“Broadening the responsibilities of the company’s jobs and encouraging employees not to limit themselves to what’s on their job

descriptions is the modern philosophy.”

JOB ANALYSISJOB ANALYSIS

1

THE WORKTHE WORK

RELATIONSHIPSRELATIONSHIPS

PROCEDURALPROCEDURAL TECHNICALTECHNICAL

ASPECTSASPECTS ASPECTSASPECTS

Task varietyTask variety

FeedbackFeedback AutonomyAutonomy

JOBJOB

Cla

r ity

and

mea

n ing

ful n

ess

of

Cl a

r it y

and

mea

ning

ful n

ess

of

goal

sgo

als

Org

aniz

ati o

nO

rgan

izat

ion

Dep

artm

ent

Dep

art m

ent

Bos

sB

o ss

EX

PE

CT

AT

I ON

SE

XP

EC

TA

TIO

NS

Aspirations

Aspir at ions

Self-

Self-

conceptconcept

Self-es teem

Self- es teem

and and

ef ficacyefficacy

Satisf action and

Satis fact ion and

Skill variety

Skill vari ety

Achievem

entA

chievement

and uti lizationand utilization

FORMALFORMAL INFORMALINFORMAL

StructuralStructural Social contactsSocial contacts

DesignDesign Peer groupPeer group

Quality ofQuality of

managementmanagement

IND

IVID

UA

LS

’ NE

ED

SIN

DIV

IDU

AL

S’ N

EE

DS

Job design-a more holistic approachJob design-a more holistic approach2

JOB ANALYSIS

AIM. Procedure to determine duties of a job and characteristics of a person to ensure full satisfaction to both

the parties.

HOW TO FULFILL THIS OBLIGATION?

1. Job description and Specification

2. Satisfaction to the worker

3. Fulfill the core dimensions of the job

3

Job Analysis Job Analysis is the analysis of the job, not the person who is manning it.

Job Analysis data may be collected through interviews or questionnaires.

The product of the analysis is a description or specification of the job, not the description of the person. 4

Job Description

•A Job Description is a written description of a job listing the types

of duties performed, reporting relationships and the conditions

under which it is performed.

5

Job Description Contain:•Job identification

•Job summary

•Responsibilities and duties

•Authority of incumbent

•Standards of Performance

•Working Conditions

•Job Specifications 6

Job Title: Supervisor

DIVISION: Plastics

DEPARTMENT: Manufacturing

SOURCE(S): John Doe, S. Lee WAGE CATEGORY: Exempt

JOB ANALYST: John Smith VARIFIED BY: Bill Johnson

DATE ANALYZED: 12/26/97DATE VARIFIED: 1/5/98

Job Summary

The SUPERVISOR works under the direction of the MANAGER: plans goals: supervises the work of employees; develops employees with feedback and coaching; maintains accurate records; coordinates with others to achieve optimal use of organizational resources.

Job Duties and Responsibilities

1. Plans goals and allocates resources to achieve them ; monitors progress toward objectives and adjusts plans as necessary to reach them; allocates and schedules resources to assure their availability according to priority.

2. Supervises the work of employees; provides clear instructions and explanations to employees when giving assignments; schedules and assigns work among employees for maximum efficiency; monitors employees’ performance in order to achieve assigned objectives.

Contd.7

3. Develops employees through direct performance feedback and job coaching; conducts performance appraisals with each employee on a regular basis; provides employees with praise and recognition when performance is excellent; corrects employees promptly when their performance fails to meet expected performance levels.

4. Maintains accurate records and documents actions; processes paper work on a timely basis, and with close attention to details; documents important aspects of decisions and actions.

5. Coordinates with others to achieve the optimal use of organizational resources; maintains good working relationships with colleagues in other organizational units; represents others in unit during division or corporate wide meetings.

Job Requirements

1. Ability to apply basic principles and techniques of supervision.

a. Knowledge of principles and techniques of supervision.

b. Ability to plan and organize the activities of others.

c. Ability to get ideas accepted and to guide a group or individual to accomplish the task.

d. Ability to modify leadership style and management approach to reach goal.

2. Ability to express ideas clearly in both written and oral communications.

Minimum Qualifications

Twelve years of general education or equivalent; and one year supervisory experience.

OR

Substitute 45 hours classroom supervisory training for supervisory experience

8

What aspects of job are analyzed?

•Duties & Tasks:

Performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, efforts, skills, complexity, equipment, standards.

.Human Behavior

Info on human behavior, mental and physical job demands.

