Job Analysis Chapter 4

Human Resource
Management
TWELFTH EDITION
GARY DESSLER
BIJU VARKKEY
Part 2 | Recruitment and Placement
Chapter 4
Job Analysis
Copyright 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
After studying this chapter, you should be able to:

1. Discuss the nature of job analysis, including what it is
and how its 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 its done in practice.
42
Basics of job analysis

Organisations consists of jobs that needs to be
staffed.
Job analysis is the procedure through which
you determine the duties of these positions and
the chracteristics of the people to hire for them.
Job analysis produces information for writing
a) job description.list of job characteristics
b) job specification..what kind of people to
hire for the job
43
Job Description and Job Specification in Job

Analysis Job Analysis
A process of obtaining all pertinent job facts
Job Description
A statement containing items
such as
Job title
Location
Job summary
Duties
Machines, tools, and
equipment
Materials and forms used
Supervision given or received
Working conditions
hazards

Job specification
A statement of human qualifications
necessary to do the job. Usually
contains such items as
Education
Experience
Training
Judgement
Initiative
Physical efforts
Physical skills
Responsibilities
Communication skills
Emotional characteristics
Unusual sensory demands such as
sight, smell, hearing
Human Resource Management, 5E
Job Analysis offers Competitive Advantage

to a Firm
is a foundation for HRP

foundation for employee hiring
foundation for t & d
foundation for performance appraisal
foundation for wage and salary fixation
foundation for safety and health

The supervisor or HR specialist collects

following type of Information through job
analysis
Work
activities
Human
requirements
Job
context
Information
Collected Via
Job Analysis
Human
behaviors
Machines, tools,
equipment, and
work aids
Performance
standards

46
Use of Job Analysis Information

Recruitment and
Selection
Legal
Compliance
Discovering
Unassigned
Duties
Compensation
Information
Collected Via
Job Analysis
Performance
Appraisal
Training

47
FIGURE 41
Uses of Job Analysis Information

48
Steps in Job Analysis

Steps in doing a job analysis:
1
Decide how youll use the information.
Review relevant background information.
Select representative positions.
Actually analyze the job.
Verify the job analysis information.
Develop a job description and job specification.

49
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
410
Job Analysis: Interviewing Guidelines

The job analyst and supervisor should work together
to identify the workers who know the job best.
It is advisable to 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.
411

Information: Questionnaires
Information Source
Have employees fill out
questionnaires to describe
their job-related duties and
responsibilities
Questionnaire Formats
Structured checklists
Open-ended questions

Advantages
Quick and efficient way to
gather information from

large numbers of
employees
Disadvantages
Expense and time
consumed in preparing
and testing the
questionnaire
412
FIGURE 43
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

413
FIGURE 43
Job Analysis Questionnaire for
Developing Job Descriptions
(continued)
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

414

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

415

Information: Participant Diary/Logs
Information Source
Workers keep a
chronological diary/ log of

what they do and the time
spent on each activity
Advantages
Produces a more complete
picture of the job

Employee participation
Disadvantages
Distortion of information
Depends upon employees
to accurately recall their

activities

416
What is O*Net?
O*NET, the Occupational Information Network, is a comprehensive database of worker
attributes and job characteristics. As the replacement for the Dictionary of Occupational
Titles (DOT), O*NET will be the nations primary source of occupational information.
O*NET is being developed as a timely, easy-to-use resource that supports public and
private sector efforts to identify and develop the skills of the American workforce. It
provides a common language for defining and describing occupations. Its flexible
design also captures rapidly changing job requirements. In addition, O*NET moves
occupational information into the technological age.
As the basis for enhanced product development, the O*NET database can serve as the
engine that drives value-added applications designed around core information. It
provides the essential foundation for facilitating career counseling, education,
employment, and training activities. The database contains information about
knowledges, skills, abilities (KSAs), interests, general work activities (GWAs), and
work context. O*NET data and structure will also link related occupational, educational,
and labor market information databases to the system.
1-17
Quantitative Job Analysis Techniques

Quantitative Job
Analysis
Position Analysis
Questionnaire
PAQ

The Department of
Labor (DOL)
Procedures
Functional Job
Analysis
418
FIGURE 45
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: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007.

419
Basic Activities
TABLE 41
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
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 employees 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 persons job. 0 is high; 6, 8, and 7 are lows in each column.

420
Writing Job Descriptions

Job
Identification
Job
Summary
Job
Specifications
Sections of a
Typical Job
Description
Working
Conditions
Standards of
Performance

Responsibilities
and Duties
Authority of the
Incumbent
421
FIGURE 48
Sample Job
Description,
Pearson
Education

422
FIGURE 48
Sample Job
Description,
Pearson
Education
(continued)

423
FIGURE 49
Marketing
Manager
Description
from Standard
Occupational
Classification
Source: www.bls.gov/soc/
soc_a2c1.htm. Accessed
August 17, 2007.

