Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
Part 2 | Recruitment and Placement
Chapter 4
Job Analysis
© 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook
All rights reserved. The University of West Alabama
After studying this chapter, you should be able to:
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 job specifications using the Internet as well as
your judgment.
5. Explain job analysis in a “jobless” world, including
what it means and how it’s done in practice.
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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
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Use of Job Analysis Information
Recruitment and
Selection
EEO Compliance Compensation
Information
Collected Via
Discovering Job Analysis
Performance
Unassigned
Appraisal
Duties
Training
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FIGURE 4–1 Uses of Job Analysis Information
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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.
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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
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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: [Link]. Reprinted with
permission of the publisher, Business and Legal
Reports, Inc., Old Saybrook, CT © 2004.
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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: [Link]. Reprinted with
permission of the publisher, Business and Legal
Reports, Inc., Old Saybrook, CT © 2004.
© 2008 Prentice Hall, Inc. All rights reserved. 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
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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
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FIGURE 4–4
Example of Position/Job
Description Intended for
Use Online
Source: [Link]/humanresources/documents/
A&P%[Link]. Accessed May 10, 2007.
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FIGURE 4–4
Example of Position/Job
Description Intended for
Use Online (cont’d)
Source: [Link]/humanresources/documents/
A&P%[Link]. Accessed May 10, 2007.
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FIGURE 4–4
Example of Position/Job
Description Intended for
Use Online (cont’d)
Source: [Link]/humanresources/documents/
A&P%[Link]. Accessed May 10, 2007.
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Quantitative Job Analysis Techniques
Quantitative Job
Analysis
Department of
Position Analysis Functional Job
Labor (DOL)
Questionnaire Analysis
Procedure
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FIGURE 4–5
Portion of a Completed
Page from the Position
Analysis Questionnaire
The 194 PAQ elements are grouped into
six 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.
Source: [Link]/humanresources/documents/
A&P%[Link]. Accessed May 10, 2007.
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TABLE 4–1 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
Basic Activities
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
Note: Determine employee’s 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 person’s job. “0” is high; “6,” “8,” and “7” are lows in each column.
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FIGURE 4–6
Sample Report
Based on
Department of
Labor Job
Analysis
Technique
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FIGURE 4–7
Selected
O*NET
General
Work
Activities
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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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FIGURE 4–8
Sample Job
Description,
Pearson
Education
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FIGURE 4–8
Sample Job
Description,
Pearson
Education
(cont’d)
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FIGURE 4–9
Marketing
Manager
Description
from Standard
Occupational
Classification
Source: [Link]/soc/
soc_a2c1.htm. Accessed
August 17, 2007.
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The Job Description
• Job Identification • Responsibilities and
Job title Duties
FLSA status section Major responsibilities and
Preparation date duties (essential functions)
Preparer Decision-making authority
Direct supervision
• Job Summary
Budgetary limitations
General nature of the job
Major functions/activities • Standards of
Performance and
• Relationships
Working Conditions
Reports to:
What it takes to do the job
Supervises:
successfully
Works with:
Outside the company:
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Using the Internet for Writing
Job Descriptions
• Standard Occupational • O*NET™ Online
Classification (SOC)
Source: O*Net™ is a trademark of the U.S. Department of Labor, Employment
and Training Administration. Reprinted by permission of O*Net.
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Writing Job Specifications
“What traits and
experience are required
to do this job well?”
Specifications for Specifications
Specifications
Trained Versus Based on
Based on
Untrained Statistical
Judgment
Personnel Analysis
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FIGURE 4–10
Preliminary
Job
Description
Questionnaire
Source: Reprinted from
[Link] with the
permission of the publisher,
Business and Legal Reports, Inc.,
Old Saybrook, CT © 2004.
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Writing Job Descriptions (cont’d)
Step 1. Decide on a Plan
Step 2. Develop an Organization Chart
Step 3. Use a Job Analysis/Description
Questionnaire
Step 4. Obtain Lists of Job Duties from O*NET
Step 5. Compile the Job’s Human
Requirements from O*NET
Step 6. Complete Your Job Description
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FIGURE 4–11 Background Data for Examples
Example of Job Title: Customer Service Clerk
Example of Job Summary: Answers inquiries and gives
directions to customers, authorizes cashing of customers’
checks, records and returns lost charge cards, sorts and reviews
new credit applications, works at customer service desk in
department store.
Example of One Job Duty: Authorizes cashing of checks:
authorizes cashing of personal or payroll checks (up to a
specified amount) by customers desiring to make payment by
check. Requests identification—such as driver’s license—from
customers and examines check to verify date, amount,
signature, and endorsement. Initials check and sends customer
to cashier.
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Writing Job Specifications (cont’d)
• 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 Design:
Specialization and
Efficiency?
Job Job Job
Enlargement Rotation Enrichment
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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.
Use off-the-shelf competencies databanks
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FIGURE 4–12 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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KEY TERMS
job analysis Standard Occupational
job description Classification (SOC)
job specifications job enlargement
organization chart job rotation
process chart job enrichment
diary/log dejobbing
position analysis questionnaire boundaryless organization
(PAQ) reengineering
U.S. Department of Labor (DOL) competencies
job analysis procedure competency-based job analysis
functional job analysis performance management
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