© 2009 Pearson Education South Asia Pte Ltd. All rights reserved. Gary Dessler and Chwee Huat Tan Chapter 4 Human Resource Management: An Asian Perspective (Second Edition) Job Analysis
© 2009 Pearson Education South Asia Pte Ltd.All rights reserved.
Gary Dessler and Chwee Huat Tan
Chapter 4
Human Resource Management:An Asian Perspective(Second Edition)
Job Analysis
© 2009 Pearson Education South Asia. All rights reserved. 4–2
After studying this chapter, you should be able to:
1. Discuss the nature of job analysis (what it is and how it is used)
2. Know how to collect job analysis information, including interview, questionnaire, observation and participant’s diary
3. Write job descriptions, job summaries and job specifications
4. Explain what job analysis is, what it means and how it is done in practice
5. Explain what competence-based job analysis is
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The Nature of 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.
Job description– A list of a job’s duties, responsibilities, reporting
relationships, working conditions, and supervisory responsibilities—one product of a job analysis.
Job specifications– A list of a job’s “human requirements,” that is, the
requisite education, skills, personality, and so on—another product of a job analysis.
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The Nature of Job Analysis
Type of information collected:– Work activities– Human behaviors– Machines, tools, equipment, and work aids– Performance standards– Job context– Human requirements
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The Nature of Job Analysis
Figure 4.1
Information Collected by HR Specialists
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Uses of Job AnalysisInformation
Figure 4.2
Uses of Job Analysis Information
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Uses of Job AnalysisInformation
Recruitment and selection– Selection of people to recruit based on job
requirements and human characteristics needed to perform these jobs
Performance appraisal– Compares employees’ performance with
standards which are derived from job analysis
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Uses of Job AnalysisInformation
Job evaluation / compensation– Estimate value of each job and its appropriate
compensation based on job’s required skill, education level, safety hazard, level of responsibility etc.
– Relative worth of job determined to group jobs into different classes
Training requirements– Training requirements based on job and
required skills which are listed in the job description
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Steps in Job Analysis
Step 1: Decide how you’ll use theinformation.
Step 2: Review relevant backgroundinformation – organization chart/job
description
Step 3: Select representative positions.
Step 4: Actually analyze the job.
Step 5: Verify the job analysis information.
Step 6: Develop a job description and jobspecification.
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Steps in Job Analysis
Organization chart– A chart that shows the organization-wide
distribution of work, with titles of each position and interconnecting lines that show who reports to and communicates to whom.
Job specification– A list of a job’s “human requirements” i.e. the
requisite education, skills, personality etc.
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Methods of Collecting Job Analysis Information
Figure 4.3
Methods of Collecting Information
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Methods of Collecting Job Analysis Information: The Interview
Information sources– Individual
employees– Groups of
employees with same job
– Supervisors with knowledge of the job
Interview formats– Structured
(Checklist)– Unstructured
Advantages– Quick, direct way
to find overlooked information.
Disadvantages– Distorted
information
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Methods of Collecting Job Analysis Information: The Interview
Interview 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– Have employees
fill out questionnaires to describe their job-related duties and responsibilities.
Questionnaire formats– Structured
checklists– Opened-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
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Methods of Collecting Job Analysis 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
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Methods of Collecting Job Analysis Information: Participant Diary
Information source– Workers keep a
chronological diary/ log of what they do and the time spent in 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
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Writing Job Descriptions
A job description–A written statement of what the
worker actually does, how he or she does it, and what the job’s working conditions are.
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Writing Job Descriptions
Sections of a typical job description– Job identification– Job summary– Responsibilities and duties– Authority of incumbent– Standards of performance– Working conditions– Job specifications
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Sample Job Description, Pearson Education
Source: Courtesy of HR Department, Pearson Education.
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Source: Courtesy of HR Department, Pearson
Education.
Sample Job Description,
Pearson Education (cont’d)
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The Job Description
Job identification– Job title: name of job– Date: when the description was written– Prepared by: who wrote the description
Job summary– Describes the general nature of the job– Lists the major functions or activities
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The Job Description
Relationships (chain of command)– Reports to: employee’s immediate
supervisor– Supervises: employees that the job
incumbent directly supervises– Works with: others with whom the job holder
will be expected to work and come into contact with internally.
– Outside the company: others with whom the job holder is expected to work and come into contact with externally.
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The Job Description
Responsibilities and duties– A listing of the job’s major responsibilities
and duties (essential functions)– Defines limits of jobholder’s decision-
making authority, direct supervision, and budgetary limitations.
