TABLE OF CONTENTS

1.0 INTRODUCTION TO JOB ANALYSIS ................................................. 2

2.0 CONDUCTING A JOB ANALYSIS ............................................... 3

3.0 JOB ANALYSIS IN HRM SYSTEMS AND PROCESSES ...................... 5

4.0 job analysis errors to avoid ......................................................... 6

5.0 importance of this write up ......................................................... 9

6.0 JOB ANALYSIS CASE STUDY ................................................... 10

7.0 references ............................................................................. 11

 JOB ANALYSIS

1.0 INTRODUCTION TO JOB ANALYSIS

Job analysis is the building block of human resource management. The technical skills of
Human Resource Management (HRM) are logical and straight forward, but rarely fully
understood by individual employees, managers and supervisors, the top management team--
or even by some Human Resource Professionals (HRPs). Although it is generally understood
that the job analysis is a critical foundation element of HRM, errors are frequently made in
conducting a job analysis, documenting job requirements, and using that information to insure
that an organization is able to accomplish outcomes that are critical to an organization’s
success.

As the building block for many organizational systems and HRM programs, the job analysis
not only defines critical job elements but is an important resource in generating management
information used to guide an organization as it accomplishes its mission. The purpose of this
write up is to explain key elements that make up a job analysis, to identify how and why the
job analysis is so critical to organizational outcomes, and to enumerate common errors made
in conducting a job analysis.

DEFINITION
Job analysis has been described as the essential element for virtually all of the HRM functions
and “the basis for the solution of virtually every human resource problem”. The job analysis
provides a means for understanding the Knowledge, Skills, Abilities, and
Other requirements (KSAOs) essential to the performance of each organizational position

Job analysis can also be defined as the systematic process for identifying the nature and
outcomes of a position by determining the specific tasks and activities performed to achieve
desired results and the context in which work is performed.

Typical outcomes of the job analysis include identifying the most efficient ways of performing
work tasks, the enhancement of employee job satisfaction, opportunities to improve training,
development of performance measurement systems, and matching job requirements with
individual qualifications as part of employee selection and development. Conducting a job
analysis begins by first understanding the purpose of an organization, its structure and design,
its context within its external environment, and its available resources.

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2.0 CONDUCTING A JOB ANALYSIS

Although there are differing perspectives about the steps involved in conducting a job analysis,
the job analysis typically includes eight important steps:

I. Determine the Job to be Analyzed and its Contribution to Organization Mission. Every
position in an organization exists to further the mission and objectives of an
organization. The outcomes and results of each position must be defined in
measurable terms.

II. Identify Subject Matter Experts and Participants to Include in the Process. A job
analysis is best conducted by individuals who have a clear understanding of the
expectations, requirements, and outcomes associated with the position being
analyzed. Internal and external “customers” of the position have valuable insights, as
do colleagues who work with and are interdependent with the position. Relationships
developed are often critical to the effective performance of any position and should be
considered, along with task-related outcomes and expectations.

III. Systematically Collect Information about the Job. There are many sources of job
information, ranging from such resources as a previously developed job description,
classification standards, established performance measures, and specialized job audits.
Identifying job tasks, relationships, performance outcomes, required skills, specialized
abilities, necessary knowledge, and other job-related criteria form the foundation of
the job

IV. Matching Job Content with Competencies and Requirements. Each source of job
information can be useful in identifying the factors that are necessary in the successful
achievement of job outcomes. Carefully matching job content with those
competencies and requirements results in a detailed list of qualities essential for
performing successfully.

V. Identifying Critical Tasks and Results. Subject Matter Experts and other stakeholders
who are involved should rank the importance of those tasks and results which are
most important and essential for achieving organizational priorities for the position
being analyzed13. Often these critical tasks. Job Analysis and outcomes require
collaborative effort with other organizational personnel and the nature of that
cooperation should be clearly described and included.

VI. Identify Competencies Matching Tasks and Results. Ranking critical competencies is
essential in order to identify the most important capabilities required to achieve
desired outcomes. The ability to translate KSOAs into specific competencies demands
that each of those outcomes and their antecedents be clearly enumerated.

VII. Formally Confirm the Overall Job Elements. Compile and review all of the information
generated in the job analysis process and reaffirm that the job tasks and competencies

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accurately match the purposes of the position and their contribution to desired
organizational outcomes.

VIII. Document the Final Result. Publish the job analysis, identify and document when it was
conducted, and formally adopt it as a summary of the purposes, tasks, and
requirements of the position being analyzed.

