Human Resource
Management
ELEVENTH EDITION

1

GARY DESSLER

Part 2 | Recruitment and Placement

Chapter 4

Job Analysis
©...
After studying this chapter, you should be able to:
1. Discuss the nature of job analysis, including what it is
and how it...
Methods of Collecting Job Analysis
Information: The Interview
• Information Sources

• Interview Formats

 Individual emp...
Methods of Collecting Job Analysis
Information: Questionnaires
• Information Source
 Have employees fill out

questionnai...
Methods of Collecting Job Analysis
Information: Observation
• Information Source
 Observing and noting the

physical acti...
Methods of Collecting Job Analysis
Information: Participant Diary/Logs
• Information Source
 Workers keep a

chronologica...
Quantitative Job Analysis Techniques
Quantitative Job
Analysis

Position Analysis
Questionnaire

Department of
Labor (DOL)...
Writing Job Descriptions
Job
Identification

Job
Summary

Job
Specifications

Sections of a
Typical Job
Description

Worki...
Writing Job Specifications
“What traits and
experience are required
to do this job well?”

Specifications for
Trained Vers...
Job Analysis in a “Jobless” World
Job Design:
Specialization and
Efficiency?

Job
Enlargement

Job
Rotation

© 2008 Prenti...
Job Analysis in a “Jobless” World (cont’d)
Dejobbing the
Organization

Flattening the
Organization

Using SelfManaged Work...
KEY TERMS
job analysis
job description
job specifications
organization chart
process chart
diary/log
position analysis que...
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Job Analysis ( chapter 4 )

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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.

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Job Analysis ( chapter 4 )

  1. 1. Human Resource Management ELEVENTH EDITION 1 GARY DESSLER Part 2 | Recruitment and Placement Chapter 4 Job Analysis © 2008 Prentice Hall, Inc. All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama
  2. 2. 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. © 2008 Prentice Hall, Inc. All rights reserved. 4–2
  3. 3. 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 © 2008 Prentice Hall, Inc. All rights reserved. 4–3
  4. 4. Methods of Collecting Job Analysis Information: Questionnaires • Information Source  Have employees fill out questionnaires to describe their job-related duties and responsibilities • Questionnaire Formats  Structured checklists  Open-ended questions © 2008 Prentice Hall, Inc. All rights reserved. • Advantages  Quick and efficient way to gather information from large numbers of employees • Disadvantages  Expense and time consumed in preparing and testing the questionnaire 4–4
  5. 5. Methods of Collecting Job Analysis Information: Observation • Information Source  Observing and noting the physical activities of employees as they go about their jobs • Advantages  Provides first-hand information  Reduces distortion of information • Disadvantages  Time consuming  Difficulty in capturing entire job cycle  Of little use if job involves © 2008 Prentice Hall, Inc. All rights reserved. a high level of mental activity 4–5
  6. 6. Methods of Collecting Job Analysis Information: Participant Diary/Logs • Information Source  Workers keep a chronological diary/ log of what they do and the time spent on each activity • Advantages  Produces a more complete picture of the job  Employee participation • Disadvantages  Distortion of information  Depends upon employees to accurately recall their activities © 2008 Prentice Hall, Inc. All rights reserved. 4–6
  7. 7. Quantitative Job Analysis Techniques Quantitative Job Analysis Position Analysis Questionnaire Department of Labor (DOL) Procedure © 2008 Prentice Hall, Inc. All rights reserved. Functional Job Analysis 4–7
  8. 8. Writing Job Descriptions Job Identification Job Summary Job Specifications Sections of a Typical Job Description Working Conditions Standards of Performance © 2008 Prentice Hall, Inc. All rights reserved. Responsibilities and Duties Authority of the Incumbent 4–8
  9. 9. Writing Job Specifications “What traits and experience are required to do this job well?” Specifications for Trained Versus Untrained Personnel Specifications Based on Judgment © 2008 Prentice Hall, Inc. All rights reserved. Specifications Based on Statistical Analysis 4–9
  10. 10. Job Analysis in a “Jobless” World Job Design: Specialization and Efficiency? Job Enlargement Job Rotation © 2008 Prentice Hall, Inc. All rights reserved. Job Enrichment 4–10
  11. 11. Job Analysis in a “Jobless” World (cont’d) Dejobbing the Organization Flattening the Organization Using SelfManaged Work Teams © 2008 Prentice Hall, Inc. All rights reserved. Reengineering Business Processes 4–11
  12. 12. KEY TERMS job analysis job description job specifications organization chart process chart diary/log position analysis questionnaire (PAQ) U.S. Department of Labor (DOL) job analysis procedure functional job analysis © 2008 Prentice Hall, Inc. All rights reserved. Standard Occupational Classification (SOC) job enlargement job rotation job enrichment dejobbing boundaryless organization reengineering competencies competency-based job analysis performance management 4–12
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