desslerhrm job analysis.ppt
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GARY DESSLER
HUMAN RESOURCE MANAGEMENT
Global Edition 12e
Chapter 4
Job Analysis
PowerPoint Presentation by Charlie Cook
The University of West AlabamaCopyright © 2011 Pearson Education
Part 2 Recruitment and Placement
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Copyright © 2011 Pearson Education 4 –2
1. Discuss the nature of job analysis, including what it is
and how it’s used.
2. Use at least three methods of collecting job analysis
information, including interviews, questionnaires, and
observation.
3. Write job descriptions, including summaries and jobfunctions, using the Internet and traditional methods.
4. Write a job specification.
5. Explain job analysis in a “worker -empowered” world,
including what it means and how it’s done in practice.
LEARNING OUTCOMES
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Copyright © 2011 Pearson Education 4 –3
WHERE WE ARE NOW…
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Copyright © 2011 Pearson Education 4 –4
The Basics of Job Analysis: Terms
• Job Analysis
The procedure for determining the duties and skill requirementsof 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—oneproduct 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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Copyright © 2011 Pearson Education 4 –5
Types of Information Collected
Work
activities
Human
behaviors
Human
requirements
Job
context
Machines, tools,
equipment, and
work aids
Performance
standards
Information
Collected Via
Job Analysis
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Copyright © 2011 Pearson Education 4 –6
Uses of Job Analysis Information
Recruitment
and selection
CompensationEEO
compliance
Discovering
unassigned duties
Performance
appraisal
Training
Information
Collected via
Job Analysis
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FIGURE 4 –1 Uses of Job Analysis Information
Job analysis
Job description
and specification
Recruiting
and selection
decisions
Performance
appraisal
Job evaluation —
wage and salary
decisions(compensation)
Training
requirements
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Copyright © 2011 Pearson Education 4 –8
Steps in Job Analysis
1
2
3
4
5
Steps in doing a job analysis:
Review relevant background information.
Decide how you’ll use the information.
Select representative positions.
Actually analyze the job.
Verify the job analysis information.
6 Develop a job description and job specification.
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Copyright © 2011 Pearson Education 4 –9
FIGURE 4 –2 Process Chart for Analyzing a Job’s Workflow
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Copyright © 2011 Pearson Education 4 –10
Collecting Job Analysis Information
Interviews Questionnaires Observations
Methods for Collecting Job Analysis Information
Diaries/Logs
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Copyright © 2011 Pearson Education 4 –11
Job Analysis: Interviewing 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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Copyright © 2011 Pearson Education 4 –12
Methods for Collecting Job AnalysisInformation: The Interview
• Information Sources
Individual employees
Groups of employees
Supervisors with
knowledge of the job
• Advantages
Quick, direct way to find
overlooked information
• Disadvantage
Distorted information
• Interview Formats
Structured (Checklist)
Unstructured
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Copyright © 2011 Pearson Education 4 –13
Methods for Collecting Job AnalysisInformation: Questionnaires
• Information Source
Have employees fill out
questionnaires to describe
their job-related duties and
responsibilities
• Questionnaire Formats
Structured checklists
Open-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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Copyright © 2011 Pearson Education 4 –14
FIGURE 4 –3 Job Analysis Questionnaire for Developing Job Descriptions
Note: Use aquestionnaire like
this to interview job
incumbents, or have
them fill it out.
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Copyright © 2011 Pearson Education 4 –15
FIGURE 4 –3 Job Analysis Questionnaire for Developing Job Descriptions (cont’d)
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Copyright © 2011 Pearson Education 4 –16
FIGURE 4 –4 Example of Position/Job Description Intended for Use Online
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Copyright © 2011 Pearson Education 4 –17
FIGURE 4 –4 Example of Position/Job Description Intended for Use Online (cont’d)
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Copyright © 2011 Pearson Education 4 –18
Methods for Collecting Job AnalysisInformation: Observation
• Information Source
Observing and noting the
physical activities of
employees as they go
about their jobs bymanagers.
• Advantages
Provides first-hand
information
Reduces distortion
of information• Disadvantages
Time consuming
Reactivity response distorts
employee behavior
Difficulty in capturing
entire job cycle
Of little use if job involves a
high level of mental activity
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Copyright © 2011 Pearson Education 4 –19
Methods for Collecting Job AnalysisInformation: Participant Diaries/Logs
• Information Source
Workers keep a
chronological diary or log
of what they do and the
time spent on 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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Copyright © 2011 Pearson Education 4 –20
Quantitative Job Analysis Techniques
Position Analysis
Questionnaire
Functional Job
Analysis
Quantitative Job
Analysis
Department of
Labor (DOL)
Procedure
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Copyright © 2011 Pearson Education 4 –21
FIGURE 4 –5 Portion of a Completed Page from the Position Analysis Questionnaire
The 194 PAQ elements aregrouped into six dimensions.