Although there are several ways of conducting a job analysis in the process of gathering and
verifying job content information and job requirements, these eight steps are applicable and
necessary in order to confirm that job analysis information generated is both complete and
correct.

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3.0 JOB ANALYSIS IN HRM SYSTEMS AND PROCESSES

Utilizing the information generated by the job analysis, many HRM functions depend upon
that information in serving the organization. Brannick and Levine have identified twelve
distinct Job Analysis in HRM systems and processes, which they describe as HRM “purposes
or uses,” that are directly affected by the job analysis.

I. Preparing Job Descriptions: The job analysis enables HRPs to prepare a job
description which includes a job title, an overall job summary, duties and tasks, and job
qualifications.

II. Establishing Job Classifications. A job classification is a cluster or family of related jobs
based upon similar duties, responsibilities, and authority. The job analysis provides
information then confirms or disconfirms the linkage between positions.

III. Job Evaluation. Because a job analysis documents the work to be performed and the
qualifications required for a position, it enables an organization to establish a pay range
for that position and to help insure internal equity of compensation among positions
within an organization.

IV. Job, Team, and System Design, and Redesign. Job design bundles tasks into a position.
Team design bundles an integrated set of tasks to a team. Systems design assigns tasks
to equipment and people associated with the same organizational system. Redesign is
about improving job, team, or system efficiency.

V. Human Resource Requirements and Job Specifications. The job analysis identifies the
KSAOs required that are necessary for the effective performance of a position. Job
specifications refer to the years of required experience. This information is essential
for hiring, promotion, and compensation issues.

VI. Performance Appraisal. Performance appraisal identifies the standards of quantitative

and qualitative performance of positions in achieving organizational goals. Performance
reviews are conducted by managers and supervisors to communicate expectations,
coach employees, and provide regular feedback.

VII. Training. The job analysis enables an organization to identify types of training needed
by employees in various positions. Training improves individual performance,
stimulates workplace learning, and facilitates constant improvement.

VIII. Worker Mobility. The job analysis can aid organizations in identifying qualified
candidates as positions change, as promotional opportunities arise, and as employees
consider career opportunities beyond their current positions.

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IX. Workforce Planning. Information about employee qualifications and capabilities can
assist organizations as they consider the impacts of organization growth, succession
planning, and technological impacts on the organization.

X. Efficiency Identification. The job analysis can be a useful tool in identifying the need for
better tools, eliminating tasks which add little or no value, and developing quality-
related work aids.

XI. Safety. The job analysis can help to identify opportunities to reduce risk or the causes
of accidents or injuries. Work tools, the work environment, and work processes can
be improved using job analysis data.

XII. Legal and Quasilegal Requirements. Several HRM functions and processes must
comply with legal guidelines and the job analysis can play a major role in confirming
the legal nature of many of those functions and processes. For example, a job

Job analysis can identify Bona Fide Occupational Qualifications required in selection and
testing candidates. All twelve of these HRM functions, systems, and processes are directly
benefited by the information generated by the job analysis, confirming its importance as the
fundamental building block of HRM.

4.0 JOB ANALYSIS ERRORS TO AVOID

Despite the fact that the job analysis is a vital part of every HRM system, a recurring set of
errors are frequently made in conducting a job analysis. The consequences of making one or
more of these mistakes not only undermine the ability of an organization to perform the
twelve HRM functions listed herein but challenge the credibility of HRPs and the entire
organization. Nonetheless, these errors recur from time to time in organizations of all types.

I. Failure to Focus on Contribution to Mission. Each organizational position exists to

contribute to the organization’s mission and purposes. The focus of a job analysis
requires identifying tasks performed but those tasks sometimes get out of balance
with the organization’s fundamental goals. Conducting the job analysis must always be
done with the organization’s mission and purpose clearly in mind.

II. Overlooking Key Stakeholders. The value and credibility of the job analysis demands
that key stakeholders -- both internal and external customers – have input in either
developing the job analysis or reviewing the final product. Inviting departmental or
union employees into job analysis development meetings and explaining the process
for developing the job analysis can increase employee trust in the HRM role and build
credibility.

