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JOB ANALYSIS
Lecturer: Shelly-Ann Daniel. MSc., GRP, WLCP
PROFESSIONAL CERTIFICATE IN HUMAN RESOURCE MANAGEMENT
THE SCHOOL OF BUSINESS & COMPUTER SCIENCE
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JOB ANALYSIS DEFINED
Job analysis is the process of studying jobs to gather,
analyze, synthesize and report information about job
responsibilities and requirements and the conditionsunder which work is performed.
Modified from Heneman and Judge (2009)
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HISTORICAL PERSPECTIVE
Frederick Taylor (1911) Scientific Management
Replaced rule-of-thumb work methods with scientific
study.
Scientifically select, train and develop workers. Cooperate with workers to ensure that scientific methods
are followed.
Divide work such that managers apply scientific principles
and workers implement them. Find the one best way to accomplish any task.
Utilized time and motion studies to analyze tasks.
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HISTORICAL PERSPECTIVE4
Elton Mayo (1927-1932) Hawthorne Studies
Informal organization affects productivity.
Work group norms affect productivity.
The workplace is a social system.
Work is more than tasks and duties.
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ORGANIZATIONS IN
THE NEW MILLENNIUM
Evolving work methods.
Organization structure.
Reporting relationships.
Global demands.
Knowledge workers.
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FOUNDATION OF ALL
HR PRACTICES
JOB
ANALYSIS
HR Planning
Staffing
Training
Performance
Management
Safety
&
Health
Rewards
Employee
Relations
Legal
Compliance
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FOUNDATIONAL
HR planning:
Work design.
Skills required.
Staffing: Advertising in labor
market.
Selection criteria.
Selection methods.
Succession planning.
Training:
Training needs for new
employees.
Training program content.
Training evaluation.
Performance management:
Performance standards.
Evaluation criteria.
Appraisal forms andmethods.
Feedback and
communication with
employees.
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FOUNDATIONAL
Safety and health:
Training required.
Protective equipment
needed. Hazard communications.
Accommodations for
medical impairments.
Rewards: Value of each job for
compensation purposes.
Pay adjustments.
Employee relations:
Work rules, policies and
procedures.
Clear lines of authority and
responsibility. Union work settings.
Legal compliance:
Recordkeeping.
Accommodations.
Training.
Compensation practices.
Equal employment practices
and affirmative action.
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INFORMATION COLLECTED
Data, people, things.
Tasks or job functions: What gets done on the job. Essential functions.
Scope of responsibility: Supervision received. Supervision provided.
Tools and equipment used on the job: Computer software. Hand tools. Job-related equipment.
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INFORMATION COLLECTED
Work context and environment:
Physical environment (discomfort, hazards).
Work schedule (hours, days).
Travel required.
Social/relationship factors:
Nature of social contacts.
Level of social contact.
Decision-making authority:
Judgment and discretion.
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INFORMATION COLLECTED
Personal and physical demands of the job:
Stand, sit, reach, lift, walk.
Knowledge, skills and abilities required to
perform job tasks:
Education.
Experience.
Certification (desired) and licensure(required):
Certification (HR).
Board licensure (physician, engineer).
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DATA SOURCES
Job incumbent
Supervisor or manager
Former jobholders
Job analyst
Subject matter experts (SMEs)
Industry resources
Professional organizations like SHRM
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DICTIONARY OF
OCCUPATIONAL TITLES
Dictionary of Occupational Titles is now
online on O*Net.
Comprehensive searchable database:
http://online.onetcenter.org
http://online.onetcenter.org/http://online.onetcenter.org/7/30/2019 Lecture 2 - Job Analysis
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O*Net Homepage
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DATA COLLECTION METHODS
Observation Work sample
Work diary
Interview Questionnaire
Perform the job
Background records
Multiple methods
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OBSERVATION
Directly observe job incumbents performing the job duties,
work sample or job segments.
Can also be observed indirectly via video or audiotape:
Hazardous jobs (airline pilot, surgeon, construction). High-risk jobs (nuclear power plant).
Best when job/task is repetitive and short cycle.
Good for manual jobs and tasks.
Not good for nonrepetitive, long-cycle jobs and tasks.
Not good for creative or thinking jobs and tasks.
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WORK SAMPLE
Observe samples of critical job tasks.
Best when job or task is repetitive and short cycle.
Good for manual jobs and tasks.
Not good for nonrepetitive, long-cycle jobs and
tasks.
Not good for creative or thinking jobs and tasks.
