hra 310 chapter 4
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Chapter Four
Job Analysis: Concepts,
Procedures, and Choices
Copyright © Houghton Mifflin Company. All rights reserved. 4–2
Chapter Outline• Traditional Job Analysis• The Job Analysis Process• Phase 1: The Scope of the Job Analysis• Phase 2: The Methods of Job Analysis• Phase 3: Data Collection and Analysis• Phase 4: Assessing Traditional Job Analysis Methods• The “New Strategic View” of Job Analysis• Traditional and New Strategic Views of Job Analysis:
Working Together• Job Analysis: Adding Value to the Organization
Copyright © Houghton Mifflin Company. All rights reserved. 4–3
Defining Job Analysis?
• Is it simply “obtaining information about jobs?”
• Have jobs become extinct?• Are jobs now behavioral contracts
between an employee and an organization?
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The Job Analysis Process
• Determine the scope of the project• Decide on the methods of job analysis• Collect the data and analyze it• Assess the costs, benefits and legality
of the analysis project
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Phase 1: The Scope of the Job Analysis
• How Will The Job Analysis Data Be Used?– Recruiting & selection– Developing an appraising employees– Determining compensation– Job and organizational design
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Scope of Job Analysis (cont’d)
• Determining Which Jobs to Analyze– Strategically important job– Jobs that are difficult to learn– Job that require frequent hiring– Jobs where there are legal issues– Jobs changed by new technology
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Phase 2: The Methods of Job Analysis
• Types of Job Data– Work activities– Human Abilities– Occupational Information Network (O*NET)– Qualitative data– Quantitative data
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Phase 2: The Methods of Job Analysis (cont’d)
• Sources of Job Data– Non-Human Sources, such as…..
• Existing descriptions• Films of employees working• Blueprints• Equipment maintenance records
– Subject Matter Experts (SMEs)• Job incumbents• Supervisors• Job analysts• Trainers
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Phase 2: The Methods of Job Analysis
• Job Analysis Procedures– Narrative Job Descriptions– Engineering Approaches
• Micromotion Studies
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Methods of Job Analysis (cont’d)
• Structured Job Analysis Procedures• Critical Incidents Technique (CIT)• Department of Labor O*NET• Functional Job Analysis (FJA)• Position Analysis Questionnaire
(PAQ)• Task Inventory Procedure• Ability Requirements Scales• Personality-Related Procedures
Copyright © Houghton Mifflin Company. All rights reserved. 4–11
Methods of Job Analysis (cont’d)
• Structured Procedures (cont’d)
– Managerial Job Analysis Procedures• Management Position Description
Questionnaire (MPDQ)• Supervisory Task Description Questionnaire
(STDQ)• Professional and Managerial
Position Questionnaire (PMPQ)– Cognitive Task Analysis
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Phase 3: Data Collection and Analysis
• Collecting Job Data– Getting the Organization Ready– Sources of Bias– Job Analysis Interviews
• Analyzing Job Data• Reporting and
Rechecking Job Data
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Phase 4: Assessing Job Analysis Methods
• Purposes served• Versatility• Standardization level• User acceptance• Training required• Sample size needed
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Assessing Job Analysis Methods (cont’d)
• Off-the-shelf• Reliability• Legality• Time to complete• Cost • Examine validity of the “job descriptive
inference”
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The New Strategic View of Job Analysis
• Job Analysis Methods Should Be:– Future-oriented– Linked to key strategic issues– More generic in their approach
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The New Strategic View (cont’d)
• Competency Modelling– Task competencies– Results competencies– Outcome competencies– Knowledge, skill, and attitude
competencies – Superior performer differentiators – Attribute bundles
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Job Analysis Adding Value?
• Dollar costs versus dollar benefits• Non-dollar costs versus non-dollar
benefits• Dollar and non-dollar costs/benefits
difficult to assess• Critical issue is does job analysis help
employees perform better
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Review• Traditional Job Analysis• The Job Analysis Process• Phase 1: The Scope of the Job Analysis• Phase 2: The Methods of Job Analysis• Phase 3: Data Collection and Analysis• Phase 4: Assessing Traditional Job Analysis Methods• The New Strategic View of Job Analysis• Traditional and New Strategic Views of Job Analysis:
Working Together• Job Analysis: Adding Value to the Organization
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