Understanding Job Analysis

Job Analysis

• Job analysis involves understanding the nature of a job and how it is used within an organization.
• It helps in creating job descriptions and person specifications.

Components of Job Analysis

• Job Description: Outlines the typical duties and responsibilities of a job.
• Person Specification: Specifies the essential and desirable criteria a person should have to perform the job.
• Other components include: machines, tools, equipment, work aids, work activities, job context, performance standards, human requirements, and desired human behaviors.

Uses of Job Analysis

• Job analysis is used in recruiting and selection decisions.
• It's essential for performance appraisals.
• It informs job evaluation, wage, and salary decisions
• Job analysis determines training requirements.

Job Analysis Guidelines

• Job analysis involves several parties like SMEs.
• Collecting information from Subject Matter Experts (SMEs) is required.
• Data is collected in a representative format, but variances across jobs are important.
• It's an ongoing process requiring accuracy from all involved.
• It is essential to use clear and generally understandable tools and questions in this process.

Steps in Conducting Job Analysis

• Identify the purpose and use of the analysis.
• Review relevant background information such as organizational and process charts, and job descriptions.
• Select representative positions to analyze, especially if there are many similar jobs.
• Analyze the job by collecting data on job activities, required employee behaviors, working conditions, and human traits and abilities.
• Verify the job analysis information with the worker performing the job and their supervisor for accuracy and completeness.
• Develop both a job description and a job specification.

Methods for Collecting Job Analysis Information

• Interviews are a direct way to gather overlooked information and can be structured or unstructured.
  • Information can be sourced from individual employees, groups, and supervisors with job knowledge.
  • Distorted information is a potential disadvantage.
• Questionnaires enable quick and efficient data collection from many employees through structured or unstructured formats.
  • Filling out questionnaires to describe a job can be time-consuming.
• Observations involve noting the physical activities of employees.
  • Direct first-hand information can be acquired and distortion reduced.
  • It can be time-consuming and is of little use for jobs involving high levels of mental activity.
• Diaries/Logs involve workers keeping a chronological record of their activities and time spent.
  • Distortion of information and reliance on recall are disadvantages.

Interviewing Guidelines

• Analyst and supervisor identify workers who know the job best.
• Establish rapport with the interviewee.
• Use a structured guide or checklist with open-ended questions.
• Ask for duties in order of importance and frequency.
• Review and verify data after the interview.

Examples of Interview Questions

• Consider the job being performed.
• Consider the education, skills, and certifications needed.
• Consider the major duties of the position, the physical locations, and the working conditions.
• Consider the health and safety conditions.

Quantitative Job Analysis

• Assigning quantitative values to each job is possible.
• The Position Analysis Questionnaire (PAQ) is a popular method with six sections including:
  • Information Input, Mental Processes, Work Output, Relationships with Others, Job Context and Other Job Characteristics

Other Job Analysis Methods

• Internet-Based Job Analysis: Overcomes conventional methods' shortfalls by enabling instant, simultaneous international distribution, but lacks face-to-face interaction.
• Multiple Sources of Data Collection: Using multiple methods can overcome unreliability and leverage input from groups, individuals, and observers.

Job Description

• Describes the activities and responsibilities of the job as well as features like working conditions and safety hazards.
• Job descriptions use sections to summarize information sections include: Job Identification, Job Summary, Responsibilities and Duties, Authority of Incumbent, Standards of Performance, and Working Conditions.

Job Specification

• Summarizes the personal qualities, traits, skills, and background required for a job.
• Specifications for trained personnel are determined using track records.
• Specifications for untrained personnel need to include potential for training.
• The goal is to predict who will do well in the job using subjective/judgmental and objective/measurable approaches.

Writing Job Specifications

• Based on Judgment: This relies on educated guesses regarding traits and skills, often accessed from internet-based competency lists or compiled experience.
• Based on Statistical Analysis:This analyzes the job to decide how to measure job performance, selects personal traits and statistically analyzes the relationship between them and job performance.

Competency-Based Job Analysis

• Focuses on demonstrable characteristics that enable job performance.
• Reasons for competency-based analysis: To support a high-performance work system aligned with strategic goals.
• Types of Competencies include general(reading, writing, mathematical reasoning), leadership(strategic thinking and teaching others), technical(specific technical competencies required for specific types of jobs and/or occupations).

Job Analysis in a 'Jobless' World

• External factors such as rapid technological change, global competition, deregulation, and demographic shifts lead to de-jobbing.
• Companies are responding by flattening organizations, using self-managed work teams, and reengineering business processes, leading to the "dejobbing" of the organization.
• Job enlargement increases the number of tasks to reduce boredom, job rotation shifts workers periodically, and job enrichment empowers employees with more decision-making authority.