job analysis
DESCRIPTION
hrmTRANSCRIPT
Job analysis:
The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.
Identifies what employees are expected to do
JOB ANALYSIS
A systematic investigation of the tasks , duties and responsibilities of a job and the necessary knowledge, skills and abilities a person needs to perform the job adequately.
Process by which jobs are divided to determine what tasks, duties and responsibilities, relationships to other jobs, conditions, personal capabilities required for satisfactory performance.
Job analyst: larger Organization HR.
Approaches to Job analysis: Two basic approaches Job oriented: Concerned with what gets done: tasks, duties
and responsibilities job content) Employee oriented: How the job is done: Human behavior
required to perform the job When a new job/ design is createdWhen to analyze
No evidence of job analysis conducted. Changes in technology, restructuring , redesign Replacement of long serving employee New sources of recruitment , leading to new employee who
may have different expectation from those hired in the past.
The Job analysis processJob analysis objectivesJob description
Job specificationJob design
Hr planningRecruitment
Selection
Type of information to be collected.What is performed?
Where it is performed?How is it performed?Why it is performed?
When it is performed?
Sources of dataJob incumbent
SupervisorJob analyst
ExpertsRecords
PlansHRIS
Method of data collectionObservation
QuestionnairesDiaries/ Logs
Critical Incidents reports
Form of data analysisQualitative
Quantitative
Components of job analysis Job content: Describes the duties and
responsibilities of the job ranging from global statement to very detailed descriptions of tasks and procedural steps.
Job requirement: Identifies the formal qualification, knowledgement, skills abilities , personal characterizes.
Job context: Refers to situational and supporting information regarding the particular job, Resources, work setting etc. , culture , working condition, physical demand, team or individual.
Job description : A written statement explaining the purpose of a job, what activities are performed .
Job specification: Focus on skills, abilities, knowledge, personal characteristics.
Job design identifies what work must be performed, how it will be informed, where it is to be performed and who will perform it.
Job Analysis Background Research
1) Organizational charts (e.g., how the job is connected to other positions and where it is located in the overall company)
2) Communication with other job analysts.
3) Existing job descriptions
4) Training manuals
5) Procedure and policy manuals
6)
Components of Job description Job identification; job title;department;reporting
relationship Job objective Duties and responsibilities Relationships Knowledge Problem solving Authority Accountability Special circumstances Performance standard Union Licenses.
Job description
1. Job Identification
2. Job Summary
3. Relationships
4. Responsibilities and Duties
5. Standards of Performance
6. Working Conditions and Physical Environment
What human traits and experience are required to do the job well? Specifications for trained versus untrained
personnel Specifications based on judgment Specifications based on statistics Experience Qualification Skills , abilities, and knowledge Personal characteristics Special requirements
ObservationThe interviewQuestionnaireParticipant diary/logsQuantitative techniquesMultiple sources of information
Observation:The job analyst observes an employee working and records a description of the tasks and duties performed.
Direct observation is mostly used for manual jobs or predominantly made up of observer able actions .
Interviews: Interviewing the job holder and their supervisors. The job analyst visit the job location and meet the employees performing the jobs.
Diaries? logs: Job information could be obtained by getting employees to maintain written records of what they do in performing their jobs. Form of time log or daily dairy.
This method is useful when analyzing professional and management jobs that are difficult to observe.
Critical incident report Snapshot accounts of effective/ ineffective
job performance . Information related in describing what led to the incident, what the employees actually did and why the performance was effective / ineffective.( Success/ failures)
Job analysis techniques
Position Analysis Questionnaire (PAQ). PAQ is a structured questionnaire for quantitatively
assessing jobs. developed by McCormick, Jeanneret, and Mecham (1972)
Contained 194 questions divided into six major categories:1. Information Input: where and how the employee get the
information needed to perform the jobs?2. Mental process: What reasoning, decision- making,
planning and information –processing activities are involved in performing the jobs.
3.Physical activities: What physical activities does the employee perform and what tools or devices are used?
4.Relationship s with other people: What relationships with other people are required in the jobs?
5.Job Context: In what physical or social context s is the work performanced/
6.Other job characteristics: What activities, conditions or characters, other than those describe above , are relevant to the jobs?
Advantage :
Used to analyze almost ant type of job. Widely used and both valid and reliable.
Management Position Description Questionnaire(MPDQ): 197 item , behaviorally oriented, structured questionnaire for describing comparing, classifying and evaluating management positions.
Divided into 10 sections: General information; decision making; planning and organizing; supervising and controlling; consulting and involving; contacts ; monitoring business indicators; overall ratings; Know-how; and an organizational charts.
Advantage: Useful for selecting managerial employees, planning careers, diagnosing training needs and evaluating jobs.
Position classification Inventory: It is a job analysis inventory based on Holland RIASEC theory used to classify occupations and to asses person –job fit.
Describe skills required within specialized occupations Compare employee views and supervisors views of the
position Enhance person –job fit. Understand sources of satisfaction and dissatisfaction with a
position or occupation. New Multiple method approach: Computer technology and
sophisticated quantitative techniques . Used multiple dimensional perspectives s on the source of
information of job information, the type of data analyzed and the responses formats.
Designed to concurrently support multiple HR applications Structured questionnaires to be completed by employees,
supervisions and subject matter experts. User friendly computer system
POSITION DESCRIPTION * * PLEASE READ INSTRUCTIONS BEFORE COMPLETING THIS FORM * * ( ) New ( ) Revised SECTION 1. POSITION INFORMATION
a. Title: b. c. Effective Date: d. Position No.: e. Working Title: f. Work Unit: g. Agency No.: h. Employee Name: i. Work Location (City‑County): _________________________________________________________________________________ j. Position: ( ) Permanent ( ) Seasonal ( ) Limited Duration ( ) Academic Year ( ) Full Time ( ) Part Time ( ) Intermittent ( ) Job Share _________________________________________________________________________________ k. FLSA: ( ) Exempt ( ) Non‑Exempt l. Eligible for Overtime: ( ) Yes ( ) No _________________________________________________________________________________ SECTION 2. PROGRAM/POSITION INFORMATION a. Describe the program in which this job exists. Include program purpose, who's affected, size, and
scope. Include relationship to agency mission. b. Describe the purpose of this position, and how it functions within this program, by completing this
statement: The purpose of this job/position is to . . .
SECTION 3. DESCRIPTION OF DUTIES List major duties. Note percentage of time duties are performed. If this is an existing position, mark "N" for new duties
or "R" for revised duties. % of Time N/R DUTIES _________________________________________________________________________________ SECTION 4. WORKING CONDITIONS Describe special working conditions, if any, that are a regular part of this job. Include frequency of exposure to these
conditions. ________________________________________________________________________________ SECTION 5. GUIDELINES a. List any established guidelines used to do this job, such as state or federal laws or regulations, policies,
manuals or desk procedures. b. How are these guidelines used to perform the job? SECTION 6. WORK CONTACTS With whom outside of co-workers in this work unit must this position regularly come in contact? Who Contacted How Purpose How Often? SECTION 7. JOB‑RELATED DECISION MAKING Describe the kinds of decisions likely to be made by this position. Indicate affect of these decisions where possible.
Functional Job Analysis(FJA) Used beginning in the 1940’s Developed by US
training & employment Service . Seven scales to describe what workers do in
jobs: (1) Things/ activities
(2) Data
(3) People
A disctinction made between what gets done and what employees do to get things done
Competency Profiling: Person-oriented approaches like critical incident
reporting and behavioral events Interviews to identify the skills and behaviors needed to perform a job. Which is known as competency profiling.
Competency: An underlying characteristics of a person that leads to or causes superior or effective performance. Attributes:
1. Underlying characteristics : Person’s characteristics.2. Causality: Competency causes or predicts behavior
and performance.3. Performance: competency that predict effective
performance .4. Overall: Motives : What drives, directs behaviors.5. Traits; Physical characteristics6. Self- concept in relation to attitude, self image.
Disadvantage: Ambiguous meaning of competency Sometimes
refer to behaviors or actions, or abilities or characteristics underlying behaviors , or outcomes or results of actions.
In valid or unreliable without situational customization.
Focus on past rather present: Based on successful performance in the past rather than what will make for successful performance in the future.
Competencies: Creativity and sensitivity are ignored as it is difficult to measure.
Frequency
5 = almost all of the time4 = frequently3 = occasionally2 = seldom1 = not performed at all
Relative time
5 = much above average4 = above average3 = about average2 = below average1 = not performed at all
Importance of performing
successfully5 = extremely important4 = very important3 = moderately important2 = slightly important1 = of no importance
Importance for new hire
5 = extremely important4 = very important3 = moderately important2 = slightly important1 = of no importance
Distinguishes between sup & ad
performance
5 = a great deal4 = considerably3 = moderately2 = slightly1 = not at all
Damage if error
5 = extreme damage4 = considerable damage3 = moderate damage2 = very little damage1 = virtually no damage
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Sample Task Ratings
Behaviorally Event Interview(BEI) Behaviriorally event Interview: Development
of critical incident reporting. Information about job, about what the job
holder thinks, feels and hopes to achieve in the job. Advancement over the critical incident approach because it identifies the competencies, required to do the jobs well rather than just justifying aspects of the job.
JOB ANALYSISJOB ANALYSISIDENTIFY AND RATE JOBTASKS & KSAs
IDENTIFY AND RATE JOBTASKS & KSAs
DEVELOP SELECTIONDEVICE (S)
DEVELOP SELECTIONDEVICE (S)PAPER & PENCIL
TESTS
SITUATIONAL INTERVIEW
APPLICATION BLANKS PERFORMANCE
TEST (HANDS-ON)
SIMULATION TESTS
CONNECT TASKS TO KSAs
CONNECT TASKS TO KSAs
JOB DESCRIPTIONSJOB DESCRIPTIONS
RECRUITMENTRECRUITMENT
IDENTIFY TRAINING NEEDS &TECHNIQUES
IDENTIFY TRAINING NEEDS &TECHNIQUES
DEVELOP PERFORMANCEEVALUATIONS
DEVELOP PERFORMANCEEVALUATIONS
FEEDBACK AND GOAL SETTING
CAREER DEVELOPMENT
DEVELOP TRAINING
ASSESSMENTS
Uses of Job Analysis Results
Job Analysis Process for Employment Selection 1. Identification of work activities and development of job task
statements
2. Develop a list of KSA’s necessary for adequate performance of the job tasks
3. Site observations to confirm and substantiate the above findings
4. Evaluate job tasks and KSA statements to discern (and document) their job-relatedness
5. Generate test items and evaluate their job-relatedness
6. Construct test instruments and assess their validity for purposes of selection/promotion decisions.