent job performance.

Statistically analyze the relationship between thehuman trait and job performance.

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WRITING JOB DESCRIPTIONS

Step 1. Decide on a Plan

Step 2. Develop an Organization Chart

Step 3. Use a Job Analysis/DescriptionQuestionnaire

Step 4. Obtain Lists of Job Duties from O*NET

Step 5. Compile the Jobs Human Requirements

from O*NETStep 6. Complete Your Job Description

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JOB ANALYSIS IN A JOBLESS WORLD

JobGenerally defined as a set of closely relatedactivities carried out for pay.

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FROM SPECIALIZED TOENLARGED JOBS

Job enlargement Assigning workers additional same level activities,thus increasing the number of activities theyperform.

Job enrichmentRedesigning jobs in a way that increases theopportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.

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FROM SPECIALIZED TO ENLARGEDJOBS

Job rotationMoving a trainee from department to department tobroaden his or her experience and identify strong andweak points to prepare the person for an enhanced role

with the companySystematically moving workers from one job to anotherto enhance work team performance.

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WHY MANAGERS ARE DE-JOBBINGTHEIR COMPANIES

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De-jobbingBroadening theresponsibilities of thecompanys jobsEncouraging employeeinitiative.

Internal factorsleading to de-jobbing

Flatter organizationsWork teams

External factorsleading to de-jobbing

Rapid product andtechnological changeGlobal competitionDeregulation,Political instability,Demographic changesRise of a serviceeconomy.

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COMPETENCY-BASED JOB ANALYSIS

CompetenciesDemonstrable characteristics of a person that enableperformance of a job.

Competency-based job analysisDescribing a job in terms of the measurable,observable, behavioral competencies (knowledge,skills, and/or behaviors) an employee must exhibit todo a job well.

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WHY USE COMPETENCY ANALYSIS?

To support High performance Work System(HPWS)

Traditional job descriptions (with their lists of specific duties) may actually backfire if a high-

performance work system is the goal.Maintain a strategic focus

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

Measuring performanceMeasurable skills, knowledge, and competencies arethe heart of any companys performance managementprocess. 237

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PERFORMANCE MANAGEMENT

Performance managementManaging all elements of the organizational processthat affect how well employees perform.

Types of competenciesGeneral competencies

reading, writing, and mathematical reasoning.

Leadership competenciesleadership, strategic thinking, and teaching others.

Technical competenciesspecific technical competencies required for specific types of

jobs and/or occupations.

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BACKGROUND DATA FOR EXAMPLES

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Figure 410

Example of Job Title: Customer Service Clerk

Example of Job Summary:Answers inquiries and gives directions to customers, authorizescashing of customers checks, records and returns lost charge cards,sorts and reviews new credit applications, works at customer servicedesk in department store.

Example of One Job Duty:Authorizes cashing of checks: authorizes cashing of personal orpayroll checks (up to a specified amount) by customers desiring tomake payment by check. Requests identificationsuch as driverslicensefrom customers and examines check to verify date, amount,signature, and endorsement. Initials check and sends customer tocashier.

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HR SCORECARDFOR HOTEL

PARISINTERNATIONALCORPORATION*

243Figure 411

Note: *(An abbreviated example showing selected HRpractices and outcomes aimed at implementing thecompetitive strategy, To use superior guest services todifferentiate the Hotel Paris properties and thus increasethe length of stays and the return rate of guests and thusboost revenues and profitability)

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THE SKILLS MATRIX FOR ONE JOB AT BP

244Figure 412

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

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K EY T ERMS

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job analysis job description job specificationsorganization chartprocess chartdiary/logposition analysisquestionnaire (PAQ)U.S. Department of Labor

(DOL) job analysis procedurefunctional job analysis

Standard OccupationalClassification (SOC) job enlargement job rotation job enrichmentde-jobbingboundary-less organizationreengineeringcompetencies

competency-based jobanalysisperformance management

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Kp6424 Hrm Chapter 2 - Job Analysis

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