Job Analysis

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.

Identifies what employees are expected to do

JOB ANALYSIS

A systematic investigation of the tasks , duties and responsibilities of a job and the necessary knowledge, skills and abilities a person needs to perform the job adequately.

Process by which jobs are divided to determine what tasks, duties and responsibilities, relationships to other jobs, conditions, personal capabilities required for satisfactory performance.

Job analyst: larger Organization HR.

Approaches to Job analysis: Two basic approaches Job oriented: Concerned with what gets done: tasks, duties

and responsibilities job content) Employee oriented: How the job is done: Human behavior

required to perform the job When a new job/ design is createdWhen to analyze

No evidence of job analysis conducted. Changes in technology, restructuring , redesign Replacement of long serving employee New sources of recruitment , leading to new employee who

may have different expectation from those hired in the past.

The Job analysis processJob analysis objectivesJob description

Job specificationJob design

Hr planningRecruitment

Selection

Type of information to be collected.What is performed?

Where it is performed?How is it performed?Why it is performed?

When it is performed?

Sources of dataJob incumbent

SupervisorJob analyst

ExpertsRecords

PlansHRIS

Method of data collectionObservation

QuestionnairesDiaries/ Logs

Critical Incidents reports

Form of data analysisQualitative

Quantitative

Components of job analysis Job content: Describes the duties and

responsibilities of the job ranging from global statement to very detailed descriptions of tasks and procedural steps.

Job requirement: Identifies the formal qualification, knowledgement, skills abilities , personal characterizes.

Job context: Refers to situational and supporting information regarding the particular job, Resources, work setting etc. , culture , working condition, physical demand, team or individual.

Job description : A written statement explaining the purpose of a job, what activities are performed .

Job specification: Focus on skills, abilities, knowledge, personal characteristics.

Job design identifies what work must be performed, how it will be informed, where it is to be performed and who will perform it.

Job Analysis Background Research

1) Organizational charts (e.g., how the job is connected to other positions and where it is located in the overall company)

2) Communication with other job analysts.

3) Existing job descriptions

4) Training manuals

5) Procedure and policy manuals

6)

Components of Job description Job identification; job title;department;reporting

relationship Job objective Duties and responsibilities Relationships Knowledge Problem solving Authority Accountability Special circumstances Performance standard Union Licenses.

Job description

1. Job Identification

2. Job Summary

3. Relationships

4. Responsibilities and Duties

5. Standards of Performance

6. Working Conditions and Physical Environment

What human traits and experience are required to do the job well? Specifications for trained versus untrained

personnel Specifications based on judgment Specifications based on statistics Experience Qualification Skills , abilities, and knowledge Personal characteristics Special requirements

ObservationThe interviewQuestionnaireParticipant diary/logsQuantitative techniquesMultiple sources of information

Observation:The job analyst observes an employee working and records a description of the tasks and duties performed.

Direct observation is mostly used for manual jobs or predominantly made up of observer able actions .

Interviews: Interviewing the job holder and their supervisors. The job analyst visit the job location and meet the employees performing the jobs.

Diaries? logs: Job information could be obtained by getting employees to maintain written records of what they do in performing their jobs. Form of time log or daily dairy.

This method is useful when analyzing professional and management jobs that are difficult to observe.

Critical incident report Snapshot accounts of effective/ ineffective

job performance . Information related in describing what led to the incident, what the employees actually did and why the performance was effective / ineffective.( Success/ failures)

Job analysis techniques

Position Analysis Questionnaire (PAQ). PAQ is a structured questionnaire for quantitatively

assessing jobs. developed by McCormick, Jeanneret, and Mecham (1972)

Contained 194 questions divided into six major categories:1. Information Input: where and how the employee get the

information needed to perform the jobs?2. Mental process: What reasoning, decision- making,

planning and information –processing activities are involved in performing the jobs.

3.Physical activities: What physical activities does the employee perform and what tools or devices are used?

4.Relationship s with other people: What relationships with other people are required in the jobs?

5.Job Context: In what physical or social context s is the work performanced/

6.Other job characteristics: What activities, conditions or characters, other than those describe above , are relevant to the jobs?

Advantage :

Used to analyze almost ant type of job. Widely used and both valid and reliable.

Management Position Description Questionnaire(MPDQ): 197 item , behaviorally oriented, structured questionnaire for describing comparing, classifying and evaluating management positions.

Divided into 10 sections: General information; decision making; planning and organizing; supervising and controlling; consulting and involving; contacts ; monitoring business indicators; overall ratings; Know-how; and an organizational charts.

Advantage: Useful for selecting managerial employees, planning careers, diagnosing training needs and evaluating jobs.

Position classification Inventory: It is a job analysis inventory based on Holland RIASEC theory used to classify occupations and to asses person –job fit.

Describe skills required within specialized occupations Compare employee views and supervisors views of the

position Enhance person –job fit. Understand sources of satisfaction and dissatisfaction with a

position or occupation. New Multiple method approach: Computer technology and

sophisticated quantitative techniques . Used multiple dimensional perspectives s on the source of

information of job information, the type of data analyzed and the responses formats.