III. Imposing Unnecessary Job Requirements. Occasionally, managers and supervisors

who participate in a job analysis make the mistaken but well-meaning assumption that
it is in the interest of their organization to establish higher standards for job
qualifications than are actually needed to perform the required job tasks. Imposing
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such qualifications that are not required is in conflict with the law and job
requirements must be validated as Bona Fide Occupational Qualifications. HRPs must
sometimes be especially tactful in explaining the difference between legal
requirements and qualifications that a supervisor views as “desirable” to include as a
requirement for performing a position. A researcher once chose to involve union
employees as both observers and participants in the development of a job analysis in
an organization rife with political conflict and a history of employee dissatisfaction.
The outcome was that the employees in that union bought into the testing and
selection process ultimately developed for the first time in the organization’s ten-year
history. The Griggs vs. Duke Power Case clearly identified the importance of Bona
Fide Occupational Qualifications and struck down an artificial and discriminatory
requirement that employees needed a high school degree to perform job tasks.

IV. Failing to Update Old Analyses. Jobs change over time. Technology evolves. Yet
organizations continue to act as if job requirements and job content are unchanging. It
is not unusual for organizations to pull out an old job description or job analysis and
“short-cut” the job analysis by substituting old information that no longer applies.

V. Overlooking Team Collaboration and Interpersonal Skills. Focusing on technical job

requirements can help insure that individuals are qualified to perform job functions
that are absolutely necessary for successful performance. At the same time,
individuals in organizations must also work effectively as members of a team and must
cooperate effectively with others within their department and within their
organization. Overlooking key interpersonal skills can be an expensive mistake in
conducting a job analysis and can result in hiring technically skilled individuals who are
ineffective in working with others.

VI. Missing Critical “Flair Factors”. Flair factors are those difficult-to-define qualities that
individuals possess that make the difference between a performer that “looks good
on paper” and one that is able to get a job done extraordinarily. This common
mistake was made by a large municipality in which the Police Chief wanted to utilize a
thirty year-old job analysis as the basis for developing a selection process for new
police officers. Increasingly, organizations have recognized the importance of team
collaboration and interpersonal qualifications for many positions which involve
cooperative effort to achieve vital tasks. Although individual personal factors, like
perseverance and passion, are often difficult to articulate in a job analysis, those
factors are often critical differentiating qualities of a successful versus an unsuccessful
performer.

VII. Skipping Steps. Although conducting a job analysis may seem to be a detail-oriented
and time consuming process, with effective planning the process can be conducted
both quickly and correctly. Unfortunately, a common error made in many
organizations is the skipping of steps in the process due to the press of time and
other responsibilities. The result of skipping steps is often the costly error of
developing an inaccurate job analysis – a mistake which can create a negative domino
effect throughout many parts of an organization.

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 JOB ANALYSIS

As with any important task, conducting a job analysis requires a thorough understanding of its
key components, thoughtful attention to detail, and a commitment to excellence in producing
a product that has profound implications throughout every organization.

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5.0 IMPORTANCE OF THIS WRITE UP

The job analysis is a building block of HRM because it focuses on the important tasks upon
which competitive advantage, service to customers, and constant improvement are based.
Although there are many useful methods for conducting a job analysis, the focus of this write
up has been on understanding the job analysis role, identifying its organizational significance,
and articulating errors to avoid in the job analysis process. Thus, there are three major
importance of this write up.

I. Explaining the importance of the job analysis. As we have noted, the job analysis has
ramifications organization-wide and can be a powerful tool for HRPs in serving other
departments.

II. Clarifying the scope and significance of the job analysis. Identifying twelve important
functions that are dependent upon the job analysis help to clarify the need to conduct
a job analysis that is accurate, valid, and complete. The significance of a job analysis is
profoundly personal for each employee because, when done correctly, it provides the
organization with information that properly frames the expectations for each
employee’s performance.

III. Cautioning regarding common job analysis errors. The seven common errors
identified in this chapter are important for HRPs, Subject Matter Experts, managers,
and supervisors to review as they prepare to participate in the job analysis process.
Avoiding these errors enables participants to create an end product that will truly add
value to the organization.

The job analysis, like so many key foundational tasks, must be done correctly and efficiently if
it is to be a valuable tool for effective HRM. As HRPs review the key steps required in
conducting a job analysis, the insights from this chapter are a helpful resource with
ramifications organization-wide.

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6.0 JOB ANALYSIS CASE STUDY

A SHOCKING TERMINATION BY DR. SARAH J. SMİTH

At a manufacturing corporation, Ben was hired as the new Vice President of Operations.
During the interview process the C-level suite was impressed with his credentials and
experience. They felt comfortable with selecting Ben and looked forward to his arrival.
One of the technical units Ben would be responsible for was New Product Development. The
team included highly capable, well-educated subject matter experts. This team had a long
history of product development success through innovation and formulated powerful
suggestions for new creative solutions to today's and future challenges. Michael had worked in
product development for ten years. He was revered for his work ethic, coupled with a high
level of intelligence and creativity. Michael was known to work six hours at the home plant
and then drive two hours to another facility. He worked into the night and put in long hours.
Coworkers on the New Product Development team were under the impression Michael's
work was well respected and had value. What happened next shocked the conscience of
members on Michael's team.

Everyone in the organization received an email that Michael had been terminated, effective
immediately. With the number of hours he dedicated to the company and the creative
solutions he contributed, this seemed to be an irrational decision on the part of Ben. After all,
Ben had only served as Vice President of Operations for three weeks. The nature of a sudden
and unanticipated termination left many organizational members with questions.

a. What role could the HRM staff have played in this process? Would HRM staff have
been able to assist the Vice President of Operations in only three weeks?

b. When matching job content with competencies and requirements, Michael definitely
met the requirements of the job. Michael could have been perceived as overqualified
or overzealous?

c. Could Ben have gone back to Michael's job description or performance review for
more information about Michael's roles, responsibilities, and job expectations? If he
did not do so, did Ben assume organization risk with Michael's seemingly sudden
termination?

OUTDATED JOB DESCRİPTİONS LEAD TO

A CREATİVE SOLUTİON – CASE STUDY –
BY DR. SARAH J. SMİTH

In a growing organization that does not have its own in-house HRM staff, the decision was
made to re-evaluate the budget. With cooperation from various department heads, budgets
were rearranged and Julie was hired. She came to the organization with a proven track
record for successful HR office start-ups and everyone was happy to have an HRP full-time,
on staff.

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Prior to the decision to create an HRP position, the company’s HR functions were
outsourced. This outsourcing created several issues because, although the relationship with
the vendor began positively and company representatives visited the location frequently, over
time this relationship changed. Department heads saw an HR vendor representative only
about once per year.
Simultaneous with decreased service, the vendor consistently increased the billing price for
services.

When Julie came on board as Director of Human Resources, she was surprised how
outdated many HR functions had become. There was a 4 inch red binder in Julie's office
containing the organization's job descriptions. Unfortunately, the job descriptions were ten
years old. There were no records to clarify if and how job analysis was conducted. Further,
the performance review form was a template that did not 'fit' many of the jobs within the
organization. The department head for transportation asked Julie to place an ad for a new
driver. Knowing how outdated the job descriptions were, along with the sheer number of job
descriptions which were in need of review and likely revision, Julie formulated a plan. She was
a one-person office and knew it would take time to gather input from key \stakeholders and
structure a review of all job descriptions. Julie also felt uncomfortable posting an open
position without an accurate job description in place. Julie decided prior to posting an open
position, she would assist the department head to create a focus group and review the
needed knowledge, skills, abilities and other conditions necessary for job success. This
process worked well because

a. Julie inched toward the ultimate goal: quality job analysis producing accurate job
descriptions, and

b. The hiring department head did not want to leave an open position for an extended
period of time. The organization was lean, and every worker was important to
fulfillment of the mission and delivery of services. From the updated job description,
Julie drafted a job posting and had the department head approve what would be
advertised. When it came time for interviews, Julie used the revised job description to
formulate an interview guide of job-related questions for the interview panel.

7.0 REFERENCES

1. Mathis, R. L., Jackson, J. H, Valentine, S. R., & Meglish. P. A.., (2014). Human Resource
Management (15th ed.) pp. 144-147.

2. Prien, E. P., Goodstein, L D., Goodstein, J., and Gamble, L. G. Jr., (2009). A Practical
Guide to Job Analysis. San Franciso, CA: Pfeiffer.

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3. Page 1 of Brannick, M. T., & Levine, E. L., (2007). Job Analysis: Methods, Research, and
Application. Thousand Oaks, CA: Sage.

4. Brannick, M. T., & Levine, E. L., (2007), op. cit. page 9.

5. Ployhar, R. E., and Moliterno, T. P., (2011). “Emergence of the Human Capital
Resource: A Multilevel Model.” Academy of Management Review, Vol. 36, No.1, pp.
127-150.

6. Business Dictionary definition of job analysis found online on August 5, 2017 at

http://www.businessdictionary.com/definition/job-analysis.html.

7. Truxillo, D. M., Paronto, M. E., & Collins, M., (2004). “Effects of Subject Matter Expert
Viewpoint on Job Analysis Results.” Public Personnel Management, Vol. 33, Iss. 1, pp.
33-46,

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