This exhibit lists 11 of the
“information input” questions
or elements. Other PAQ
pages contain questions
regarding mental processes,
work output, relationshipswith others, job context, and
other job characteristics.
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Copyright © 2011 Pearson Education 4 –22
TABLE 4 –1 Basic Department of Labor Worker Functions
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Copyright © 2011 Pearson Education 4 –23
FIGURE 4 –6 Sample Report Based on Department of Labor Job Analysis Technique
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Copyright © 2011 Pearson Education 4 –24
Internet-Based Job Analysis
• Advantages
Collects information in a standardized format fromgeographically dispersed employees
Requires less time than face-to-face interviews
Collects information with minimal intervention or guidance
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Copyright © 2011 Pearson Education 4 –25
FIGURE 4 –7 Selected O*NET General Work Activities Categories
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Copyright © 2011 Pearson Education 4 –26
Writing Job Descriptions
Jobidentification
Job
summary
Responsibilities and
duties
Authority of
the incumbent
Standards of
performance
Working
conditions
Job
specifications
Sections of a
Typical Job
Description
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Copyright © 2011 Pearson Education 4 –27
The Job Description
• Job Identification
Job title
FLSA status section
Preparation date
Preparer
• Job Summary General nature of the job
Major functions/activities
• Relationships
Reports to:
Supervises:
Works with:
Outside the company:
• Responsibilities and Duties
Major responsibilities andduties (essential functions)
Decision-making authority
Direct supervision
Budgetary limitations• Standards of Performance
and Working Conditions
What it takes to do the job
successfully
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FIGURE 4 –8 Sample Job Description, Pearson Education
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FIGURE 4 –8 Sample Job Description, Pearson Education (cont’d)
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Copyright © 2011 Pearson Education 4 –30
FIGURE 4 –9 Marketing Manager Description from
Standard Occupational Classification
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Using the Internet for Writing Job Descriptions
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TABLE 4 –2 SOC Major Groups of Jobs
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Copyright © 2011 Pearson Education 4 –33
Writing Job Descriptions (cont’d)
Step 1. Decide on a Plan
Step 2. Develop an Organization Chart
Step 3. Use a Simplified Job Analysis Questionnaire
Step 4. Obtain List of Job Duties from O*NET
Step 5. Compile the Job’s Human Requirements
from O*NET
Step 6. Finalize the Job Description
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FIGURE 4 –10 Preliminary Job Description Questionnaire
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Copyright © 2011 Pearson Education 4 –35
Writing Job Specifications
Job specifications
for trained versus
untrained personnel
Job specifications
based on statistical
analysis
“What human traits and
experience are required to
do this job well?”
Job specifications
based on judgment
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Copyright © 2011 Pearson Education 4 –36
Writing Job Specifications (cont’d)
• Steps in the Statistical Approach
1. Analyze the job and decide how to measure job
performance.
2. Select personal traits that you believe should
predict successful performance.
3. Test candidates for these traits.
4. Measure the candidates’ subsequent job
performance.
5. Statistically analyze the relationship between the
human traits and job performance.
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Job Analysis in a Worker-Empowered World
Job
Enlargement
Job
Enrichment
Job Design:
From Specialized
to Enriched Jobs
Job
Rotation
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Copyright © 2011 Pearson Education 4 –38
Other Changes at Work
Flattening the
organization
Reengineering
business processes
Changing the
Organization and
Its Structure
Using self-managed
work teams
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Competency-Based Job Analysis
• Competencies
Demonstrable characteristics of a person that enable
performance of a job.
• Reasons for Competency-Based Job Analysis
To support a high-performance work system (HPWS). To create strategically-focused job descriptions.
To support the performance management process in
fostering, measuring, and rewarding:
General competencies
Leadership competencies
Technical competencies
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How to Write Job Competencies-Based JobDescriptions
• Interview job incumbents and their supervisors
Ask open-ended questions about job responsibilities
and activities.
Identify critical incidents that pinpoint success on the job.
• Use off-the-shelf competencies databanks
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FIGURE 4 –11 The Skills Matrix for One Job at BP
Note: The lighter color boxes within the individual columns indicate
the minimum level of skill required for the job.
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Copyright © 2011 Pearson Education 4 –42
K E Y T E R M S
job analysis
job description
job specifications
organization chart
process chartdiary/log
position analysis questionnaire (PAQ)
Standard Occupational Classification (SOC)
job enlargement job rotation
job enrichment
competency-based job analysis
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stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.
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