Designed to concurrently support multiple HR applications Structured questionnaires to be completed by employees,

supervisions and subject matter experts. User friendly computer system

POSITION DESCRIPTION   * * PLEASE READ INSTRUCTIONS BEFORE COMPLETING THIS FORM * * ( ) New ( ) Revised   SECTION 1. POSITION INFORMATION

a.       Title: b.        c.         Effective Date: d.         Position No.: e.         Working Title: f.           Work Unit: g.         Agency No.: h.         Employee Name: i.           Work Location (City‑County): _________________________________________________________________________________ j. Position: ( ) Permanent ( ) Seasonal ( ) Limited Duration ( ) Academic Year ( ) Full Time ( ) Part Time ( ) Intermittent ( ) Job Share _________________________________________________________________________________ k. FLSA: ( ) Exempt ( ) Non‑Exempt l. Eligible for Overtime: ( ) Yes ( ) No _________________________________________________________________________________ SECTION 2. PROGRAM/POSITION INFORMATION   a. Describe the program in which this job exists. Include program purpose, who's affected, size, and

scope. Include relationship to agency mission.     b. Describe the purpose of this position, and how it functions within this program, by completing this

statement: The purpose of this job/position is to . . .  

SECTION 3. DESCRIPTION OF DUTIES   List major duties. Note percentage of time duties are performed. If this is an existing position, mark "N" for new duties

or "R" for revised duties. % of Time N/R DUTIES _________________________________________________________________________________   SECTION 4. WORKING CONDITIONS Describe special working conditions, if any, that are a regular part of this job. Include frequency of exposure to these

conditions. ________________________________________________________________________________ SECTION 5. GUIDELINES a. List any established guidelines used to do this job, such as state or federal laws or regulations, policies,

manuals or desk procedures. b. How are these guidelines used to perform the job? SECTION 6. WORK CONTACTS With whom outside of co-workers in this work unit must this position regularly come in contact? Who Contacted How Purpose How Often?     SECTION 7. JOB‑RELATED DECISION MAKING   Describe the kinds of decisions likely to be made by this position. Indicate affect of these decisions where possible.

Functional Job Analysis(FJA) Used beginning in the 1940’s Developed by US

training & employment Service . Seven scales to describe what workers do in

jobs: (1) Things/ activities

(2) Data

(3) People

A disctinction made between what gets done and what employees do to get things done

Competency Profiling: Person-oriented approaches like critical incident

reporting and behavioral events Interviews to identify the skills and behaviors needed to perform a job. Which is known as competency profiling.

Competency: An underlying characteristics of a person that leads to or causes superior or effective performance. Attributes:

1. Underlying characteristics : Person’s characteristics.2. Causality: Competency causes or predicts behavior

and performance.3. Performance: competency that predict effective

performance .4. Overall: Motives : What drives, directs behaviors.5. Traits; Physical characteristics6. Self- concept in relation to attitude, self image.

Disadvantage: Ambiguous meaning of competency Sometimes

refer to behaviors or actions, or abilities or characteristics underlying behaviors , or outcomes or results of actions.

In valid or unreliable without situational customization.

Focus on past rather present: Based on successful performance in the past rather than what will make for successful performance in the future.

Competencies: Creativity and sensitivity are ignored as it is difficult to measure.

Frequency

5 = almost all of the time4 = frequently3 = occasionally2 = seldom1 = not performed at all

Relative time

5 = much above average4 = above average3 = about average2 = below average1 = not performed at all

Importance of performing

successfully5 = extremely important4 = very important3 = moderately important2 = slightly important1 = of no importance

Importance for new hire

5 = extremely important4 = very important3 = moderately important2 = slightly important1 = of no importance

Distinguishes between sup & ad

performance

5 = a great deal4 = considerably3 = moderately2 = slightly1 = not at all

Damage if error

5 = extreme damage4 = considerable damage3 = moderate damage2 = very little damage1 = virtually no damage

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Sample Task Ratings

Behaviorally Event Interview(BEI) Behaviriorally event Interview: Development

of critical incident reporting. Information about job, about what the job

holder thinks, feels and hopes to achieve in the job. Advancement over the critical incident approach because it identifies the competencies, required to do the jobs well rather than just justifying aspects of the job.

JOB ANALYSISJOB ANALYSISIDENTIFY AND RATE JOBTASKS & KSAs

IDENTIFY AND RATE JOBTASKS & KSAs

DEVELOP SELECTIONDEVICE (S)

DEVELOP SELECTIONDEVICE (S)PAPER & PENCIL

TESTS

SITUATIONAL INTERVIEW

APPLICATION BLANKS PERFORMANCE

TEST (HANDS-ON)

SIMULATION TESTS

CONNECT TASKS TO KSAs

CONNECT TASKS TO KSAs

JOB DESCRIPTIONSJOB DESCRIPTIONS

RECRUITMENTRECRUITMENT

IDENTIFY TRAINING NEEDS &TECHNIQUES

IDENTIFY TRAINING NEEDS &TECHNIQUES

DEVELOP PERFORMANCEEVALUATIONS

DEVELOP PERFORMANCEEVALUATIONS

FEEDBACK AND GOAL SETTING

CAREER DEVELOPMENT

DEVELOP TRAINING

ASSESSMENTS

Uses of Job Analysis Results

Job Analysis Process for Employment Selection 1. Identification of work activities and development of job task

statements

2. Develop a list of KSA’s necessary for adequate performance of the job tasks

3. Site observations to confirm and substantiate the above findings

4. Evaluate job tasks and KSA statements to discern (and document) their job-relatedness

5. Generate test items and evaluate their job-relatedness

6. Construct test instruments and assess their validity for purposes of selection/promotion decisions.