424
The Job Description

Job Identification
Job title
Preparation date
Preparer
Job Summary
General nature of the job
Major functions/activities
Relationships
Reports to:
Supervises:
Works with:
Outside the company:
Responsibilities and
Duties
Major responsibilities and
duties (essential functions)

Decision-making authority
Direct supervision
Budgetary limitations
Standards of
Performance and
Working Conditions
What it takes to do the job
successfully
425
Using the Internet for Writing

Job Descriptions
O*NET Online
Source: O*Net is a trademark of

the U.S. Department of Labor,
Employment and Training
Administration. Reprinted by
permission of O*Net.

426
TABLE 42
SOC Major Groups of Jobs

11-0000
Management Occupations
13-0000
Business and Financial Operations Occupations
15-0000
Computer and Mathematical Occupations
17-0000
Architecture and Engineering Occupations
19-0000
Life, Physical, and Social Science Occupations
21-0000
Community and Social Services Occupations
23-0000
Legal Occupations
25-0000
Education, Training, and Library Occupations
27-0000
Arts, Design, Entertainment, Sports, and Media Occupations
29-0000
Healthcare Practitioners and Technical Occupations
31-0000
Healthcare Support Occupations
33-0000
Protective Service Occupations
35-0000
Food Preparation and Serving-Related Occupations
37-0000
Building and Grounds Cleaning and Maintenance Occupations
39-0000
Personal Care and Service Occupations
41-0000
Sales and Related Occupations
43-0000
Office and Administrative Support Occupations
45-0000
Farming, Fishing, and Forestry Occupations
47-0000
Construction and Extraction Occupations
49-0000
Installation, Maintenance, and Repair Occupations
51-0000
Production Occupations
53-0000
Transportation and Material Moving Occupations
55-0000
Military Specific Occupations

Note: Within these major groups are 96 minor

groups, 449 broad occupations, and 821 detailed
occupations.
427
Writing Job Specifications

What traits and
experience are required
to do this job well?
Specifications for
Trained Versus
Untrained
Personnel

Specifications
Based on
Judgment
Specifications
Based on
Statistical
Analysis
428
FIGURE 410
Preliminary
Job
Description
Questionnaire
Source: Reprinted from

www.hr.blr.com with the
permission of the publisher,
Business and Legal Reports, Inc.,
Old Saybrook, CT 2004.

429
Writing Job Specifications (continued)

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.

430
Job Designmotivational strategies

Job Design:
Specialization and
Efficiency?
Job
Enlargement

Job
Rotation
Job
Enrichment
431
Job Enlargement
Employee 1
Employee 2
Tasks
Drill holes
Assemble Parts
Test
Tasks
Drill holes
Assemble Parts
Test

Employee 3
Tasks
Drill holes
Assemble Parts
Test
32
Job Rotation
Tasks
Drill holes
Week 1

Tasks
Assemble
Parts
Week 2
Tasks
Test
Component
Week 3
33
Job Analysis in a Jobless World

(continued)
Dejobbing the
Organization
Flattening the
Organization

Using SelfManaged Work

Teams
Reengineering
Business
Processes
434
High
Comparison of Five Design Approaches

Socio-technical Systems
Job Enlargement
Medium
Impact
Job Enrichment
Job Engineering
Low
Job Rotation
Low
Medium
High
Complexity
35
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

436
Competency-Based Job Analysis

(continued)
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

437
FIGURE 411
The Skills Matrix for One Job at BP

438
KEY TERMS
job analysis
job description
job specifications
organization chart
process chart
diary/log
position analysis questionnaire
(PAQ)
Department of Labor (DOL) job
analysis procedure
functional job analysis

Standard Occupational
Classification (SOC)
job enlargement
job rotation
job enrichment
reengineering
competency-based job analysis
439

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Human Resource

After studying this chapter, you should be able to:

Basics of job analysis

Job Description and Job Specification in Job

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Human Resource Management, 5E

Job Analysis offers Competitive Advantage

is a foundation for HRP

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Human Resource Management, 5E

The supervisor or HR specialist collects

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Use of Job Analysis Information

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Uses of Job Analysis Information

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Steps in Job Analysis

Decide how youll use the information.

Review relevant background information.

Select representative positions.

Actually analyze the job.

Verify the job analysis information.

Develop a job description and job specification.

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Methods of Collecting Job Analysis

knowledge of the job

Job Analysis: Interviewing Guidelines

Methods of Collecting Job Analysis

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

gather information from

Source: www.hr.blr.com. Reprinted with

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Source: www.hr.blr.com. Reprinted with

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Methods of Collecting Job Analysis

high level of mental activity

Methods of Collecting Job Analysis

chronological diary/ log of

picture of the job

to accurately recall their

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Quantitative Job Analysis Techniques

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Basic Department of Labor Worker Functions

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Writing Job Descriptions

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

The Job Description

duties (essential functions)

Using the Internet for Writing

Source: O*Net is a trademark of

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

SOC Major Groups of Jobs

Business and Financial Operations Occupations

Computer and Mathematical Occupations

Architecture and Engineering Occupations

Life, Physical, and Social Science Occupations

Community and Social Services Occupations

Education, Training, and Library Occupations

Arts, Design, Entertainment, Sports, and Media Occupations