Chapter 2_Job Analysis

8/3/2019 Chapter 2_Job Analysis

1/25

Chapter 2


2/25

Job Analysis Steps in JA

Methods of collecting information for preparing JA

Job Description Sections

Job Specification

Competency based Job analysis


3/25

The procedure for determining the duties and skill

requirements of a job and the kind of person who

should be hired for it.Job analysis

A list of jobs duties, responsibilities, reporting

relationships, working conditions and supervisory

responsibilities-one product of a job analysis

Job

description

A list of a jobs human requirements, that is, the

requisite education, skills, personality, and so on

another product of a job analysis.

Job

specifications


4/25

Workactivities

Human behaviorsumanrequirements

JobcontextMachines, tools,equipment, and

work aids

Performancestandards

InformationCollected Via JobAnalysis


5/25

Recruitment andSelection

Compensationegal Compliance

DiscoveringUnassigned Duties PerformanceAppraisal

Training

InformationCollected Via JobAnalysis


6/25

46

1

2345

Steps in doing a job analysis:

Review relevant background information.(Organization chart, Process Chart

Decide how youll use the information.

Select representative positions.

Actually analyze the job.

Verify the job analysis information.

6 Develop a job description and jobspecification.


7/25

Interview

Questionnaire

Observation

Participant dairy/log

Qualitative

Techniques

Position Analysis Questionnaire (PAQ)

Internet-based Job analysisQuantitative

Techniques


8/25

48

Information Sources

Individual employees

Groups of employees

Supervisors withknowledge of the job

Advantages

Quick, direct way to findoverlooked information

Disadvantages

Distorted information

Interview Formats

Structured (Checklist)

Unstructured


9/25

Note:Use aquestionnairelike this tointerview jobincumbents,

or have themfill it out.

Source:www.hr.blr.com. Reprinted withpermission of the publisher, Business andLegal Reports, Inc., Old Saybrook, CT


10/25

The job analyst and supervisor should work togetherto identify the workers who know the job best.

It is advisable to quickly establish rapport with theinterviewee.

Follow a structured guide or checklist, one that listsopen-ended questions and provides space for answers.

Ask the worker to list his or her duties in order ofimportance and frequency of occurrence.

After completing the interview, review and verifythe data.


11/25

411

Information Source Have employees fill out

questionnaires todescribe their job-related

duties andresponsibilities

Questionnaire Formats Structured checklists

Open-ended questions

Advantages Quick and efficient way

to gather informationfrom large numbers of

employees Disadvantages

Expense and timeconsumed in preparingand testing the

questionnaire


12/25

412

Information Source

Observing and noting thephysical activities ofemployees as they go

about their jobs

Advantages

Provides first-handinformation

Reduces distortion of

information Disadvantages

Time consuming

Difficulty in capturingentire job cycle

Of little use if jobinvolves a high level ofmental activity


13/25

413

Information Source

Workers keep achronological diary/ logof what they do and the

time spent on eachactivity

Advantages

Produces a morecomplete picture of the

job

Employee participation

Disadvantages

Distortion of information

Depends uponemployees to accuratelyrecall their activities


14/25

1. Position Analysis Questionnaire (PAQ) A questionnaire used to collect quantifiable data concerning

the duties and responsibilities of various jobs.

Contains 194 items

PAQ basic activities (www.paq.com)

1. Having decision making/communication/socialresponsibilities

2. Performing skilled activities

3. Being physically active

4. Operating vehicles/equipment

5. Processing information

2. Internet-based Job AnalysisO*NET (www.onetcenter.org)
http://www.paq.com/http://www.paq.com/


15/25

The 194 PAQ elementsare grouped into sixdimensions. This exhibits11 of the informationinput questions orelements. Other PAQpages contain questions

regarding mentalprocesses, work output,relationships with others,job context, and otherjob characteristics.


16/25

A written statement of what the workeractually does, how he or she does it, andwhat the jobs working conditions are.


17/25

417

JobIdentification

JobSummary

Responsibilitiesand Duties

Authority of theIncumbentStandards ofPerformance

WorkingConditions

JobSpecifications

Sections of aTypical JobDescription


18/25

418

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 andDuties

Major responsibilities andduties (essential functions)

Decision-making authority

Direct supervision

Budgetary limitations

Standards ofPerformance and

Working Conditions What it takes to do the job

successfully


19/25

Job identification

Job summary


20/25

Responsibilitiesand duties


21/25

What human traits and experience arerequired to do this job effectively?

Specifications for trained vs. untrainedpersonnel

Specifications based on judgment Use common sense


22/25

Job enlargement Assigning workers additional same-level activities

Job rotation Systematically moving workers from one job to

another

Job enrichment Redesigning jobs in a way that increases the

opportunities for the worker to experience feelings

of responsibility, achievement, growth andrecognition.


23/25

Describes the job in terms of measurable,observable, behavioral competencies(knowledge, skills and/or behaviors) that anemployee doing that job must exhibit to do

the job well.


24/25

424


25/25

Aditya Birla Group (Hay Guide Chart Profilemethod)

Patni Computer Systems

Jindal Steel

Tata steel

Chapter 2_Job Analysis

Documents