job analyis
TRANSCRIPT
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1
Human Resource
ManagementELEVENTH EDITION
G A R Y D E S S L E R
B I J U V A R K K E Y
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Job Analysis
Chapter 4
Part 2 | Recruitment and Placement
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42 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.
After studying this chapter, you should be able to:
1. Discuss the nature of job analysis, including what it is
and how its used.
2. Use at least three methods of collecting job analysis
information, including interviews, questionnaires, and
observation.
3. Write job descriptions, including summaries and job
functions, using the Internet and traditional methods.
4. Write job specifications using the Internet as well as
your judgment.5. Explain job analysis in a jobless world, including
what it means and how its done in practice.
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Types of Information Collected
Work
activities
Human
behaviors
Human
requirements
Job
context
Machines, tools,
equipment, and
work aids
Performance
standards
Information
Collected Via
Job Analysis
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Use of Job Analysis Information
Recruitment and
Selection
CompensationLegal
Compliance
Discovering
Unassigned
Duties
Performance
Appraisal
Training
Information
Collected Via
Job Analysis
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FIGURE 41 Uses of Job Analysis Information
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Job Description and Job specification
Job Description
Written statement that describes the activities and
responsibilities of the job such as activities and
responsibilities of the job
Job Specification Personal qualities ,traits, skills and background
required fir getting the job done
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FIGURE 42 Process Chart for Analyzing a Jobs Workflow
Source: Compensation Management: Rewarding Performance by Richard J.
Henderson. Reprinted by permission of Pearson Education, Upper Saddle River, NJ.
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Steps in Job Analysis
1
2
3
4
5
Steps 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.
6 Develop a job description and job specification.
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Job analysis Guidelines
Make a job analysis a joint effort by a human
resources specialist, the workers and the
workers responsibilities
Collect job analysis information from employees
in different departments Make sure the questions and process are clear
to the employees
Use different tools for the job analysis
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Methods of Collecting Job Analysis
Information: The Interview
Information Sources
Individual employees
Groups of employees
Supervisors withknowledge of the job
Advantages
Quick, direct way to find
overlooked information
Disadvantages
Distorted information
Interview Formats
Structured (Checklist)
Unstructured
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FIGURE 43
Job Analysis Questionnaire for
Developing Job Descriptions
Note: Use a questionnaire like this to interview
job incumbents, or have them fill it out.
Source: www.hr.blr.com. Reprinted with
permission of the publisher, Business and Legal
Reports, Inc., Old Saybrook, CT 2004.
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FIGURE 43
Job Analysis Questionnaire for
Developing Job Descriptions
(contd)
Note: Use a questionnaire like this to interview
job incumbents, or have them fill it out.
Source: www.hr.blr.com. Reprinted with
permission of the publisher, Business and Legal
Reports, Inc., Old Saybrook, CT 2004.
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Job Analysis: Interviewing Guidelines
The 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.
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Methods of Collecting Job Analysis
Information: Questionnaires
Information Source
Have employees fill out
questionnaires to describe
their job-related duties and
responsibilities
Questionnaire Formats
Structured checklists
Open-ended questions
Advantages
Quick and efficient way to
gather information from
large numbers of
employees
Disadvantages
Expense and time
consumed in preparing
and testing the
questionnaire
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Methods of Collecting Job Analysis
Information: Observation
Information Source
Observing and noting the
physical activities of
employees as they go
about their jobs
Advantages
Provides first-hand
information
Reduces distortion of
information
Disadvantages
Time consuming
Difficulty in capturing
entire job cycle
Of little use if job involves
a high level of mental
activity
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Methods of Collecting Job Analysis
Information: Participant Diary/Logs
Information Source
Workers keep a
chronological diary/ log of
what they do and the time
spent on each activity
Advantages
Produces a more complete
picture of the job
Employee participation
Disadvantages
Distortion of information
Depends upon employees
to accurately recall theiractivities
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FIGURE 44
Example of Position/Job
Description Intended for
Use Online
Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007.
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FIGURE 44
Example of Position/Job
Description Intended for
Use Online (contd)
Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007.
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FIGURE 44
Example of Position/Job
Description Intended for
Use Online (contd)
Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007.
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Assignment (Pg 160)
Each group should do job description of a
professor teaching human resource
management using Fig 4.3 and fig 4.10 job
analysis questionnaire
Develop a job description and job specification Compare the two approaches
Did they provide different sets of information
Did one feel more advantageous than the other
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Quantitative Job Analysis Techniques
Position Analysis
Questionnaire
Functional Job
Analysis
Quantitative Job
Analysis
The U.S.
Department of
Labor (DOL)
Procedures
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Position Analysis Questionnaire
Detailed questionnaire consisting of 194 items
each represents a basic element that may or may not play the rolein the job
Having decision making / communication// social
responsibilities
Performing skilled activities
being physically active
Operating vehicles / equipment/
Processing information
final PAQ score shows job rating on each of the five
activities job analyst decides which plays a role and to what extent
Quantitatively compare jobs
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FIGURE 45
Portion of a Completed
Page from the Position
Analysis Questionnaire
Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007.
The 194 PAQ elements are grouped intosix dimensions. This exhibits 11 of the
information input questions or elements.
Other PAQ pages contain questions
regarding mental processes, work output,
relationships with others, job context, and
other job characteristics.
