Recruit 04(Stud)

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Discuss the nature of job analysis, including what it is and how its used.Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.Write job descriptions, including summaries and job functions, using the Internet and traditional methods.Write a job specification.Explain job analysis in a worker-empowered world, including what it means and how its done in practice.LEARNING OUTCOMES

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*The Basics of Job Analysis: TermsJob AnalysisThe procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.Job DescriptionA list of a jobs duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilitiesone product of a job analysis.Job SpecificationsA list of a jobs human requirements, that is, the requisite education, skills, personality, and so onanother product of a job analysis.


Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Steps in Job AnalysisSteps in doing a job analysis:Review relevant background information.Decide how youll use the information.Select representative positions.Actually analyze the job.Verify the job analysis information.Develop a job description and job specification.


Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Job Analysis: Interviewing GuidelinesThe 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.


Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Methods for Collecting Job Analysis Information: The InterviewInformation SourcesIndividual employeesGroups of employeesSupervisors with knowledge of the jobAdvantagesQuick, direct way to find overlooked informationDisadvantageDistorted informationInterview FormatsStructured (Checklist)Unstructured


Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Methods for Collecting Job Analysis Information: QuestionnairesInformation SourceHave employees fill out questionnaires to describe their job-related duties and responsibilitiesQuestionnaire FormatsStructured checklistsOpen-ended questions AdvantagesQuick and efficient way to gather information from large numbers of employeesDisadvantagesExpense and time consumed in preparing and testing the questionnaire


Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*FIGURE 43Job Analysis Questionnaire for Developing Job DescriptionsNote: Use a questionnaire like this to interview job incumbents, or have them fill it out.


Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Methods for Collecting Job Analysis Information: ObservationInformation SourceObserving and noting the physical activities of employees as they go about their jobs by managers.AdvantagesProvides first-hand informationReduces distortion of informationDisadvantagesTime consumingReactivity response distorts employee behaviorDifficulty in capturing entire job cycleOf little use if job involves a high level of mental activity


Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Methods for Collecting Job Analysis Information: Participant Diaries/LogsInformation SourceWorkers keep a chronological diary or log of what they do and the time spent on each activityAdvantagesProduces a more complete picture of the jobEmployee participationDisadvantagesDistortion of informationDepends upon employees to accurately recall their activities


Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Internet-Based Job AnalysisAdvantagesCollects information in a standardized format from geographically dispersed employeesRequires less time than face-to-face interviewsCollects information with minimal intervention or guidance


Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*The Job DescriptionJob IdentificationJob titleFLSA status sectionPreparation datePreparerJob SummaryGeneral nature of the jobMajor functions/activitiesRelationships Reports to:Supervises:Works with: Outside the company:Responsibilities and DutiesMajor responsibilities and duties (essential functions)Decision-making authorityDirect supervisionBudgetary limitationsStandards of Performance and Working ConditionsWhat it takes to do the job successfully


Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Writing Job Descriptions (contd)Step 1.Decide on a PlanStep 2.Develop an Organization ChartStep 3.Use a Simplified Job Analysis QuestionnaireStep 4.Obtain List of Job Duties from O*NETStep 5.Compile the Jobs Human Requirements from O*NETStep 6.Finalize the Job Description


Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Writing Job Specifications (contd)Steps in the Statistical ApproachAnalyze the job and decide how to measure job performance.Select personal traits that you believe should predict successful performance.Test candidates for these traits.Measure the candidates subsequent job performance.Statistically analyze the relationship between the human traits and job performance.


Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Competency-Based Job AnalysisCompetenciesDemonstrable characteristics of a person that enable performance of a job.Reasons for Competency-Based Job AnalysisTo support a high-performance work system (HPWS).To create strategically-focused job descriptions.To support the performance management process in fostering, measuring, and rewarding:General competenciesLeadership competenciesTechnical competencies


Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*How to Write Job Competencies-Based Job DescriptionsInterview job incumbents and their supervisorsAsk open-ended questions about job responsibilities and activities.Identify critical incidents that pinpoint success on the job.Use off-the-shelf competencies databanks


Human Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*

Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*The U.S. Department of Labors occupational information network, called O*NET, allows users to see the most important characteristics of various occupations, as well as the experience, education, and knowledge required to do each job well.Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*O*NET descriptions include the specific tasks associated with many occupations. O*NET also lists skills, including basic skills such as reading and writing, process skills such as critical thinking, and transferable skills such as persuasion and negotiation. Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*O*NET job listings include information on worker requirements such as the required knowledge, occupation requirements, and experience requirements (including education and job training).You can also use O*NET to check the jobs labor market characteristics, such as employment projections and earnings data.Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice HallHuman Resources Management 12e Gary DesslerHuman Resources Management 12e Gary DesslerCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall4*Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

Recruit 04(Stud)

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