Job Analysis Techniques

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Job Analysis Techniques

• Julie Pino
• March 20, 2006

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Agenda

• Job Analysis Defined
• Categories of Job Analysis Techniques
• Evaluation of Job Analysis Methods
• Rating Job Analysis Methods
• Conclusion

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Job Analysis Defined

• Systematic process of obtaining valid job related
  information
• Identify KSAOs to perform job successfully
• Defines job according to its component tasks or
  duties
• Aids management in decision making
• Legal defense
• Range of techniques

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Categories of JA Techniques

• Work-Oriented Job Analysis
• Describe tasks performed on the job
• Approaches
• Task Inventory
• Functional Job Analysis
• Worker-Oriented Job Analysis
• Examine broad human behaviours in work activities
• Approaches
• Job Element Method
• Position Analysis Questionnaire
• Common Metric System

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Evaluation of JA Methods Different Types

• Interview
• Observation
• Diary
• Ability Requirement Scales
• Threshold Traits Analysis
• Common Metric Questionnaire
• Job Elements Method
• Position Analysis Questionnaire
• Critical Incident Technique
• Functional Job Analysis
• Task Inventory

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Evaluation of JA Methods PAQ

• Focuses on general work behaviours
• 195 items evaluated on a series of dimensions
• Information Input,
• Mental processes,
• Work output,
• Relationships,
• Job Context,
• Other job characteristics
• Measures job characteristics and relates them to
  human behaviours

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Evaluation of JA Methods PAQ

• Pros
• Smaller number of incumbents
• Generates valid results
• Easy comparison
• Cost efficient

• Cons
• Difficult reading level
• Fails to quantify work actually done on the job

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Evaluation of JA Methods CIT

• Highlights critical aspects of a job crucial to
  successful performance
• Generates behaviourally focused descriptions of
  work activities
• Critical Incidents
• Examples of effective and ineffective work
  behaviours
• Determine employee specifications

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Evaluation of JA Methods CIT

• Cons
• Requires expertise to develop
• Lack of standardization
• Lower reliability

• Pros
• Analysis based on concrete behaviour

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Evaluation of JA Methods FJA

• Gather information about what tasks are performed
  and how they are performed
• Use task statements, rated on dimensions
• Data, People, Things, Worker Instructions,
  Reasoning, Math, and Language
• 4 elements to task statements
• Verb
• Object
• Description
• Expected output

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Evaluation of JA Methods FJA

• Pros
• Efficient with large number of employees
• Valuable in developing selection programs

• Cons
• Time consuming
• Expensive
• Motivating employees to participate

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Evaluation of JA Methods TI

• Work oriented surveys
• Break down jobs into component tasks
• Task statements generated by SMEs
• Incumbents check statements that describe their
  job

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Evaluation of JA Methods TI

• Pros
• Standardization
• High reliability
• Lower cost

• Cons
• Time Consuming
• Larger sample size needed

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Evaluation Of JA MethodsCriteria Used

• Organizational Purposes
• Job Description
• Job Classification
• Personnel Requirements
• Legal Requirements

• Practicality Concerns
• Time to Completion
• Standardization
• Respondent/User Acceptability
• Amount of job analyst training required
• Sample Size
• Off-the-shelf
• Reliability
• Cost
• Quality of Outcome

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Rating JA Methods Organizational Purposes
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Rating JA MethodsPracticality Concerns
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Rating JA MethodsPracticality Concerns
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Rating JA Methods Conclusion

• Identifying Personnel Requirements
• TI/CODAP and CIT rated significantly lower
• Remaining techniques equally acceptable
• Meeting Legal Requirements
• TI/CODAP and FJA ranked highest
• CIT ranked on the lower end
• FJA was ranked highly on both aspects of use

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Rating JA Methods Conclusion

• Practicality
• PAQ received consistently high ratings
• FJA high on the majority
• TI/CODAP ranking on the lower end
• CIT overall lowest ratings
• Reliability
• TI/CODAP and PAQ rated highest
• FJA followed

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• Questions/Comments