Choosing the right or most representative tasks: Scientifically sample the job tasks to choose
appropriate tasks.
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WORK DIARY
Description of daily activities maintained for a period
of time:
Calendar, day planner.
Best when job or task is nonrepetitive, long cycle.
Good for creative or thinking jobs/tasks.
Requires great discipline on diary-keepers part.
Accuracy may be questionable.
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INTERVIEW
Individual or group interviews:
Job incumbents.
Supervisor.
Former job holders. Clients.
Subject matter experts (SMEs).
Generates deep information:
Qualitative data is rich.
Time-consuming and expensive.
Lacks anonymity.
Subject to interviewers skill level.
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QUESTIONNAIRE
Structured form or checklist.
Paper and pencil or computer-based.
Commonly used method.
Standardized in content and format. Good for accessing large numbers of responses.
Quantitative data.
Economical.
Anonymous.
Downside is possible deficiency of questions/content areas
assessed.
Assumes incumbent literacy and intelligence.
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PERFORM THE JOB
Job analyst performs the job duties as described by
job incumbent and/or supervisor.
First-hand exposure to job tasks and context
provides rich, relevant data. Time-consuming.
Potential safety risks.
Assumes a certain level of skill to perform the tasks.
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BACKGROUND RECORDS
Data mining of relevant materials such as:
Organizational charts.
Training manuals.
Policies and procedures.
Payroll records.
Production records.
Call sheets.
A good starting point.
Documents may not exist in usable form.
Documents may be out of date.
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MULTIPLE METHODS
For best result, use multiple methods.
Balance time and cost constraints.
Balance the strengths and weaknesses of each
method.
No magic formula to determine how many methods
are ideal or which methods to combine for a given
job. Ideally, obtain both quantitative and qualitative data.
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OUTCOMES OF JOB ANALYSIS
Job description:
Systematic, detailed summary of job tasks, duties and
responsibilities.
Assures that employees and managers are on the same page
regarding who does what.
Job specification:
Detailed summary of qualifications needed to perform
required job tasks. Performance standards:
Establishes the level of satisfactory performance.
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JOB DESCRIPTION
The job description should include at least the following
elements:
Job title.
Job code.
FLSA status.
Job summary.
Essential job duty task statements.
Job context or any unusual elements. Date created.
Revision number and date.
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JOB SPECIFICATION
The job specification should include at least the following elements:
Job title.
Job code.
Job summary.
Knowledge required to perform job. Skills required to perform job.
Abilities required to perform job.
Education required.
Experience required. Licensure required or certification desired to perform the job.
Date created.
Revision number and date.
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PERFORMANCE STANDARDS
Performance standards define the level of expected quality
and quantity of work produced on the job.
Line managers input in developing performance standards is
essential.
Standards must be consistent and reasonable.
Performance standards help the employee gauge
performance on the job.
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JOB EVALUATION AND
COMPARABLE WORTH
Job analysis yields a job evaluation, or an
assessment of the relative value of a job, and is used
to determine appropriate compensation.
These evaluations usually examine jobs on
dimensions that are called compensable factors
(e.g., physical demands of a job, amount of training,
working conditions, responsibility).
JOB EVALUATION AND
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JOB EVALUATION AND
COMPARABLE WORTH
The Equal Pay Act mandates that men and women
performing equal work receive equal pay.
However, women continue to make less than men.Women make about 75% of what men make.
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JOB EVALUATION AND
COMPARABLE WORTH
Why is there a wage gap between men and women?
Men have greater access to higher paying jobs.
Women are paid less than men for performingequivalent tasks.
Similar jobs may have different titles and different
ranks depending on the sex of the worker (e.g.,
records manager vs. personnel clerk).
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JOB EVALUATION AND
COMPARABLE WORTH
Comparable worth
The idea that jobs that require equivalent KSAOsshould be compensated equally.
Relies on valid and fair job evaluations.
Exceptioning
The practice of ignoring pay discrepancies betweenparticular jobs possessing equivalent duties andresponsibilities.
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BEHAVIORAL ASPECTS
Employee fears:
Paranoia.
Self-protection.
Inflating titles and jobs.
Limiting managerial flexibility:
Its not in my job description.
Incumbent emphasis.
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MAINTENANCE
Job descriptions and specifications must be kept currentto reflect changes in:
Work practices and processes.
Tools and equipment used on the job.
Levels of discretion
Licensure or certification.
Annual review during performance appraisal.
Review when incumbent turns over.
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