Chapter 3 Job AnalysisChapter 3 Job Analysis

1.1. Definition and TerminologyDefinition and Terminology

2.2. Importance of Job AnalysisImportance of Job Analysis

3.3. The Necessity of Continuous Job AnalysisThe Necessity of Continuous Job Analysis

4.4. Process of Job AnalysisProcess of Job Analysis

5.5. Methods for Collecting InformationMethods for Collecting Information

6.6. Job RedesignJob Redesign

Chapter 3 Chapter 3 Job AnalysisJob Analysis

Behavioral ObjectivesBehavioral Objectives

When you finish studying this chapter, you should When you finish studying this chapter, you should

be able to:be able to:

Describe Describe the basic methods of collecting job the basic methods of collecting job

analysis information.analysis information.

Conduct a job analysis.Conduct a job analysis.

Write a job description.Write a job description.

Explain the purpose of a job specification and a Explain the purpose of a job specification and a

procedure for developing one.procedure for developing one.

Chapter OutlineChapter Outline

The Nature of Job AnalysisThe Nature of Job Analysis

Methods of Collecting Job Analysis Methods of Collecting Job Analysis

InformationInformation

Writing Job DescriptionsWriting Job Descriptions

Writing Job SpecificationsWriting Job Specifications

Job Analysis in a “Jobless” WorldJob Analysis in a “Jobless” World

Key Words:Key Words:

job analysisjob analysisThe procedure for determining the duties and skill The procedure for determining the duties and skill requirements of a job and the kind of person who requirements of a job and the kind of person who should be hired for it.should be hired for it.

job descriptionjob descriptionA list of a job’s duties, responsibilities, reporting A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory relationships, working conditions, and supervisory responsibilities—one product of a job analysis.responsibilities—one product of a job analysis.

Key Words:Key Words:

job specificationjob specification

A list of a job’s “human requirements,” that is, the A list of a job’s “human requirements,” that is, the

requisite education, skills, personality, and so on—requisite education, skills, personality, and so on—

another product of a job analysis.another product of a job analysis.

Diary/logsDiary/logs

Daily listings made by workers of every activity in Daily listings made by workers of every activity in

which they engage along with the time each activity which they engage along with the time each activity

takes.takes.

Key Words:Key Words:

position analysis questionnaire (PAQ)position analysis questionnaire (PAQ)

A questionnaire used to collect quantifiable data A questionnaire used to collect quantifiable data

concerning the duties and responsibilities of various concerning the duties and responsibilities of various

jobs.jobs.

Department of Labor job analysisDepartment of Labor job analysis

Standardized method for rating, classifying, and Standardized method for rating, classifying, and

comparing virtually every kind of job based on data, comparing virtually every kind of job based on data,

people, and things.people, and things.

Key Words:Key Words:

Functional job analysisFunctional job analysis

A method for classifying jobs similar to the A method for classifying jobs similar to the

Department of Labor job analysis but Department of Labor job analysis but

additionally taking into account the extent to additionally taking into account the extent to

which instructions, reasoning, judgment, and which instructions, reasoning, judgment, and

verbal facility are necessary for performing job verbal facility are necessary for performing job

tasks.tasks.

1. Definition 1. Definition andand Terminology Terminology

(1) Definition of job analysis(1) Definition of job analysis

Job analysis is the process that defines a job in Job analysis is the process that defines a job in

terms of its tasks or behavior and specify the terms of its tasks or behavior and specify the

education, training and responsibility needed to education, training and responsibility needed to

perform the job successfully.perform the job successfully.

Job analysis is the basis for job design.Job analysis is the basis for job design.

(2) Results of job analysis:(2) Results of job analysis:

Job description: a summary statement of what one Job description: a summary statement of what one actually does on the job.actually does on the job.

Job specification: a summary statement of what Job specification: a summary statement of what education, background, skills, experience and/or education, background, skills, experience and/or personal traits are required for performing the job.personal traits are required for performing the job.

The results of job analysis are job descriptions and The results of job analysis are job descriptions and job specification.job specification.

(3) Terminology in job analysis (A)(3) Terminology in job analysis (A)

Tasks: a distinctive work activity carried out for a Tasks: a distinctive work activity carried out for a purpose.purpose.

Duty: a segment of work comprising any number of Duty: a segment of work comprising any number of tasks performed by an individual.tasks performed by an individual.

Position: a title consisting of one or more duties in a Position: a title consisting of one or more duties in a given organization at a given time.given organization at a given time.

Job: a group of positions that are similar in their Job: a group of positions that are similar in their significant duties.significant duties.

(3) Terminology of job analysis (B)(3) Terminology of job analysis (B)

Job family: a group of two or more jobs that either Job family: a group of two or more jobs that either require similar worker characteristics or contain require similar worker characteristics or contain parallel work tasks. parallel work tasks.

Occupation: a group of similar jobs found in Occupation: a group of similar jobs found in different organizations at different times.different organizations at different times.

Career: a sequence of positions, job or occupations Career: a sequence of positions, job or occupations that one engages in during his/her working life.that one engages in during his/her working life.

2. Importance of Job Analysis2. Importance of Job Analysis

Job analysis is the basis for all the other HRM activiJob analysis is the basis for all the other HRM activities.ties.

Job analysis enable the HR manager to develop critJob analysis enable the HR manager to develop criteria and programs for recruiting, selection, training eria and programs for recruiting, selection, training and development, performance appraisal, compensand development, performance appraisal, compensation and benefits, and labor protection.ation and benefits, and labor protection.

Job analysis helps avoid the problems of unclear taJob analysis helps avoid the problems of unclear tasks, conflicting duties, wrong use of people and othsks, conflicting duties, wrong use of people and other demotivating problems.er demotivating problems.

3. The Necessity of Continuous Job 3. The Necessity of Continuous Job AnalysisAnalysis

Factors causing the change of job characteristics:Factors causing the change of job characteristics:

a.a. Technology: technological improvement results in Technology: technological improvement results in the change of tasks and duties. the change of tasks and duties.

b.b. People: people’s ability, interest and needs may People: people’s ability, interest and needs may cause the change of tasks and duties.cause the change of tasks and duties.

c.c. Environment: changes in legal and social Environment: changes in legal and social environment may require the change of tasks and environment may require the change of tasks and duties.duties.

4. Process of Job Analysis4. Process of Job Analysis

(1) Determine the use of information (1) Determine the use of information Set the objectives for job analysis: for Set the objectives for job analysis: for

what purpose.what purpose. Choose the appropriate methods in Choose the appropriate methods in

collecting information.collecting information.

(2) Organization analysis:(2) Organization analysis:

Analyze the organization structure to collect Analyze the organization structure to collect information about positions.information about positions.

Analyze the work flow chart of all Analyze the work flow chart of all departments to collect information about departments to collect information about tasks and duties.tasks and duties.

Compare tasks and duties to positions to see Compare tasks and duties to positions to see whether the design is appropriate.whether the design is appropriate.

(3) Select key positions for analysis.(3) Select key positions for analysis.

A.A. Job analysis is a time-consuming and expensive task Job analysis is a time-consuming and expensive task (always requiring external experts). Only a few key (always requiring external experts). Only a few key positions require analysis.positions require analysis.

B.B. Criteria for selecting positions:Criteria for selecting positions: Importance: how important the position is to the Importance: how important the position is to the

overall performance of the organization.overall performance of the organization. Necessity: whether the job description and Necessity: whether the job description and

specification of the position is not clear or appropriate.specification of the position is not clear or appropriate. Feasibility: whether it is feasible to conduct the Feasibility: whether it is feasible to conduct the

analysis.analysis.

(4) Collecting information(4) Collecting information

Collect information that is directly related to the job, Collect information that is directly related to the job,

such as job characteristics, job activities, working such as job characteristics, job activities, working

conditions, behavior, traits and abilities necessary conditions, behavior, traits and abilities necessary

for carrying the job.for carrying the job.

Review the information collected with the job-Review the information collected with the job-

incumbents to see whether the information is incumbents to see whether the information is

accurate.accurate.

(5) Develop job description and (5) Develop job description and specificationspecification

Write a summary statement of the specific tasks Write a summary statement of the specific tasks

and duties involved in a certain position based on and duties involved in a certain position based on

the information collected.the information collected.

