Job analysis

Lecture No.03
MBA-III
HRM

4–1
 Types of Information Collected

Work
activities

Human Human
requirements behaviors
Information
Collected Via
Job Analysis Machines, tools,
Job
equipment, and
context
work aids

Performance
standards

4–2
 Use of Job Analysis Information

Recruitment and
Selection

EEO Compliance Compensation

Information
Collected Via
Discovering Job Analysis
Performance
Unassigned
Appraisal
Duties

Training

4–3
FIGURE 4–1 Uses of Job Analysis Information

4–4
FIGURE 4–2 Process Chart for Analyzing a Job’s Workflow

Source: Compensation Management: Rewarding Performance by Richard J.

Henderson. Reprinted by permission of Pearson Education, Upper Saddle River, NJ.
4–5
Steps in Job Analysis

Steps in doing a job analysis:

1 Decide how you’ll use the information.

2 Review relevant background information.

3 Select representative positions.

4 Actually analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

4–6
Methods of Collecting Job Analysis
Information: The Interview
• Information Sources • Interview Formats
 Individual employees  Structured (Checklist)
 Groups of employees  Unstructured
 Supervisors with
knowledge of the job
• Advantages
 Quick, direct way to find
overlooked information
• Disadvantages
 Distorted information

4–7
FIGURE 4–3
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.
4–8
FIGURE 4–3
Job Analysis Questionnaire for
Developing Job Descriptions
(cont’d)

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.
4–9
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 • Advantages
 Have employees fill out  Quick and efficient way to
questionnaires to describe gather information from
their job-related duties and large numbers of
responsibilities employees
• Questionnaire Formats • Disadvantages
 Structured checklists  Expense and time
 Open-ended questions consumed in preparing
and testing the
questionnaire

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Methods of Collecting Job Analysis
Information: Observation
• Information Source • Advantages
 Observing and noting the  Provides first-hand
physical activities of information
employees as they go  Reduces distortion of
about their jobs information
• Disadvantages
 Time consuming
 Difficulty in capturing
entire job cycle
 Of little use if job involves
a high level of mental
activity

4–12
Methods of Collecting Job Analysis
Information: Participant Diary/Logs
• Information Source • Advantages
 Workers keep a  Produces a more complete
chronological diary/ log of picture of the job
what they do and the time  Employee participation
spent on each activity
• Disadvantages
 Distortion of information
 Depends upon employees
to accurately recall their
activities

4–13
 Writing Job Descriptions

Job
Identification

Job Job
Specifications Summary

Sections of a
Typical Job
Working Description Responsibilities
Conditions and Duties

Standards of Authority of the

Performance Incumbent

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Job Analysis in a “Jobless” World

Job Design:
Specialization and
Efficiency?

Job Job Job

Enlargement Rotation Enrichment

4–15
Job Analysis in a “Jobless” World (cont’d)

Dejobbing the
Organization

Using Self- Reengineering

Flattening the
Managed Work Business
Organization
Teams Processes

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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 (cont’d)
• 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.

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