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The Job Description
Standards of Performance and Working Conditions– Lists standards the employee is expected to
achieve under each of the job description’s main duties
– Standards must be specific– Examples:
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Writing Job Specifications
To show what kind of person to recruit and for what qualities that person should be tested on
Either listed in a section of job description or in a separate document
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Writing Job Specifications
Specifications Based on Judgment– Self-created judgments (common sense)– Basic question: What does it take in terms
of education, intelligence and training to do this job well?
Specifications Based on Statistical Analysis– Attempts to determine statistically the
relationship between a predictor or human trait and an indicator or criterion of job effectiveness.
– Five-step procedure:
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Writing Job Specifications
Analyze the job and decide how to measure job performance
Analyze the job and decide how to measure job performance
Select personal traits (like finger dexterity) that you believe should predict successful performance
Select personal traits (like finger dexterity) that you believe should predict successful performance
Test candidates for these traitsTest candidates for these traits
Measure these candidates’ subsequent job performance
Measure these candidates’ subsequent job performance
Statistically analyze relationship between the human trait (finger dexterity) and job performance
Statistically analyze relationship between the human trait (finger dexterity) and job performance
Figure 4.8
Determining Job Specifications Through Statistical Analysis
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Job Analysis in a “Jobless” World
Job– Generally defined as “a set of closely
related activities carried out for pay.”
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Job Analysis in a “Jobless” World
From Specialized to Enlarged Jobs– Job enlargement
• Assigning workers additional same level activities, thus increasing the number of activities they perform.
– Job enrichment• Redesigning jobs in a way that increases the
opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.
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– Job rotation• Moving a trainee from department to department
to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company
• Systematically moving workers from one job to another to enhance work team performance.
Job Analysis in a “Jobless” World
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Why Managers Are Dejobbing Their Companies
Dejobbing– Broadening the
responsibilities of the company’s jobs
– Encouraging employee initiative.
Internal factors leading to dejobbing– Flatter organizations– Work teams– Re-engineering
External factors leading to dejobbing.– Rapid product and
technological change– Global competition– Deregulation,– Political instability, – Demographic changes– Rise of a service
economy
Job Analysis in a “Jobless” World
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Job Analysis in a “Jobless” World
Competencies– Demonstrable characteristics of a person
that enable performance of a job. Competency-based job analysis
– Describing a job in terms of the measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) an employee must exhibit to do a job well.
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Job Analysis in a “Jobless” World
Why Use Competency Analysis?
– Support HPWS• Traditional job descriptions (with their lists of
specific duties) may actually backfire if a high-performance work system is the goal.
• HPWS encourages employees to work in a self-motivated manner.
Figure 4.9
Encouraging Employees to Work in a Self-Motivated Way
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Job Analysis in a “Jobless” World
Why Use Competency Analysis? (cont’d)– Maintain a strategic focus
• Describing the job in terms of the skills, knowledge, and competencies the worker needs is more strategic.
– Measure performance• Measurable skills, knowledge, and competencies
are the heart of any company’s performance management process.
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Self-Managed Teams (SMT)in Asia
A small group of workers with authority to manage their own work
Set their own targets and schedule Inspect their own work Review performance as a group Allows workers to control their work
arrangements and job conditions Requires technical and decision-making skills
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The Skills Matrix for a Job at BP
Note: The light blue boxes indicate the minimum level of skill required for the job.
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SMTs at Texas Instruments (Malaysia & Philippines) – 3 levels
1. Quality steering team– MD & managers
2. Process management team– Heads of department
3. Self-managed team– Operators and technicians
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SMT at Ritz Carlton(Singapore)
Employees are authorized to spend up to a specific amount to please a dissatisfied guest.
Credo:– Do everything you can to never lose a guest.
SMTs recruit their co-workers, decide on work procedures, and handle their own budget.
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1. Steering team– Senior management to provide
direction
2. Resource team– Professionals to support process teams
3. Process team– Employees to manufacture products or
provide services
SMT at Becton Dickinson Medical (Singapore) – 3 levels
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The process team leader should:– Coordinate activities – Encourage participation – Facilitate team decision-making– Communicate performance targets
SMT at Becton Dickinson Medical (Singapore) – 3 levels
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Role of team members– Understand team goals– Participate to solve problems, make
decisions– Perform tasks to achieve standards– Monitor results
SMT at Becton Dickinson Medical (Singapore) – 3 levels
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Process teams are authorized to:– Change methods & procedures– Ensure customer satisfaction & safety– Work overtime (within budget)– Schedule activities– Allocate resources– Prioritize tasks
SMT at Becton Dickinson Medical (Singapore) – 3 levels