Dessler HRM12e PPT 04

Chapter 4

Job Analysi Analysis s

Part Two | Recruitment and Placement

LEARNING OUTCOMES 1& (is#"ss the nat"re of )ob analysis$ in#l"!ing what it is an! how it*s "se!& 2& Use at least three metho!s of #olle#ting )ob analysis information$ in#l"!ing interviews$ +"estionnaires$ an! observation& ,& Write )ob !es#riptions$ in#l"!ing s"mmaries an! )ob f"n#tions$ "sing the %nternet an! tra!itional metho!s& -& Write a )ob spe#ifi#ation& .& /plain )ob analysis in a workerempowere! worl!$ in#l"!ing what it means an! how it*s !one in pra#ti#e&

The Basics of Job Analysis: Terms 3 Job Analysis 

The pro#e!"re for !etermining the !"ties an! skill re+"irements of a )ob an! the kin! of person who sho"l! be hire! for it&

3 Job (es#ription   A list

of a )ob*s !"ties$ responsibilities$ reporting relationships$ working #on!itions$ an! s"pervisory responsibilities4one pro!"#t of a )ob analysis&

3 Job 5pe#ifi#ations   A list

of a )ob*s h"man re+"irements$ that is$ the re+"isite e!"#ation$ skills$ personality$ an! so on4another pro!"#t of a  )ob analysis&

Types of Information Collected Work activities

Human requirements

Human behaviors n&ormation Collected 'ia (o" )nalysis

 Job context

Performance standards

Machines, tools, equipment, and work aids

Uses of Job Analysis Information Recruitment and selection

! compliance

"iscoverin# unassi#ned duties

Compensation n&ormation Collected +ia (o" )nalysis

Performance appraisal

 $rainin#

-./RE 4$1

Uses of Job Analysis %nformation

 Job anal%sis

 Job description and speci&cation

Recruitin# and selection decisions

Performance appraisal

 Job evaluation' wa#e and salar% decisions (compensation)

 $rainin# requirements

Steps in Job Analysis *teps in doin# a +ob anal%sis 1

(e#i!e how yo"*ll "se the information&

2

6eview relevant ba#kgro"n! information&

%

5ele#t representative positions&

4

 A#t"ally analy7e the )ob&

*

8erify the )ob analysis information&



(evelop a )ob !es#ription an! )ob spe#ifi#ation&

Collecting Job Analysis Information

Methods for Collectin# Job /nal%sis -nformation

-nterviews

.uestionnaire s

!bservations

"iaries01o#s

Methods for Collecting Job Analysis Information: The Interview 3 %nformation 5o"r#es

3 %nterview ;ormats



%n!ivi!"al employees



5tr"#t"re!


9ro"ps of employees



Unstr"#t"re!



5"pervisors with knowle!ge of the )ob

3  A!vantages 

:"i#k$ !ire#t way to fin! overlooke! information

3 (isa!vantage 

(istorte! information

Methods for Collecting Job Analysis Information: !estionnaires 3 %nformation 5o"r#e 

'ave employees fill o"t +"estionnaires to !es#ribe their )obrelate! !"ties an! responsibilities

3 :"estionnaire ;ormats 

5tr"#t"re! #he#klists



>penen!e! +"estions

3  A!vantages 

:"i#k an! effi#ient way to gather information from large n"mbers of employees

3 (isa!vantages 

/pense an! time #ons"me! in preparing an! testing the +"estionnaire

Methods for Collecting Job Analysis Information: "bservation 3 %nformation 5o"r#e 

>bserving an! noting the physi#al a#tivities of employees as they go abo"t their )obs by managers&

3  A!vantages 

Provi!es firsthan! information



6e!"#es !istortion of information

3 (isa!vantages  

Time #ons"ming 6ea#tivity response !istorts employee behavior 



(iffi#"lty in #apt"ring entire )ob #y#le



>f little "se if )ob involves a high level of mental a#tivity

Methods for Collecting Job Analysis Information: #articipant $iaries%&ogs 3 %nformation 5o"r#e 3  A!vantages 

Workers keep a #hronologi#al !iary or log of what they !o an! the time spent on ea#h a#tivity



Pro!"#es a more #omplete pi#t"re of the )ob



mployee parti#ipation

3 (isa!vantages  

(istortion of information (epen!s "pon employees to a##"rately re#all their a#tivities

!antitative Job Analysis Techni'!es .uantitative Job /nal%sis

Position /nal%sis .uestionnaire

"epartment of 1abor ("!1) Procedure

2unctional Job /nal%sis

(riting Job $escriptions  Job identi&cation

 Job summar%

 Job speci&cations

Workin# conditions

*tandards of performance

3ections o& a Typical (o" escription

Responsibilities and duties

/uthorit% of the incumbent

The Job $escription 3 Job %!entifi#ation 

Job title



;?5A stat"s se#tion

 

3 6esponsibilities an! ("ties 

@a)or responsibilities an! !"ties
Preparation !ate



(e#isionmaking a"thority

Preparer 



(ire#t s"pervision



"!getary limitations

3 Job 5"mmary 

9eneral nat"re of the )ob



@a)or f"n#tionsa#tivities

3 6elationships 

6eports toB



5"pervisesB



Works withB



>"tsi!e the #ompanyB

3 5tan!ar!s of Performan#e an! Working Con!itions 

What it takes to !o the )ob s"##essf"lly

(riting Job Speci)cations 3What human traits and experience are required to do this +ob well45

 Job speci&cations for trained versus untrained personnel

 Job speci&cations based on  +ud#ment

 Job speci&cations based on statistical anal%sis

 Job Analysis in a (or*er+ ,mpowered (orld  Job "esi#n 2rom *peciali6ed to nriched Jobs

 Job nlar#ement

 Job Rotation

 Job nrichment

Competency+Based Job Analysis 3 Competen#ies 

(emonstrable #hara#teristi#s of a person that enable performan#e of a )ob&

3 6easons for Competen#yase! Job Analysis 

To s"pport a highperforman#e work system <'PW5=&



To #reate strategi#allyfo#"se! )ob !es#riptions&



To s"pport the performan#e management pro#ess in fostering$ meas"ring$ an! rewar!ingB 

9eneral #ompeten#ies



?ea!ership #ompeten#ies



Te#hni#al #ompeten#ies