Dessler 04
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Dessler 04 Dessler 04 Presentation Transcript

  • Job Analysis Chapter 4 Part 2 | Recruitment and Placement
  • After studying this chapter, you should be able to:
    • Discuss the nature of job analysis, including what it is and how it’s used.
    • Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.
    • Write job descriptions, including summaries and job functions, using the Internet and traditional methods.
    • Write job specifications using the Internet as well as your judgment.
    • Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
  • Methods of Collecting Job Analysis Information: The Interview
    • Information Sources
      • Individual employees
      • Groups of employees
      • Supervisors with knowledge of the job
    • Advantages
      • Quick, direct way to find overlooked information
    • Disadvantages
      • Distorted information
    • Interview Formats
      • Structured (Checklist)
      • Unstructured
  • 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
    • Advantages
      • Quick and efficient way to gather information from large numbers of employees
    • Disadvantages
      • Expense and time consumed in preparing and testing the questionnaire
  • 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 a high level of mental activity
  • 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
  • Quantitative Job Analysis Techniques Position Analysis Questionnaire Functional Job Analysis Quantitative Job Analysis Department of Labor (DOL) Procedure
  • Writing Job Descriptions Job Identification Job Summary Responsibilities and Duties Authority of the Incumbent Standards of Performance Working Conditions Job Specifications Sections of a Typical Job Description
  • Writing Job Specifications Specifications for Trained Versus Untrained Personnel Specifications Based on Statistical Analysis “ What traits and experience are required to do this job well?” Specifications Based on Judgment
  • Job Analysis in a “Jobless” World Job Enlargement Job Enrichment Job Design: Specialization and Efficiency? Job Rotation
  • Job Analysis in a “Jobless” World (cont’d) Flattening the Organization Reengineering Business Processes Dejobbing the Organization Using Self-Managed Work Teams
  • K E Y T E R M S
    • 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
    • Standard Occupational Classification (SOC)
    • job enlargement
    • job rotation
    • job enrichment
    • dejobbing
    • boundaryless organization
    • reengineering
    • competencies
    • competency-based job analysis
    • performance management