Job Analysis

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Job Analysis
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Job Analysis
JA is a systematic process of collecting
descriptive information of the tasks
(activities), duties, responsibilities (TDRs) and
results required in a job and the knowledge,
skills abilities (KSAs) an individual must
possess to perform the job successfully.
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Uses of Job Analysis

• Recruitment/selection
• Training and development
• Performance appraisal forms
• Compensation
• Productivity improvement programs
• Employee discipline
• Safety and health
• Legal Issues/EEO/AA Compliance

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Why Perform Job Analysis?

• Potential uses for job analysis exist for every
  major human resource function
• Jobs are the method of allocating TDRs which
  must be performed in an organization for it to be
  successful and obtain its goals
• Job Requirements and Employee Specifications
  Change
• Organizational Structure Realignment
• New Jobs
• Job Re-design

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Conducting Job Analysis

• When conducting a job analysis, the organization
  must determine
• The type of information to be collected
• How it will be collected
• How it will be recorded or documented

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Components of Job Analysis

• Job group of positions that are identical as to
  their major TDRs
• Position collection of TDRs that comprise a
  single employees work assignment
• Knowledge body of information required to
  perform the job
• Skill level of proficiency (application)
  required in performing a specific task
• Ability capability an individual possesses at
  the time they begin to perform a non-motor task

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Job Analysis Information

• What worker does (mental physical TDRs)
• Attributes Required (KSAs)
• Why work is done
• What must be performed
• How the job will be performed
• When and where work is done
• Authority Relationships
• Working Conditions Machines/Equipment
• Job End Results

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Job Analysis Decisions

• Set Objectives - What is the purpose
• Determine Which Jobs to Analyze
• Job Analysis Objective
• Jobs that are highly representative
• Jobs critical to organizational success
• Many applicants or positions
• Specific problems legal, performance,
  compensation, etc..
• New jobs or jobs that have recently changed

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Who will perform the job analysis?

• Sources of Data
• Incumbents (Present Job Holders)
• Immediate and Knowledgeable Supervisors
• Third Party Sources (Vendors, Consultants,
  Customers)
• Organizational records (old job descriptions
  organizational charts)
• Outside sources (Dictionary of Occupational
  Titles)

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Sources of JA Data

• Incumbents
• Advantages
• Know the job as it is actually done
• Disadvantages
• Low motivation to be involved
• Tendency to exaggerate importance
• Fear Consequences of JA Results
• Inadequate writing or speaking skills

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Sources of JA Data (cont.)

• Supervisors
• Advantages
• Less likely to exaggerate
• Know purpose of job
• Disadvantages
• Know what should be done rather than what is
  actually done
• Often not familiar with new job requirements or
  KSAs

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Sources of JA Data (Continued)

• The 360 Approach
• Internal Sources (Peers, Supervisors and
  Co-workers in other departments)
• External Sources Vendors, Clients, Customers
• Anyone who has direct access and involvement with
  the job!

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Determining the Type of Information to Be
Collected

• Job analysis information may be divided into
  three categories
• Job content
• Job context
• Worker requirements

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Job Content

• What the worker does
• The purpose of the action
• Tools, equipment, or machinery used in the
  process
• Relative importance of tasks
• Expected performance levels
• Type of training needed by a new worker

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Job Context

• Conditions under which work is performed
• The demands such work imposes on workers
• Worker requirements
• Knowledge
• Skill
• Ability
• Personal characteristics
• Credentials

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Collecting the Information

• HR professionals gather job analysis information
  by
• Interviewing the workers
• Observing them at work
• Having them complete job analysis questionnaires
• Appropriateness of each approach depends, in
  part, on the type of information sought.

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Job Analysis Interviews

• Structured conversations between the job analyst
  and one or more subject-matter experts
• Strengths
• Most frequently used
• Provides a potential wealth of information
• Can be used to collect all types of information
• May be the only way to acquire some information
• Interviews can eat up a lot of time

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Job Analysis Observation

• Watching the incumbent perform the job
• Strengths
• Most useful for complex, difficult jobs
• Gives a better understanding of how work is done
  and the knowledge, skills, and abilities needed
  to perform the job

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Job Analysis Questionnaires

• Ask workers and/or supervisors to record job
  information in writing
• Job analysis inventory Contains close-ended
  questions
• Task inventory Contains a listing of task
  statements
• Ability inventory Contains a listing of worker
  ability requirements

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Job Analysis Questionnaires (cont.)

• Strengths
• Gathers information from several people
• Collects information quickly
• Can be used to group jobs
• Used to determine employees training needs

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How Job Analysis Information Will Be Recorded

• Job descriptions
• Ability Requirements Approach (ARA)
• Position Analysis Questionnaire (PAQ)
• Critical Incident Technique (CIT)

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Job Descriptions

• Contains the following information
• Job identification
• Job summary
• Essential functions
• Worker requirements
• General purpose job descriptions used by most
  companies provide only a brief summary of job
  analysis information and thus lack sufficient
  detail for some HRM applications.

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Ability Requirements Approach

• Assumes that the skills needed to perform a job
  can be described in terms of more basic
  abilities
• Mental abilities
• Perception abilities
• Psychomotor abilities
• Physical abilities
• Sensory abilities

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Ability Requirements Approach (cont.)

• Often used for employee selection
• Also used to set medical standards for jobs
• Serves as a useful technique for ensuring
  compliance with the Americans with Disabilities
  Act

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Position Analysis Questionnaire (PAQ)

• Premised on the notion that there is some
  underlying behavioral structure or order to the
  domain of human work, and there is a limited set
  of job characteristics that describe this domain
• Particularly useful for establishing compensation
  rates

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Critical Incident Technique

• A specific work behavior that may determine
  success or failure in executing an assigned task
• Job analyst must collect critical incidents from
  people familiar with the job
• Incidents can be collected in the form of stories
  or anecdotes

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Critical Incident Technique

• A good tool for
• Identifying selection criteria
• Identifying training needs
• Developing performance appraisal forms

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When should JA and Job descriptions be updated

• Assigning a new incumbent to a job
• When major changes are made in product or outputs
  provided by work unit or individual
• Introduction of new equipment,methods, or
  procedures to workplace
• Reorganization of work unit
• Implementation of a new pay system
• When a new responsibility (a major work activity
  area) is added to job