•Environment:

Physical requirement unpleasant conditions, offensive odors and temperature extremes. risks to the incumbent i.e hostile and aggressive people etc.

Contd.

9

•Tools & Equipment:

Specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a job analysis.

•Relationship:

-Supervision given & received. Relationships with internal or external people.

•Skill Requirements:

The knowledge, skills and abilities (KSA) required to perform the job.

10

JOB SPECIFICATIONSJOB SPECIFICATIONS

HUMAN TRAITSQUALIFICATIONS AND EXPERIENCETRAINED EMPLOYEE EASIERSKILLS FOR JOBNOT ONLY ACTIVITIES BUT ALSO

HUMAN TRAITS

11

STEPS OF ANALYSISSTEPS OF ANALYSIS

1. HOW INFO WILL BE PUT TO USE.

2. THE ORG STRUCTURE.

3. SELECT POSITIONS TO BE ANALYSED.

4. COLLECTION OF DATA.

5. SHARE WITH JOB HOLDER.

6. DEVELOP JOB DESCRIPTION AND JOB SPECIFICATION

12

Methods of Job AnalysisMethods of Job Analysis

•InterviewsInterviews

•QuestionnaireQuestionnaire

•ObservationObservation

•Dairies or logDairies or log

•Critical IncidentCritical Incident

•Focus & Consultative groupsFocus & Consultative groups13

Less expensive.

Easily available.

Responses often can be quantified.

analyzed in a variety of meaningful ways..

Does not require trained person to interpret.

14

May be difficult to construct.

May have low response rate.

Responses may be incomplete.

Responses may be difficult to interpret.

15

QUANTITATIVE METHODS OF JOB ANALYSIS

TechniquesEmployee

Group Focused ON

Data-Collectio

n Method

Analysis Description

1 Task Inventory Analysis

Any-large Number of worker needed

Questionnaire

Rating of tasks

Tasks are rated by job incumbent, supervisor, or job analyst. Rating my be on characteristics such as importance of tasks and time spent doing it.

2. Critical Incident Techniques

AnyInterview

Behavioral description

Behavioral incidents representing poor through excellent performance are generated for each dimension of the job.

3. Position Analysis Questionnaire (PAQ)

AnyQuestionnaire

Rating of 194 job elements

Elements are rated on six scales (for example, extent of use, importance to job. Ratings are analyzed by computer.

Contd.

16

METHODS OF JOB ANALYSIS

TechniquesEmployee

Group Focused ON

Data-Collectio

n Method

Analysis Description

4. Functional Job Analysis (FJA)

Any

Group Interview / Questionnaire

Rating of how job incumbent relates to people, data and things.

Originally designed to improve counseling and placement of people registered at local state employment offices. Task statements are generated and then presented to job incumbents to rate on such dimensions as frequency and importance.

5. Methods Analysis (Motion Study)

Manufacturing

Observation

Time per unit of work

Systemic means for determining the standard time for various work tasks. Based on observation and timing of work tasks.

Contd.

17

TechniquesEmployee

Group Focused ON

Data-Collection

MethodAnalysis Description

6. Guidelines Oriented Job Analysis

Any InterviewSkills and knowledge required

Job incumbents identify duties as well as knowledge, skills, physical abilities and other characteristics needed to perform the job .

7. Management Position Description Questionnaire (MPDQ)

ManagerialQuestionnaire

Checklist of 197 items

Manager check items descriptive of their responsibilities.

8. Hay Plan Managerial Interview

Impact of job on organization

Managers are interviewed regarding such issuers on their responsibilities. Responses are analyzed according to four dimensions: objectives, dimensions, nature and scope accountability.

METHODS OF JOB ANALYSIS

18

– Position Analysis Questionnaire (PAQ).

A structured, behavioral questionnaire 194 items in 6 categories

– Information input

– Mental processes

– Work output

– Relationships

– Job context

– Other characteristics

19

The Management Positions Descriptions Questionnaire [MPDQ ] is a 197-item, behaviourally oriented, structured questionnaire for describing, comparing, classifying and evaluating management positions. The latest version of the MPDQ is divided into ten sections.

The Position Classification Inventory [PCI] is a job analysis inventory used to classify occupations and to assess person–job fit.

JOB ANALYSIS JOB ANALYSIS TECHNIQUESTECHNIQUES

20

CLASS WORKCLASS WORK

PREPARE THE DUTIES AND RESPONSIBILITIES OF THE LIBRARIAN OF PAF-KIET

21

LIBRARIANResponsible for safe custody, maintenance and

improvement of Library.