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US Department of Labour Procedure
Dictionary of Occupational titles
Quantitatively rate , classify and compare different
jobs based on data, people, and things ratings
data : functions include synthesizing, coordinating
and copying
People: mentoring, negotiating and supervising
things: manipulating, tending, handling
Specific instructions reasoning and judgement,
mathematical ability and verbal and language
facilities
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TABLE 41 Basic Department of Labor Worker Functions
Data People Things
0 Synthesizing 0 Mentoring 0 Setting up
1 Coordinating 1 Negotiating 1 Precision working
2 Analyzing 2 Instructing 2 Operating/controlling
3 Compiling 3 Supervising 3 Driving/operating
4 Computing 4 Diverting 4 Manipulating
5 Copying 5 Persuading 5 Tending
6 Comparing 6 Speaking/signaling 6 Feeding/offbearing
7 Serving 7 Handling
8 Taking instructions/helping
B
asicActivities
Note: Determine employees job score on data, people, and things by observing his
or her job and determining, for each of the three categories, which of the basic functions
illustrates the persons job. 0 is high; 6, 8, and 7 are lows in each column.
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FIGURE 46
Sample Report
Based on
Department of
Labor Job
Analysis
Technique
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FIGURE 47
Selected
O*NET
General
Work
Activities
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Writing Job Descriptions
JobIdentification
Job
Summary
Responsibilities
and Duties
Authority of the
Incumbent
Standards of
Performance
Working
Conditions
Job
Specifications
Sections of a
Typical Job
Description
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FIGURE 48
Sample Job
Description,
Pearson
Education
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FIGURE 48
Sample Job
Description,
Pearson
Education
(contd)
Source: Courtesy of Dorling Kindersley, India.
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FIGURE 49
Marketing
Manager
Description
from Standard
Occupational
Classification
Source: www.bls.gov/soc/
soc_a2c1.htm. Accessed
August 17, 2007.
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The Job Description
Job Identification
Job title
Preparation date
Preparer
Job Summary
General nature of the job
Major functions/activities
Relationships
Reports to:
Supervises:
Works with:
Outside the company:
Responsibilities and
Duties Major responsibilities and
duties (essential functions)
Decision-making authority
Direct supervision
Budgetary limitations
Standards of
Performance and
Working Conditions What it takes to do the job
successfully
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Using the Internet for Writing
Job Descriptions
Source: O*Net is a trademark of the U.S. Department of Labor, Employment
and Training Administration. Reprinted by permission of O*Net.
O*NET Online
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TABLE 42 SOC Major Groups of Jobs
11-0000 Management Occupations
13-0000 Business and Financial Operations Occupations
15-0000 Computer and Mathematical Occupations
17-0000 Architecture and Engineering Occupations
19-0000 Life, Physical, and Social Science Occupations
21-0000 Community and Social Services Occupations
23-0000 Legal Occupations
25-0000 Education, Training, and Library Occupations
27-0000 Arts, Design, Entertainment, Sports, and Media Occupations
29-0000 Healthcare Practitioners and Technical Occupations
31-0000 Healthcare Support Occupations
33-0000 Protective Service Occupations
35-0000 Food Preparation and Serving-Related Occupations
37-0000 Building and Grounds Cleaning and Maintenance Occupations
39-0000 Personal Care and Service Occupations
41-0000 Sales and Related Occupations
43-0000 Office and Administrative Support Occupations
45-0000 Farming, Fishing, and Forestry Occupations
47-0000 Construction and Extraction Occupations
49-0000 Installation, Maintenance, and Repair Occupations
51-0000 Production Occupations
53-0000 Transportation and Material Moving Occupations
55-0000 Military Specific Occupations
Note:
Within these major groups are 96 minor groups, 449 broad occupations, and 821 detailed occupations.
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Writing Job Specifications
Specifications for
Trained Versus
Untrained
Personnel
Specifications
Based on
Statistical
Analysis
What traits and
experience are required
to do this job well?
Specifications
Based on
Judgment
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Job requires detailed manipulation in a circuit
board assembly line
identify those personal traits : those human
requirements that validly predict which
candidates would do well on the job and whichwould not
Specifications based on judgement
hardworking
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Writing Job Specifications (contd)
Steps in the Statistical Approach
Analyze 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.
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Job Analysis in a Jobless World
Job
Enlargement
Job
Enrichment
Job Design:
Specialization and
Efficiency?
Job
Rotation
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Job Analysis in a Jobless World (contd)
Flattening the
Organization
Reengineering
Business
Processes
Dejobbing the
Organization
Using Self-
Managed Work
Teams
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Competency-Based Job Analysis
Competencies
Demonstrable characteristics of a person that enable
performance of a job.
Reasons for Competency-Based Job Analysis
To support a high-performance work system. To create strategically-focused job descriptions.
To support the performance management process in
fostering, measuring, and rewarding:
General competencies
Leadership competencies
Technical competencies
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Competency-Based Job Analysis (contd)
How to Write Job Competencies-Based Job
Descriptions
Interview job incumbents and their supervisors
Ask open-ended questions about job
responsibilities and activities.
Identify critical incidents that pinpoint success
on the job.
Use off-the-shelf competencies databanks
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FIGURE 412 The Skills Matrix for One Job at BP
Note: The light blue boxes indicate the minimum level of skill required for the job.
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K E Y T E R M S
job analysis
job description
job specifications
organization chart
process chart
diary/log
position analysis questionnaire
(PAQ)
U.S. Department of Labor (DOL)
job analysis procedure
functional job analysis
Standard Occupational
Classification (SOC)
job enlargement
job rotation
job enrichment
dejobbingboundaryless organization
reengineering
competencies
competency-based job analysis
performance management