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Chapter 4, Job Analysis.ppt
1.
PowerPoint Presentation by
Charlie Cook The University of West Alabama Chapter 4 Job Analysis Part Two | Recruitment and Placement Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–2 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 a job specification. 5. Explain job analysis in a “worker-empowered” world, including what it means and how it’s done in practice. LEARNING OUTCOMES
3.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–3 WHERE WE ARE NOW…
4.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–4 The Basics of Job Analysis: Terms • 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.
5.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–5 Types of Information Collected Work activities Human behaviors Human requirements Job context Machines, tools, equipment, and work aids Performance standards Information Collected Via Job Analysis
6.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–6 Uses of Job Analysis Information Recruitment and selection Compensation EEO compliance Discovering unassigned duties Performance appraisal Training Information Collected via Job Analysis
7.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–7 FIGURE 4–1 Uses of Job Analysis Information Job analysis Job description and specification Recruiting and selection decisions Performance appraisal Job evaluation— wage and salary decisions (compensation) Training requirements
8.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–8 Steps in Job Analysis 1 2 3 4 5 Steps in doing a job analysis: Review relevant background information. Decide how you’ll use the information. Select representative positions. Actually analyze the job. Verify the job analysis information. 6 Develop a job description and job specification.
9.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–9 FIGURE 4–2 Process Chart for Analyzing a Job’s Workflow
10.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–10 Collecting Job Analysis Information Interviews Questionnaires Observations Methods for Collecting Job Analysis Information Diaries/Logs
11.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–11 Job Analysis: Interviewing 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.
12.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–12 Methods for 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 • Disadvantage Distorted information • Interview Formats Structured (Checklist) Unstructured
13.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–13 Methods for 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
14.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–14 FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.
15.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–15 FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions (cont’d)
16.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–16 FIGURE 4–4 Example of Position/Job Description Intended for Use Online
17.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–17 FIGURE 4–4 Example of Position/Job Description Intended for Use Online (cont’d)
18.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–18 Methods for Collecting Job Analysis Information: Observation • Information Source Observing and noting the physical activities of employees as they go about their jobs by managers. • Advantages Provides first-hand information Reduces distortion of information • Disadvantages Time consuming Reactivity response distorts employee behavior Difficulty in capturing entire job cycle Of little use if job involves a high level of mental activity
19.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–19 Methods for Collecting Job Analysis Information: Participant Diaries/Logs • Information Source Workers keep a chronological diary or 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
20.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–20 Quantitative Job Analysis Techniques Position Analysis Questionnaire Functional Job Analysis Quantitative Job Analysis Department of Labor (DOL) Procedure
21.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–21 FIGURE 4–5 Portion of a Completed Page from the Position Analysis Questionnaire The 194 PAQ elements are grouped into six dimensions. This exhibit lists 11 of the “information input” questions or elements. Other PAQ pages contain questions regarding mental processes, work output, relationships with others, job context, and other job characteristics.
22.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–22 TABLE 4–1 Basic Department of Labor Worker Functions
23.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–23 FIGURE 4–6 Sample Report Based on Department of Labor Job Analysis Technique
24.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–24 Internet-Based Job Analysis • Advantages Collects information in a standardized format from geographically dispersed employees Requires less time than face-to-face interviews Collects information with minimal intervention or guidance
25.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–25 FIGURE 4–7 Selected O*NET General Work Activities Categories
26.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–26 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
27.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–27 The Job Description • Job Identification Job title FLSA status section Preparation date Preparer • Job Summary General nature of the job Major functions/activities • Relationships Reports to: Supervises: Works with: Outside the company: • Responsibilities and Duties Major responsibilities and duties (essential functions) Decision-making authority Direct supervision Budgetary limitations • Standards of Performance and Working Conditions What it takes to do the job successfully
28.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–28 FIGURE 4–8 Sample Job Description, Pearson Education
29.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–29 FIGURE 4–8 Sample Job Description, Pearson Education (cont’d)
30.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–30 FIGURE 4–9 Marketing Manager Description from Standard Occupational Classification
31.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–31 Using the Internet for Writing Job Descriptions
32.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–32 TABLE 4–2 SOC Major Groups of Jobs
33.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–33 Writing Job Descriptions (cont’d) Step 1. Decide on a Plan Step 2. Develop an Organization Chart Step 3. Use a Simplified Job Analysis Questionnaire Step 4. Obtain List of Job Duties from O*NET Step 5. Compile the Job’s Human Requirements from O*NET Step 6. Finalize the Job Description
34.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–34 FIGURE 4–10 Preliminary Job Description Questionnaire
35.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–35 Using O*Net for Writing Job Descriptions
36.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–36 Using O*Net for Writing Job Descriptions (cont’d)
37.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–37 Using O*Net for Writing Job Descriptions (cont’d)
38.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–38 Writing Job Specifications Job specifications for trained versus untrained personnel Job specifications based on statistical analysis “What human traits and experience are required to do this job well?” Job specifications based on judgment
39.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–39 Writing Job Specifications (cont’d) • Steps in the Statistical Approach 1. Analyze the job and decide how to measure job performance. 2. Select personal traits that you believe should predict successful performance. 3. Test candidates for these traits. 4. Measure the candidates’ subsequent job performance. 5. Statistically analyze the relationship between the human traits and job performance.
40.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–40 Job Analysis in a Worker-Empowered World Job Enlargement Job Enrichment Job Design: From Specialized to Enriched Jobs Job Rotation
41.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–41 Other Changes at Work Flattening the organization Reengineering business processes Changing the Organization and Its Structure Using self-managed work teams
42.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–42 Competency-Based Job Analysis • Competencies Demonstrable characteristics of a person that enable performance of a job. • Reasons for Competency-Based Job Analysis To support a high-performance work system (HPWS). To create strategically-focused job descriptions. To support the performance management process in fostering, measuring, and rewarding: General competencies Leadership competencies Technical competencies
43.
Copyright © 2011
Pearson Education, Inc. publishing as Prentice Hall 4–43 How to Write Job Competencies-Based Job Descriptions • Interview job incumbents and their supervisors Ask open-ended questions about job responsibilities and activities. Identify critical incidents that pinpoint success on the job. • Use off-the-shelf competencies databanks
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Pearson Education, Inc. publishing as Prentice Hall 4–44 FIGURE 4–11 The Skills Matrix for One Job at BP Note: The lighter color boxes within the individual columns indicate the minimum level of skill required for the job.
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Pearson Education, Inc. publishing as Prentice Hall 4–45 K E Y T E R M S job analysis job description job specifications organization chart process chart diary/log position analysis questionnaire (PAQ) Standard Occupational Classification (SOC) job enlargement job rotation job enrichment competency-based job analysis
46.
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Pearson Education, Inc. publishing as Prentice Hall 4–46 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Editor's Notes
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