chapter 4 : lecture 3

Uses of job analysis

• job analysis
• job description and job specification
• Recruiting and selction decisions
• performance appraisel
• job salary- wage and salary decisions (compensation)
• training requirements

steps in doing job analysis

• decide how to use the information (questionaire ,10 years )
• review relevant background information( company's charter)
• select representive positions
• analyze the job
• verify the job analysis information
• develop a job description and job specification

step1 : decide how you'll use the information

• This will determine the data you collect and how you collect them
• Interviewing and questionnaire
• provide qualitative information which is good for writing job descriptions and selecting employees for the job
• Position analysis questionnaire (PAQ)
• provides quantitative numerical information which is useful to compare jobs for compensation purposes

Step 2 : review relevant background

• Preview relevant backgroud information such as organization charts , process charts and previous job descriptions

charting the organization

• 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
• Process chart
• A work flow chart that shows the flow of inputs to and outputs from a particular job

step 3 : select representative positions

• Because there may be too many similar jobs to analyze . for example it is usually unneccessary to analyze the jobs of 200 assembly workers when a sample of 10 jobs will do

step 4 : actually analyze the job

• by collecting data on job activities , required employee behaviours , working conditions and human traits and abilities needed to perform the job

step 5 : verify the job analysis information

• with the worker performing the job and with his or her immediate supervisor
• this will help confirm that the information is factually correct and complete
• this review can also help gain the employee's acceptance of the job analysis and conclusin , by giving that person a chance to review modify your description of the job activities

step 6: develop job description and job specification

• Job description
• descibes trhe activities and responsibilities of the job as well as its important features such as working conditins and safety haxards
• Job specification
• Summarizes the personal qualities , traits , skills , and background required for getting the job done ; it may be in a seperate document or in the same document as the job description

Types of information coallected

• JOB analysis
• work activities *hanroll)
• human behavior (5arban)
• human requirements (3ate.)
• job context
• performance standards
• machine , tools and work aids

collecting job analysis information guideline

• joint effort between HR , the worker and the supervisor
• make sure the questions and the process are cleasr to the employees
• SME subject matter experts
• use different tools

METHODS FOR COLLECting job analysis information

• interviews
• Questionnaires
• obsewrvations
• diaries/log

interview

• Information sources
• individual employee
• groups of employees
• supervisors with knowledge of the job
• Interview formats
• Structured (checklist)
• unstructured (open-ended)
• Advantages
• Quick direct way to find overlooke information
• Disadvantages
• distorted information

Job analysis : interviewing guidelines

• the job analyst and the 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 provide space for answers
• ask the worker to list his or her duties in order of importance and frequency of occurrence
• review and verify the data after completing the interview

Questionnaires

• Information source
• have employees fill out questonnaires to describe their job related duties and responsibilities
• Questionnaire formats
• sTRUCTURED checklist
• open-ended questions
• Advantages
• Quick and efficient way to gather information from large numbers of employees
• Disadvantages
• Expensive and time consuming to prepare and test the questionnaire

observation

• Information source
• observing and noting the physical activities of employees as they go about their jobs
• Advantage
• Provides first-hand information
• reduces distortion of information
• Disadvantages
• time consuming
• difficult to capture the entire job
• of little use if job involves a high level of mental activity

participant Diary / Log

• information source
• workers keep a chronological diary / 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 on employees accurately recalling earlier activities (without dictating machines / pagers )

other methods for job analysis

• Quantitaive methods of job analysis
• Qualitative methods are not always suitable
• it is possible to assign quantitative values to each job
• the position analysis questionnaire is a popular method
• internet based job analysis
• this overcomes the shortfalls of conventional methods
• it enables instant , simultaneous international distribution
• lack of face to face interaction can cloud the result
• Multiple sources of data collection
• multiplle methods of data collection overcome unreliabilty
• Abu dhabi national oil company uses multiple methods
• diverse sources include groups, individuals, and observers

writing a job description

• job identififaction
• job specifications
• job saummary
• working conditions
• Responsibiliteis and duties
• Authority of incumbent
• standards of perfomace

the job description

• Job identification
• job title
• 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 and duties (essential functions )
• decision making authority
• direct supervision
• Budgetary limitations
• Standards of performance and working conditions
• what it takes to do the job successfully

writing a job specification

• uno: what human traits and experience are required to do this job well
• specifications for trained X untrained personnel
• specifications based on judgement
• specifications based on statistical analysis

writing job specifications

• specifications for trained personnel
• focus on traits like length of previous service , quality of relevant training , and previous job performance
• it is easier than untrained personnel
• Specifications for untrined personnel
• focus on physical traits , personality , interests or sensory skills that imply some potential for performing or for being trained to do the job
• this could be identified through special tests or through judgmental approach
• Specification based on judgement
• The rely on educated gussess regarding traits and skills
• they can be accessed from internet based competence list
• generally , a common sense approach is to be adopted

writing job specifications

• specifications based on stastistical analysis
• Analyze the job and decide how to measure the job performance
• select personal traits that you believe should predict successful performance
• test candidates for these traits
• measure the candidates' subsequent job performance
• statistically analyze the relationship between the human traits and the job performance

competence based job analysis

• competencies
• Demonstrable characteristics of a person that enable the performance of a job
• Reasons for competency based job analysis
• to support a high-performance work system
• to create strategically -focused job descriptions
• to support the performance management process in fostering , measuring , and rewarding : general competencies leadership compentencies technical competencies

Types of competencies

• General competencies
• reading , writing ,a nd mathematical reasoning
• Leadership competencies
• leadership, strategic thinking and teaching others
• technical competencies
• specific technical competencies required for specific types of jobs and or occupations

competency based job analysis

• How to write job competencies based job descriptions
• interview job incumbents and their supervisors
• ask open ended questions about job responsibilities and activities
• identify critical incidents that pinpoint success of the job

why managers are dejobbing their companies

• broadening the responsibilities of the company's job
• encouraging employee initiative and not to limit them to job description
• internal factors
• flatter organizations
• work teams
• boundary less organization (its not my job)
• External factors leading to de-jobbing
• rapid product and technological change
• global competition
• deregulation
• political instability
• demographic changes
• rise of a service economy

job analysis in a jobless world

• job design and specification and efficiency
• job enlargement
• job rotation
• job enrichment
• Dejobbing the organiaation
• flattening the organization
• using self-managed work teams \
• reengineering business processes