Job Analysis PDF

At the end of this lesson, the students should be able to: üunderstand the definition and uses of job analysis; üknow how to write a job description; üknow how to conduct a job analysis; ülearn when to use the various job analysis methods; üunderstand the concept of job evaluation; and üun...

At the end of this lesson, the students should be able to: üunderstand the definition and uses of job analysis; üknow how to write a job description; üknow how to conduct a job analysis; ülearn when to use the various job analysis methods; üunderstand the concept of job evaluation; and üunderstand the concept of pay equity § It is also known as “work analysis” and is considered as the foundation of for almost human resource activities § it is the process of determining the work activities and requirements § It provides information pertaining to the preparation and writing of job description, selection of employee/s, evaluation of performance, crafting of training designs/ programs, and identification of competencies needed to peform a job. Writing Job Descriptions Employee Selection Training Personpower Planning Performance Appraisal Job Classification Job Evaluation Job Design Compliance with Legal Guidelines Organizational Analysis ü job analysis would give information to the HRM professionals of the various qualifications and compentencies needed in a particular position as a basis for employee selection üIt is a brief, two- to five page summary of the tasks and job requirements found in the job analysis üIt is the end/written result of job analysis ü Job analyses yield lists of job activities that can be systematically used to create training programs. ü job analysis determines worker’s mobility within the organization PETER PRINCIPLE - the idea that organizations tend to promote good employees until they reach the level at which they are not competent—in other words, their highest level of incompetence. ü it is a regular review of an employee's job performance and contribution to a company/organization ü Companies use performance appraisals to determine which employees have contributed the most to the company's growth, review progress, and reward high-achieving workers ü Job analysis enables a human resources professional to classify jobs into groups based on similarities in requirements and duties. ü Job classification is useful for determining pay levels, transfers, and promotions. ü it is a systematic process of determining the worth of one job in relation to another job in the organisation. ü During job evaluation, the relative worth of various jobs are assessed so that wages can be paid depending upon the worth of the job. ü Job design is defined as a process of describing a job in terms of its duties and responsibilities; the methods to be used in carrying out the job in terms of techniques, systems, and procedures; and the relationship that should exist between the job holders and their superiors, subordinates, and colleagues. it is the process of appraising the growth, personnel, operations, and work environment of an entity. Undertaking an organizational analysis is beneficial, as it enables management to identify areas of weakness and then find approaches for eliminating the problems. Suggested parts of a good job description: Job Title Brief Summary Work Activities Tools and equipments used Job Context Work Performance Compensation Information Job Competencies  Questions to consider Who will conduct the job analysis? How often a job description should be updated? Which employees should participate? What types of information should be obtained? Who will conduct the job analysis? trained individuals in the Human Resource Department? Job incumbents and Supervisors? Consultants? How often a job description should be updated? it depends on the nature of the job Job crafting - the informal changes that employees make in their jobs Which employees should participate? small organization with few people - have all employees participate Things to consider: Job competence - “high performing vs. poor performing Race Gender Educational Level Personality Viewpoint What type of information should be obtained? level of specificity for the information needed is important Suggested Steps: Identify the tasks performed Write task statements Rate task statements Determine essential KSAOs Selecting tasks to tap KSAOs Step 1: Identify the tasks performed identify the major job dimensions and the tasks performed for each dimension, the tools and equipment used to perform the tasks, and the conditions under which the tasks are performed. Data gathering methods Gathering existing information Interviewing subject-matter experts Observations Job participation Gathering existing information gathering existing information from existing job descriptions, task inventories and training manuals Interviewing subject-matter experts (SMEs) SMEs are people who are knowledgeable about the job and include job incumbents, supervisors, customers, and upper-level management. Individual interview or SME conference  Prepare Open Conduct Announce and Establish rapport, ask open-ended prepare the right explain the questions, use venue purpose of the easy to interview understand vocabulary, give sufficient time Observations (Observing the incumbent) A job analysis method in which the job analyst watches job incumbents perform their jobs Job Participation A job analysis method in which the job analyst actually performs the job being analyzed Step 2: Write Task Statements Task Inventory - a questionnaire containing a list of tasks each of which the job incumbent rates on a series of scales such as importance and time spent. How to write task statements: one action = one object e.g. Types correspodence to vendors Task statements should be written at a level that can be read and understood by a person with the same reading ability as the typical job incumbent How to write task statements: All task statements should be written in the same tense The task statement should include the tools and equipment used to complete the task. Task statements should not be competencies (e.g., “Be a good writer”).  