Write a summary statement of the basic Write a summary statement of the basic

requirements for holding a certain position, such as requirements for holding a certain position, such as

education, experience, etc.education, experience, etc.

5. Methods of Collecting Information5. Methods of Collecting Information

(1)(1) Qualitative methodsQualitative methods

A.A. Interview: individual, group and supervisor Interview: individual, group and supervisor interviews. Simple but not quite reliable.interviews. Simple but not quite reliable.

B.B. Questionnaire: ask job incumbents to fill in Questionnaire: ask job incumbents to fill in prepared questionnaire to collect information. prepared questionnaire to collect information. Better than interview but still not very reliable.Better than interview but still not very reliable.

C.C. Observation: observe job activities, working Observation: observe job activities, working conditions, human behavior and traits at work conditions, human behavior and traits at work place. Feasible for some jobs but not all.place. Feasible for some jobs but not all.

D.D. Job logs/incidents report: study job logs and Job logs/incidents report: study job logs and incident reports. Require careful analysis.incident reports. Require careful analysis.

(2) Quantitative methods(2) Quantitative methods

A.A. Position Analysis Questionnaire: (PAQ)Position Analysis Questionnaire: (PAQ) Containing 194 items of six categories: information Containing 194 items of six categories: information

input; thinking process; work output; interpersonal input; thinking process; work output; interpersonal relationship; working conditions; other traits.relationship; working conditions; other traits.

B.B. Department of Labor Procedure (DOL)Department of Labor Procedure (DOL) Containing job title, industry and its code, and Containing job title, industry and its code, and

worker functions with respect to data, people and worker functions with respect to data, people and things. Each function has an importance level.things. Each function has an importance level.

C.C. Functional Job Analysis:Functional Job Analysis: Rates the job not just on data, people and things Rates the job not just on data, people and things

but also on necessary instruction, reasoning, but also on necessary instruction, reasoning, calculation, and verbal ability.calculation, and verbal ability.

6. Job Design6. Job Design

(1) Definition:(1) Definition:

Definition: Job design is the process of structuring job Definition: Job design is the process of structuring job

elements, duties and tasks in a manner to achieve elements, duties and tasks in a manner to achieve

optimal performance and satisfaction.optimal performance and satisfaction.

Optimal performance—aim of the Scientific Optimal performance—aim of the Scientific

Management, not necessarily resulted in satisfaction.Management, not necessarily resulted in satisfaction.

Satisfaction—aim of the Per Milk theory, not necessarily Satisfaction—aim of the Per Milk theory, not necessarily

resulted in optimal performance.resulted in optimal performance.

(2) Rational Job design(2) Rational Job design

A.A. Based on Adam Smith’s division of labor and Based on Adam Smith’s division of labor and Taylor’s Scientific Management.Taylor’s Scientific Management.

B.B. Objective: optimal performance.Objective: optimal performance.

C.C. Weakness:Weakness: Not considering employee satisfaction.Not considering employee satisfaction. Mechanical and routine tasks.Mechanical and routine tasks. Restriction of employee development.Restriction of employee development. Restriction of autonomy and creativity.Restriction of autonomy and creativity.

(4) Job Characteristic Design (4) Job Characteristic Design (Hackman etal)(Hackman etal)

A.A. Job diagnosis: what to diagnose?Job diagnosis: what to diagnose?

Characteristics of the job itself: study the five Characteristics of the job itself: study the five

dimensions of the job.dimensions of the job.

Motivation, satisfaction and performance of Motivation, satisfaction and performance of

the job-incumbent.the job-incumbent.

Personal growth of the employees.Personal growth of the employees.

C. Methods of job characteristic designC. Methods of job characteristic design::

Forming natural work group: reorganize job Forming natural work group: reorganize job according to its natural components—task identity.according to its natural components—task identity.

Combination of tasks-task significance.Combination of tasks-task significance. Establishing client contact—feedback.Establishing client contact—feedback. Vertical integration-skill variety and autonomy.Vertical integration-skill variety and autonomy. Open feedback channel-allow employee to know Open feedback channel-allow employee to know

his performance at work—be responsible to his performance at work—be responsible to oneself.oneself.