Maintain issue/receipt of books and journals to faculty members and students.

Coordinate with faculty before the start of semester as to the availability of textbooks.

Periodically recommend purchase of new books.

Guide students in their research projects.

Update the books and journals record in the computer.

To take backup of data in the computer. 22

BREVARD GENERAL HISPITAL

Job Description

Job Title: Job Analyst Job Code: 166.088

Date: January 3,1989 Author: John Doakes

Job Location:Personal Department Job Grade: __________

Supervisor: Harold Grantinni Status: Exempt

Skill Factors

Education: College degree required.

Experience: At least one year as job analyst trainee, recruit or other professional assignment in

Communication: personnel area oral and written skills should evidence ability to capsulize job data succinctly. Contd.23

Effort Factors

Physical demands: Limited to those normally associated with clerical jobs: sitting, standing, an walking.

Mental demands: Extended visual attention is needed to observe job. Initiative and ingenuity are mandatory since job receives only general supervision. Judgment must exercised on job features to be emphasized, jobs be studied, and methods used to collect job data. Decision-making discretion is frequent. Analyzes and synthesizes large amounts of abstract information into job descriptions, job specifications, and job standards.

Working Conditions

Travels to hospital clinics in county from one to three days per month.

Travels around each work site collecting job information.

Work mostly in an office setting.24

Low absenteeism Low absenteeism and staff turnoverand staff turnover

Critical Critical Psychological Psychological StateState

Personal and Personal and Work Out comesWork Out comes

Experienced Experienced meaningfulness of meaningfulness of the workthe work High internal High internal

work motivationwork motivation

High-quality High-quality work work performanceperformance

Core Job Core Job DimensionsDimensions

Knowledge of the Knowledge of the actual results of actual results of the work activitiesthe work activities

FeedbackFeedback

High satisfaction High satisfaction with the workwith the work

Experienced Experienced responsibility for responsibility for outcomes of the outcomes of the workwork

AutonomyAutonomy

Skill varietySkill variety

Task identityTask identity

Task Task significancesignificance

Goal-setting and work characteristics

25

Improving job designsImproving job designs

Work Simplification.Job Rotation.Job EnlargementJob EnrichmentJob Empowerment

26

A job analysis method that focuses on the skills and behaviours needed to successfully perform a job

Attributes model:– Underlying characteristics– Causality– performance

COMPETENCY COMPETENCY PROFILINGPROFILING

HR managers have increasingly focused on person-oriented approaches such as critical incident reporting and behaviour–event interviews to identify the skills and behaviours needed to perform a job.These occupational requirements are referred to as competencies. Specifically a competency ‘is an underlying characteristic of a person that leads to or causes superior or effective performance’. 27

COMPETENCIESCOMPETENCIES

28

COMPETENCY COMPETENCY CHARACTERISTICS CHARACTERISTICS

what drives, directs and selects behaviour towards certain actions or goals and away from others.

physical characteristics and consistent responses to situations or information.

a person’s attitudes, values or self-image.

information a person has in specific content areas.

the ability to perform a certain physical or mental task.

29

1. Conduct interviews to ascertain key business situations and key factors of success.

2. Develop detailed descriptions and behaviours associated . Identify positive and negative behaviours.

3. Review to examine clear understanding, importance, measurability.

4. Discuss with managers

5. Produce list of each competency in terms of behaviours, effective and ineffective behaviours .

DEVELOPING DEVELOPING COMPETENCY STANDARDSCOMPETENCY STANDARDS

30

PROBLEMS WITH JOB PROBLEMS WITH JOB ANALYSISANALYSIS

Support from Top ManagementSingle means and SourcesNo training and motivation.Activities may be distorted

31

Job analysis is a systematic process for understanding jobs:

There should be no violations of EEO requirements.

Avoid listing lengthy experience requirements

Job specifications and job descriptions should not be based on opinion

Need to ensure the legality of the job analysis itself

JOB ANALYSIS AND EEOJOB ANALYSIS AND EEO

32

NEWER CONCEPTS FOR WORK

1. Path to “dejobbing”.

2. Enlargement and enrichment.

3. Revolve around natural work groups.

4. Combine tasks.

5. Interact with client/customer.

6. Vertical loading.

7. Open feedback channels.

8. Organizational Development.

• Flatter Organizations : AT & T, ABB, General Electronic,

• Work teams : Volvo, Saturn

• Boundary less Organizations.

• Reengineering.

33