How to write task statements: Task statements should not be a policy (e.g., “Treats people nicely”). The statement should make sense by itself. That is, “Makes photocopies” does not provide as much detail as “Makes photocopies of transactions for credit union members,” which indicates what types of materials are photocopied and for whom they are copied.  How to write task statements: For those activities that involve decision making, the level of authority should be indicated. This level lets the incumbent know which decisions she is allowed to make on her own and which she needs approval for from a higher level Step 3: Rate Task Statements Task Analysis - The process of identifying the tasks for which employees need to be trained Step 3: Rate Task Statements Task Analysis - The process of identifying the tasks for which employees need to be trained Step 4: Determine Essential KSAOs (competencies/job specifications) Knowledge - A body of information needed to perform a task Skills - The proficiency to perform a learned task Abilities - The basic capacity for performing a wide range of tasks, acquiring a knowledge, or developing a skill Other Characteristics - Factors that are not knowledge, skills, or abilities suchas personality, willingness, interest, and degrees SAMPLE OF SCALES USED TO RATE KSAO Step 5: Selecting Test to TAP KSAOs interviews tests (personality, skills, intelligence tests) work samples Position Analysis Questionnaire developed by McCornick, Jeanneret, and Mecham (1972) contains 194 items in six main dimensions:information input, mental processes, work output, relationships with other persons, job context, and other job-related variables such as work schedule, pay, and responsibility higher educational level is needed to understand items Job Structure Profile A revised version of the Position Analysis Questionnaire (PAQ) designed to be used more by the job analyst than by the join incumbent. developed by Moore (1985) major changes/revision include item content and style, new items to increase the discriminatory power of the intellectual and decision-making dimensions, and an emphasis on having a job analyst, rather than the incumbent Job Elements Inventory A structured job analysis technique developed by Cornelius and Hakel that is similar to the Position Analysis Questionnaire (PAQ) but easier to read Functional Job Analysis A job analysis method developed by Fine that rates the extent to which a job incumbent is involved with functions in the categories of data, people, and things. used by the federal government to analyze thousands of jobs Job Components Inventory A structured job analysis technique that concentrates on worker requirements for performing a job rather than on specific tasks developed by Banks, Jackson, Stafford, and Warr (1983) for use in England consists of more than 400 questions covering five major categories: tools and equipment, perceptual and physical requirements, mathematical requirements, communication requirements, and decision making and responsibility Arbeitswissenschaftliches Erhebungsverfahren zur Tätigkeitsanalyse (AET) Ergonomic Analysis Procedure An ergonomic job analysis method developed in Germany consisting of 216-items developed by Rohmert and Landau (1983) Occupational Information Network The job analysis system used by the federal government that has replaced the Dictionary of Occupational Titles (DOT) can be viewed at four levels: economic, organizational, occupational, and individual Critical Incident Technique The job analysis method developed by John Flanagan that uses written reports of good and bad employee behavior Threshold Trait Analysis A 33-item questionnaire developed by Lopez that identifies traits necessary to successfully perform a job it covers five trait categories: physical, mental, learned, motivational, and social Fleishman Job Analysis Survey (F-JAS) A job analysis method in which jobs are rated on the basis of the abilities needed to perform them. requires incumbents or job analysts to view a series of abilities and to rate the level of ability needed to perform the job. The F-JAS is easy to use by incumbents or trained analysts, demonstrates acceptable levels of reliability, and is supported by years of research. Its advantages over TTA are that it is more detailed, is commercially available, is available in several languages, and can be completed online. Job Adaptability Inventory A job analysis method that taps the extent to which a job involves eight types of adaptability Eight Types of Adaptability Handling emergencies or crisis situations Handling work stress Solving problems creatively Dealing with uncertain and unpredictable work situations Learning work tasks, technologies, and procedures Demonstrating interpersonal adaptability Demonstrating cultural adaptability Demonstrating physically oriented adaptability Personality-Related Position Requirements Form (PPRF) A job analysis instrument that helps determine the personality requirements for a job developed by Raymark, Schmit, and Guion (1997) it consists of 107 items tapping 12 personality dimensions that fall under the “Big 5” personality dimensions (openness to experience, conscientiousness, extroversion,agreeableness, and emotional stability). Performance Improvement Characteristics (PIC) it consists of 48 questions on the PIC help determine which main personality traits are needed to perform a given job.