Job Analysis

PowerPoint Presentation by Charlie Cook

Copyright © 2011 Pearson Education GARY DESSLER The University of West Alabama
LEARNING OUTCOMES
1. Discuss the nature of job analysis, including what it is
and how it’s 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 a job specification.
5. Explain job analysis in a “worker-empowered” world,
including what it means and how it’s done in practice.

4–2
The Basics of Job Analysis: Terms
• 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.
• Job Description
 A list of a job’s duties, responsibilities, reporting relationships,
working conditions, and supervisory responsibilities—one
product of a job analysis.
• Job Specifications
 A list of a job’s “human requirements,” that is, the requisite
education, skills, personality, and so on—another product of a
job analysis.

4–3
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

4–4
Uses of Job Analysis Information

Recruitment
and selection

EEO
compliance Compensation
Information
Collected via
Job Analysis
Discovering
Performance
unassigned
appraisal
duties

Training

4–5
 Uses of Job Analysis Information

Job analysis

Job description
and specification

Recruiting Performance Job evaluation— Training

and selection appraisal wage and salary requirements
decisions decisions
(compensation)

4–6
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.

4–7
FIGURE 4–2 Process Chart for Analyzing a Job’s Workflow

4–8
Collecting Job Analysis Information

Methods for Collecting Job Analysis

Information

Questionnaire
Interviews Observations Diaries/Logs
s

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.

4–10
Methods for 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
• Disadvantage
 Distorted information

4–11
Methods for Collecting Job Analysis
Information: Questionnaires
• Information Source • Advantages
 Have employees fill out  Quick and efficient way
questionnaires to describe to gather information
their job-related duties and from large numbers of
responsibilities employees
• Questionnaire Formats • Disadvantages
 Structured checklists  Expense and time
 Open-ended questions consumed in preparing and
testing the questionnaire

4–12
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.

4–13
FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions (cont’d)

4–14
FIGURE 4–4 Example of Position/Job Description Intended for Use Online

4–15
FIGURE 4–4 Example of Position/Job Description Intended for Use Online (cont’d)

4–16
Methods for 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
about their jobs by of information
managers. • Disadvantages
 Time consuming
 Reactivity response distorts
employee behavior
 Difficulty in capturing
entire job cycle
 Of little use if job involves a
high level of mental activity

4–17
Methods for Collecting Job Analysis
Information: Participant
Diaries/Logs
• Information Source • Advantages
 Workers keep a  Produces a more complete
chronological diary or log picture of the job
of what they do and the  Employee participation
time spent on each activity • Disadvantages
 Distortion of information
 Depends upon employees
to accurately recall their
activities

4–18
 Quantitative Job Analysis
Techniques

Quantitative Job
Analysis

Department of
Position Analysis Functional Job
Labor (DOL)
Questionnaire Analysis
Procedure

4–19
 FIGURE 4–5 Portion of a Completed Page from the Position Analysis Questionnaire

The 194 PAQ elements are

grouped into six dimensions.
This exhibit lists 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.

4–20
TABLE 4–1 Basic Department of Labor Worker Functions

4–21
 FIGURE 4–6 Sample Report Based on Department of Labor Job Analysis Technique

Copyright © 2011 Pearson Education 4–22

Internet-Based Job Analysis
• Advantages
 Collects information in a standardized format from
geographically dispersed employees
 Requires less time than face-to-face interviews
 Collects information with minimal intervention or guidance

Copyright © 2011 Pearson Education 4–23

 FIGURE 4–7 Selected O*NET General Work Activities Categories

Copyright © 2011 Pearson Education 4–24

 Writing Job Descriptions

Job
identification

Job Job
specifications summary

Sections of a
Typical Job
Working Description Responsibilities
conditions and duties

Standards of Authority of
performance the incumbent

Copyright © 2011 Pearson Education 4–25

The Job Description
• Job Identification • Responsibilities and Duties
 Job title  Major responsibilities and
 FLSA status section duties (essential functions)
 Preparation date  Decision-making authority
 Preparer  Direct supervision
 Budgetary limitations
• Job Summary
 General nature of the job • Standards of Performance
 Major functions/activities and Working Conditions
 What it takes to do the job
• Relationships
successfully
 Reports to:
 Supervises:
 Works with:
 Outside the company:

Copyright © 2011 Pearson Education 4–26

 FIGURE 4–8 Sample Job Description, Pearson Education

Copyright © 2011 Pearson Education 4–27

 FIGURE 4–8 Sample Job Description, Pearson Education (cont’d)

Copyright © 2011 Pearson Education 4–28

 FIGURE 4–9 Marketing Manager Description from
Standard Occupational Classification

Copyright © 2011 Pearson Education 4–29

Using the Internet for Writing Job
Descriptions

Copyright © 2011 Pearson Education 4–30

 TABLE 4–2 SOC Major Groups of Jobs

Copyright © 2011 Pearson Education 4–31

Writing Job Descriptions (cont’d)
Step 1. Decide on a Plan
Step 2. Develop an Organization Chart
Step 3. Use a Simplified Job Analysis Questionnaire
Step 4. Obtain List of Job Duties from O*NET
Step 5. Compile the Job’s Human Requirements
from O*NET
Step 6. Finalize the Job Description

Copyright © 2011 Pearson Education 4–32

 FIGURE 4–10 Preliminary Job Description Questionnaire

Copyright © 2011 Pearson Education 4–33

Using O*Net for Writing Job Descriptions

Copyright © 2011 Pearson Education 4–34

Using O*Net for Writing Job Descriptions
(cont’d)

Copyright © 2011 Pearson Education 4–35

Using O*Net for Writing Job Descriptions
(cont’d)

Copyright © 2011 Pearson Education 4–36

 Writing Job Specifications

“What human traits

and experience are
required to do this job
well?”

Job specifications
Job specifications Job specifications
for trained versus
based on based on
untrained
judgment statistical analysis
personnel

Copyright © 2011 Pearson Education 4–37

Writing Job Specifications (cont’d)
• Steps in the Statistical Approach
1. Analyze the job and decide how to measure job
performance.
2. Select personal traits that you believe should
predict successful performance.
3. Test candidates for these traits.
4. Measure the candidates’ subsequent job
performance.
5. Statistically analyze the relationship between the
human traits and job performance.

Copyright © 2011 Pearson Education 4–38

 Job Analysis in a Worker-
Empowered World

Job Design:
From Specialized
to Enriched Jobs

Job Job Job

Enlargement Rotation Enrichment

Copyright © 2011 Pearson Education 4–39

 Other Changes at Work

Changing the
Organization and
Its Structure

Using self- Reengineering

Flattening the
managed work business
organization
teams processes

Copyright © 2011 Pearson Education 4–40

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 (HPWS).
 To create strategically-focused job descriptions.
 To support the performance management process in
fostering, measuring, and rewarding:
 General competencies

 Leadership competencies

 Technical competencies

Copyright © 2011 Pearson Education 4–41

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

Copyright © 2011 Pearson Education 4–42

 FIGURE 4–11 The Skills Matrix for One Job at BP

Note: The lighter color boxes within the individual columns indicate
the minimum level of skill required for the job.

Copyright © 2011 Pearson Education 4–43

KEY TERMS

job analysis
job description
job specifications
organization chart
process chart
diary/log
position analysis questionnaire (PAQ)
Standard Occupational Classification (SOC)
job enlargement
job rotation
job enrichment
competency-based job analysis

Copyright © 2011 Pearson Education 4–44

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Printed in the United States of America.

Copyright © 2011 Pearson Education 4–45