Human Resources in a Globally competitive Environmentstandard for desirable HRD Reflect various managerial roles and competencies Standardized task-oriented survey Useful for compensation

Job Analysis

Class # 5

Lesson Points

5.1 Concept of Job Analysis

5.2 Job Analysis Process

5.3 Job Analysis Methods

5.4 Outputs of Job Analysis

HR Activities

Recrui

-ting Selection

Training

&

Devel.

Perfor-

Mance

Mgt.

Compen

-sation

Outplace

-ment

Job

(re) design

Structural

change

Cultural

change

A Relationship among Mission, Vision, Goals, and Job

Org

an

izati

on

Mission

Vision

Goals

Job

En

vir

on

men

ts

Vertical fit

Horizontal fit

External fit

Job design Evaluation

Selection Compensation

HR Strategy & Practice

CDP

Finan

-cing

MKT

Opera

-tion

HR

IT

Concept of Job Analysis

A process of information collection and analysis about various facets of jobs

Def.

Job Classification

Job group

Job

Resp. Reso- urce

Auth- ority

Duty Task

Hier- archy

Position

Org. Org.’al

Structure

Job Design

Org.’al Design

A Job as A Starting Point of HR

Job

(Position)

Performance Appraisal Selection

Training and

Development

Job Evaluation

Career Planning

Work Redesign

HR Planning

Recruitment

Why Is Job (position) the Starting Point?

Usually, we pay when people do “what they should do, not “what

they want to do.” Compensation

Usually, We do not fire jobs; we do people Outplacement

Recruiting &

Selection

Look for potential employees (recruiting) and select some of them

(selection) for existing jobs, not the other way around.

Training Usually, we do not adjust or change jobs (what should be done) in

accordance with existing people.

Evaluation If our evaluation is not based on what should be done, it is

meaningless.

Dynamic Characteristics of Jobs

Depending on the

timings of the year, the

job of accountants

would be different.

Depending on the type of

technology employed, a

secretary’s primary job

would be different.

A caddie’s job in US

can be different from

that in Korea. An American lady

may not think that

serving visitors is not

her job.

Techn

olo

gy

Context P

eop

le

Time

Job

Process of Job Analysis

5 Prepare

job specification

1 Collection of

background Info.

3

Collect detailed job info.

4 Prepare

Job description

2 Identify key jobs

Organizational structure, division of work, existing job description and specification

To save time and money Identify key jobs and changed jobs

Job analysis Collect detailed information on the nature of jobs, required behaviors, and other requirements

List primary characteristics of jobs List primary work behaviors for successful performance

List a job incumbent’s KSA&O required to carry out a job

Information Collection Methods

Upsides Downsides Methods

In-depth information about job nature

Obser-vation

Impossible to apply to perceptual /cognitive aspects of a job Manipulation possibility

Detailed information about unique and/or unstructured job aspects

Interview

Manipulation possibility

Focus on work behaviors for successful performance Quantitative Info.

Critical Incident

Very expensive Representativeness issue

Very efficient Highly standardized High utility Survey

Not applicable to all jobs

Job Analysis Surveys

Upsides Downsides Surveys

Based on U.S. Occupational Network Classification Applicable to function-oriented small-to-medium size companies

Functional Job Analysis

Not applicable to administrative, unstructured, and/or creative jobs

Standardized task information Comparable information among different jobs Primarily used for recruiting/ selection and job classification

Position Analysis

Questionnaire

Inappropriate to be used as performance criteria No specific direction or standard for desirable HRD

Reflect various managerial roles and competencies Standardized task-oriented survey Useful for compensation

Managerial Position

Description Questionnaire

Job specific KSA & O are available only through a priori reasoning Low predictive validity

Task-oriented Systematically analyze tasks Useful for HRD

Task Analysis Inventory

Expensive Manipulation possibility due to high reliance on current job incumbent to develop Low comparability among jobs

Functional Job Analysis

Data

1. Comparison

People

1a. Take orders

1b. Provide services

Object

1a. Operation

1b. Secure materials

1c. Maintenance

※ Note: As the anchor get high, functions get complicated.

2. Copy 2. Information exchange 2a. Maneuvering

2b. Control

3a. Calculation 2c. Handling/control

3b. Sort 3a. coaching

3b.persuation 3a. Tuning

3b. Installation

4.

Analysis

4a. Consulting

4b. Command

4c. Handling

5a. Innovation

5b. Adjusment

5. Supervision

6. Synthesis 6. Negotiation

7. Mentoring

Position Analysis Questionnaire

Components

1. Input (35 items)

2. Mental Process

(14 items)

3. Output (49 items)

4. Relationship (36items)

5. Work environment

(19 items)

6. Others (41 items)

Contents

How and where can the information to carry

out a job be secured?

What kind of elements (e.g., logic, rationale,

decision making, planning, etc.) are involved in the

job performance process

What are the outcomes or consequences of job

performance?

What is the relationship between the focal job and

others?

How is the physical, socio-cultural environment of the

focal job?

What are the other characteristics, conditions,

and nature of the focal job?

Managerial Position Description Questionnaire

No.

1

2

3

4

5

6

7

8

9

Category

Product, marketing, and financial planning

Interdepartmental coordination and HR

control

Internal control

Responsibility on product/service

Public/Customer Relationship

Internal consulting

Autonomy

Financial authorization

Staff service

10 Supervision

11 Job complexity and stress

level

12 Financial responsibility

13 HR responsibility

Definition

Developing strategic plans for long-term growth and organizational sustainability

Coordination of interdepartmental decision and activities and HR through direct and indirect ways

Examine and control an organization’s financial, human, and other materials resources

Control operational and service process to secure acceptable product/service quality and deadline

Developing and maintaining organizational reputation through public and customer relationship

Handling various issues that can occur internally

Carrying out jobs without direct supervision

Carrying out financial plans with appropriate budget control

Provision of staff service such as fact-finding and reporting to a supervisor

Planning, controlling, and organizing people’s work through direct contact with subordinates

The extent to which a job is complicated to carry out and the stress level caused by the job

Making financial decision that entails huge impact on an organization’s effectiveness

Developing and implementing HR policies and taking responsibilities on the result of HR maneuvering

Output of Job Analysis

A list of tasks, duties,

and responsibilities

(TDR’s)

Describes

“what should be done”

on a position

Used for performance

evaluation and

compensation

A list of knowledge,

skills, abilities, and

other characteristics

(KSAO’s)

Describes

“who can do the job”

Used for selection,

assignment, training

&development.

Job Specification Job Description

Lessons

5.1 Job analysis is a process of information collection and analysis about various facets of jobs.

5.2 Not only does job analysis deal with the nature of a job itself, it also covers the relationship with other jobs and people’s elements.

5.3 While job analysis can be done by using various means, decision of employing which method should take cost/benefit as well as the purpose of job analysis into account.