Job Analysis Chapter 4 PDF

Gary Dessler tenth edition Chapter 4 Part 2 Recruitment and Placement Job Analysis © 2005 Prentice Hall Inc. PowerPoint Presentation by Charlie Cook All rights reserved....

Gary Dessler tenth edition Chapter 4 Part 2 Recruitment and Placement Job Analysis © 2005 Prentice Hall Inc. PowerPoint Presentation by Charlie Cook All rights reserved. The University of West Alabama After studying this chapter, you should be able to: 1. Discuss the nature of job analysis, including what it is and how it’s used. 2. Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation. 3. Write job descriptions, including summaries and job functions, using the Internet and traditional methods. 4. Write job specifications using the Internet as well as your judgment. 5. Explain job analysis in a “jobless” world, including what it means and how it’s done in practice. © 2005 Prentice Hall Inc. All rights reserved. 4–2  The Nature of Job Analysis  Job analysis – The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.  Job description – A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities—one product of a job analysis.  Job specifications – A list of a job’s “human requirements,” that is, the requisite education, skills, personality, and so on— another product of a job analysis. © 2005 Prentice Hall Inc. All rights reserved. 4–3  Types of Information Collected  Work activities  Human behaviors  Machines, tools, equipment, and work aids  Performance standards  Job context  Human requirements © 2005 Prentice Hall Inc. All rights reserved. 4–4  Uses of Job Analysis Information  Recruitment and Selection  Compensation  Performance Appraisal  Training  Discovering Unassigned Duties  EEO Compliance © 2005 Prentice Hall Inc. All rights reserved. 4–5  Uses of Job Analysis Information Figure 4–1 © 2005 Prentice Hall Inc. All rights reserved. 4–6  Steps in Job Analysis  Step 1: Decide how you’ll use the information.  Step 2: Review relevant background information.  Step 3: Select representative positions.  Step 4: Actually analyze the job.  Step 5: Verify the job analysis information.  Step 6: Develop a job description and job specification. © 2005 Prentice Hall Inc. All rights reserved. 4–7  Charting the Organization  Organization chart – A chart that shows the organizationwide 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. © 2005 Prentice Hall Inc. All rights reserved. 4–8  Methods of Collecting Job Analysis Information: The Interview  Information sources  Interview formats – Individual employees – Structured (Checklist) – Groups of employees – Unstructured – Supervisors with knowledge of the job  Advantages – Quick, direct way to find overlooked information.  Disadvantages – Distorted information © 2005 Prentice Hall Inc. All rights reserved. 4–9  Interview Guidelines  The job analyst and 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 provides space for answers.  Ask the worker to list his or her duties in order of importance and frequency of occurrence.  After completing the interview, review and verify the data. © 2005 Prentice Hall Inc. All rights reserved. 4–10  Methods of Collecting Job Analysis Information: Questionnaires  Information source  Advantages – Have employees fill out – Quick and efficient way questionnaires to to gather information describe their job- from large numbers of related duties and employees responsibilities.  Disadvantages  Questionnaire formats – Expense and time – Structured checklists consumed in preparing – Opened-ended and testing the questions questionnaire © 2005 Prentice Hall Inc. All rights reserved. 4–11  Methods of Collecting Job Analysis Information: Observation  Information source  Advantages – Observing and noting – Provides first-hand the physical activities information of employees as they – Reduces distortion of go about their jobs. information  Disadvantages – Time consuming – Difficulty in capturing entire job cycle – Of little use if job involves a high level of mental activity. © 2005 Prentice Hall Inc. All rights reserved. 4–12  Methods of Collecting Job Analysis Information: Participant Diary/Logs  Information source  Advantages – Workers keep a – Produces a more chronological diary/ log complete picture of the of what they do and job the time spent in each – Employee participation activity.  Disadvantages – Distortion of information – Depends upon employees to accurately recall their activities © 2005 Prentice Hall Inc. All rights reserved. 4–13  Writing Job Descriptions  A job description – A written statement of what the worker actually does, how he or she does it, and what the job’s working conditions are.  Sections of a typical job description – Job identification – Job summary – Responsibilities and duties – Authority of incumbent – Standards of performance – Working conditions – Job specifications © 2005 Prentice Hall Inc. All rights reserved. 4–14  The Job Description  Job identification – Job title: name of job - Job status , Job code , grade/level – Preparation date: when the description was written – Prepared by: who wrote the description, location  Job summary – Describes the general nature of the job – Lists the major functions or activities © 2005 Prentice Hall Inc. All rights reserved. 4–15  The Job Description (cont’d)  Relationships (chain of command) – Reports to: employee’s immediate supervisor – Supervises: employees that the job incumbent directly supervises – Works with: others with whom the job holder will be expected to work and come into contact with internally. – Outside the company: others with whom the job holder is expected to work and come into contact with externally. © 2005 Prentice Hall Inc. All rights reserved. 4–16  The Job Description (cont’d)  Responsibilities and duties – A listing of the job’s major responsibilities and duties (essential functions) – Defines limits of jobholder’s decision-making authority, direct supervision, and budgetary limitations. © 2005 Prentice Hall Inc. All rights reserved. 4–17  The Job Description (cont’d)  Standards of performance and working conditions – Lists the standards the employee is expected to achieve under each of the job description’s main duties and responsibilities. © 2005 Prentice Hall Inc. All rights reserved. 4–18  Writing Job Specifications  Specifications for trained personnel – Focus on traits like length of previous service, quality of relevant training, and previous job performance.  Specifications for untrained personnel – Focus on physical traits, personality, interests, or sensory skills that imply some potential for performing or for being trained to do the job. © 2005 Prentice Hall Inc. All rights reserved. 4–19  Job Analysis in a “Jobless” World  Job – Generally defined as “a set of closely related activities carried out for pay.” © 2005 Prentice Hall Inc. All rights reserved. 4–20  From Specialized to Enlarged Jobs  Job enlargement – Assigning workers additional same level activities, thus increasing the number of activities they perform.  Job enrichment – Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition. © 2005 Prentice Hall Inc. All rights reserved. 4–21  From Specialized to Enlarged Jobs (cont’d)  Job rotation – Moving a trainee from department to department to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company – Systematically moving workers from one job to another to enhance work team performance. © 2005 Prentice Hall Inc. All rights reserved. 4–22