Job Analysis Notes PDF

N.B This are guidelines for you to study however you must study from the book for more details to grasp the subject Chapter four: Page 100-108, Page 112-120, Page 122-123 Chapter five: 132-137,140, 142-145, 147, 150-153 Job Analysis components: Job description...

N.B This are guidelines for you to study however you must study from the book for more details to grasp the subject Chapter four: Page 100-108, Page 112-120, Page 122-123 Chapter five: 132-137,140, 142-145, 147, 150-153 Job Analysis components: Job description A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities – one product of a job analysis Job specification A list of a job’s “human requirements”: the requisite education, skills, knowledge, and so on – another product of a job analysis Type of information needed to be collected for the job analysis  Work activities: collects information about the job's actual work activities  Human Behavior: information about human behavior the job requires like sensing, communicating, or lifting weights  Machines, tools, equipment, and work aids: Information about the tools used, materials, and knowledge  Performance standards: Info about performance about Quality + Quantity.  Job context: Information about physical working+ work schedule and the number of people with whom they interact with  Human requirements: Information such as Knowledge and skills and required personal attributes Uses of Job Analysis Information  Recruitment and selection  EEO compliance  Performance appraisal  Compensation  Training Step 2: Review relevant background information Organizational Charts: A chart that shows the organization wide distribution of work, with titles of each position and interconnecting lines that show who reports to and communicates with whom. Process Charts: A workflow chart that shows the flow of inputs to and outputs from a particular job.  Business Process Reengineering means redesigning business processes, usually by combining steps, so that small multifunction teams, often using information technology, do the jobs formerly done by a sequence of departments.  Example: Introduce video interviews for initial screening, reducing the need for in- person interviews and accelerating the process. And sometimes while reviewing the data you discover that the job you are analyzing need to be REDESIGNED! Job Redesign Methods Job Enlargement Assigning workers additional same-level activities Job Rotation Systematically moving workers from one job to another.  Job Enrichment Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth and recognition. Job Characteristics Model  Skill Variety refers to the extent to which the job requires a person to utilize multiple skills  Task Identity refers to the degree to which a person is in charge of completing an identifiable piece of work from start to finish. Task Significance refers to whether a person’s job substantially affects other people’s work, health, or well-being. Autonomy is the degree to which a person has the freedom to decide how to perform his or her tasks. Feedback refers to the degree to which people learn how effective they are being at work Maslow’s hierarchy needs Step 3: Select Representative Positions It is not feasible to collect data from every employee, it is advisable to select representatives who can effectively convey and gather the necessary information on behalf of the larger group Step Four : Actually analyze the job by Collecting Job Analysis Information Interviews Pros: Quick Simple Unearth important activities Employee vent Frustrations Cons:  Distortion of information  Exaggerate some responsibilities Questionnaire  Questionnaires can be a quick, efficient way of gathering information from a large number of employees. But, developing and testing a questionnaire can be expensive and time consuming. Observation  Direct observations are useful when jobs consist of mainly observable physical activity as opposed to mental activity. A potential problem with direct observations is  reactivity, which is where workers change what they normally do because they are being watched. Managers often use direct observation and interviewing together. Diary logs  Advantages ▪ Can produce a very complete picture of the job ▪ Employee participation  Disadvantages ▪ Distortion of information ▪ Employees, might try to exaggerate some activities Internet: 0*NET What Should be Included in a Job Description 1. Job identification 2. Job summary 3. Relationships (report to , supervises, work with m outside the company ) 4. Responsibilities and duties And Authority 5. Performance standards & working conditions 6. Job specifications Specifications for Trained & Untrained Personnel For Trained: Relatively straightforward Factors such as length of previous service, quality of training, and previous job performance. For Untrained: Specify Qualities such as physical traits, personality, interests or sensory skills that imply potential for performing the job. The New Approach to Job Analysis: Competency Job Analysis Emphasizes specific skills, knowledge, abilities, and behaviors required for success in a job. Provides a framework adaptable to changes in job roles or organizational needs. Lecture Four Personal Planning and Recruitment  The recruitment process is a marketing exercise, with the company selling itself to the labor market in order to attract the candidates it would ideally like to recruit.  Companies are increasingly using the strength of their brands and their reputations in order to broaden their appeal to prospective new employees This process is called employer branding  Companies should avoid so-called ‘automatic replacement syndrome’  When a member of staff leaves the organization, they need to decide if it’s necessary to recruit a replacement, or whether work can be reorganized or rescheduled amongst existing staff.  In addition, a decision must be taken as to whether the vacancy should be sourced internally, or whether it should be sourced externally.  If the company decides a vacancy does exist, the recruitment process then starts. Planning and Forecasting  Employment or Personnel Planning  The process of deciding what positions the firm will have to fill, and how to fill them.  Succession Planning  The process of deciding how to fill the company’s most important executive jobs. Company culture  Organizational culture: the collection of beliefs, expectations, and values learned and shared by a corporation’s members and transmitted from one generation of employees to another.  Organizational culture captures the subtle, elusive, and largely unconscious forces that shape a workplace  Remarkably resistant to change, culture can represent a major strength or weakness for any firm Functions of Corporate Culture ‘ Conveys a sense of identity for employees Generates employee commitment Adds to the stability of the organization as a social system Serves as a frame of reference for employees to understand organizational activities and as a guide for behavior The Recruitment and Selection Process Forecast Personal Needs( demand ) Trend analysis can provide an initial estimate of future staffing needs, but employment levels rarely depend just on the passage of time. Other factors (like changes in sales volume and productivity) also affect staffing needs. Ratio analysis provides forecasts based on the historical ratio between (1) some causal factor (like sales volume) and (2) the number of employees required (such as number of salespeople). A scatter plot shows graphically how two variables—such as sales and your firm’s staffing levels—are related. If they are, and then if you can forecast the business activity (like sales), you should also be able to estimate your personnel needs. Forecasting the Supply of Inside Candidates Qualifications inventories Manual or computerized records listing employees’ education, career and development interests, languages, special skills, and so on, to be used in selecting inside candidates for promotion. Personnel replacement charts Company records showing present performance and promo ability of inside candidates for the most important positions. Position replacement card A card prepared for each position in a company to show possible replacement candidates and their qualification Forecasting Outside Candidate Supply Factors In Supply of Outside Candidates  General economic conditions  Expected unemployment rate  College Graduates What are sources of hiring Internal Candidates? Posting open job positions through intranet Rehiring former employees Succession planning What are advantages of hiring Internal Candidates  Foreknowledge of candidates’ strengths and weaknesses  Candidates have a stronger commitment to the company  Increases employee morale  Less training and orientation required What are disadvantages of hiring Internal Candidates  Failed applicants become discontented  Time wasted interviewing inside candidates who will not be considered  Inbreeding strengthens tendency to maintain the status quo What are the sources of External Candidates? 1. Internet 2. Employment agencies 3. Employee referral and walk in 4. Outsourcing and offshoring 5. College recruitment 6. Executive recruiters How can I decide which method is the best?  Yield analysis: By examining the records of previous recruitment campaigns, companies can identify the recruitment methods that in the past yielded the greatest number of applicants.  Time-lapse analysis: By looking at records of previous recruitment campaigns, the company can evaluate the length of time it took from the start of a recruitment campaign to a job offer being made.  Cost-per-hire: Where an employer finds out which recruitment method is most expensive. Screening of applicants:  Drug test  Background test  Technical Test  Personality Test  Stress Test  Language Test   IQ test  Cognitive ability How to let go of an employee correctly Transparent Communication: Consider Alternatives Support for Affected Employees: Legal and Ethical Compliance: