HR job analysis

1. Jayendra Rimal
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2. Goal: Match Person & Job
 Need information about the Person & about the Job
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Person
KSAs
Talents & Interests
Motivation
Job
Tasks & Duties
Rewards
Job Outcomes
Performance
Satisfaction

3. Definitions
 Job Analysis: the process of collecting & analyzing
information about jobs to write:
 Job Description: a document that identifies the
tasks & duties performed by a job
 Job Specification: a document that identifies the
qualifications required by a job
 Job Evaluation: Determine relative worth of all jobs
to ensure fair and equitable pay treatment for all
employees
 Most organizations combine the Job Description & the
Job Specification into a single document for each job
 Usually simply called a “Job Description”
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4. Definitions, contd…
 Task: a unit of work activity performed by a worker
within a limited time period
 Duty: several related tasks that are performed by a
worker
 Position: the set of all tasks & duties performed by a
worker
 Job: a group of identical positions
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5. Format of a Job Description
 Example: Restaurant
Manager
 Common Elements
 Job Title
 Job Summary
 Tasks & Duties
 “Task Statements”
 Qualifications
 Other information
Restaurant Manager
Job Summary:
Plan, organize, direct, and coordinate the workers and resources of the restaurant for
the efficient, well-prepared, and profitable service of food and beverages.
Tasks and Duties:
1. Work with chefs and other personnel to plan menus that are flavorful and popular
with customers. Work with chefs for efficient provisioning and purchasing of
supplies. Estimate food and beverage costs. Supervise portion control and
quantities of preparation to minimize waste. Perform frequent checks to ensure
consistent high quality of preparation and service.
2. Supervise operation of bar to maximize profitability, minimize legal liability, and
conform to alcoholic beverage regulations.
3. Work with other management personnel to plan marketing, advertising, and any
special restaurant functions.
4. Direct hiring, training, and scheduling of food service personnel.
5. Investigate and resolve complaints concerning food quality and service.
6. Enforce sanitary practices for food handling, general cleanliness, and maintenance
of kitchen and dining areas.
7. Comply with all health and safety regulations.
8. Review and monitor, with bookkeeper or other financial personnel, expenditures
to ensure that they conform to budget limitations. Work to improve performance.
9. Perform other duties as assigned by management.
Qualifications:
1. Bachelor of Science degree in hotel/restaurant management is desirable. A
combination of practical experience and education will be considered as an
alternate.
2. Good organizational skills for dealing with diverse duties and staff.
3. Pleasant, polite manner for dealing with public as well as staff.
Reports to: Department:
Supervises: Division:
Date: Approved:
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6. Format of a Task Statement
 First word or phrase (required): Performs what
action? (Present-tense verb)
 Example: “Supervise …”
 Next word or phrase (required): To whom or what is
the action performed? (Object of the verb)
 Example: “… operation of bar …”
 Next word or phrase (optional): Additional information
 Example: “… to maximize profitability, minimize
legal liability, and conform to alcoholic beverage
regulations.”
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7. Format of a Task Statement
 Example: Restaurant
Manager
 Each Task Statement is
in the proper format
 Optional: Put the Task
Statements in order of:
 Task performance
 Task importance
 Amount of time spent
on each task
 No order, but group
related tasks
Restaurant Manager
Job Summary:
Plan, organize, direct, and coordinate the workers and resources of the restaurant
for the efficient, well-prepared, and profitable service of food and beverages.
Tasks and Duties:
1. Work with chefs and other personnel to plan menus that are flavorful and
popular with customers. Work with chefs for efficient provisioning and
purchasing of supplies. Estimate food and beverage costs. Supervise portion
control and quantities of preparation to minimize waste. Perform frequent
checks to ensure consistent high quality of preparation and service.
2. Supervise operation of bar to maximize profitability, minimize legal liability,
and conform to alcoholic beverage regulations.
3. Work with other management personnel to plan marketing, advertising, and
any special restaurant functions.
4. Direct hiring, training, and scheduling of food service personnel.
5. Investigate and resolve complaints concerning food quality and service.
6. Enforce sanitary practices for food handling, general cleanliness, and
maintenance of kitchen and dining areas.
7. Comply with all health and safety regulations.
8. Review and monitor, with bookkeeper or other financial personnel,
expenditures to ensure that they conform to budget limitations. Work to
improve performance.
9. Perform other duties as assigned by management.
Qualifications:
1. Bachelor of Science degree in hotel/restaurant management is desirable. A
combination of practical experience and education will be considered as an
alternate.
2. Good organizational skills for dealing with diverse duties and staff.
3. Pleasant, polite manner for dealing with public as well as staff.
Reports to: Department:
Supervises: Division:
Date: Approved:
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8. Job Analysis Process
 Source: Fisher, Schoenfeldt, & Shaw (2006), Figure 4.1, p. 141
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9. New Views of Job Analysis
 Future-Oriented Strategic Job Analysis
 Identify the tasks, knowledge, skills, & abilities that will
be needed to perform a job in the future
 Instead of describing how a job is today, describe
how it will be in the future
 Typically uses experts to help make predictions of the
future
 Competency Modeling
 Identify the observable performance dimensions that
differentiate effective from ineffective employees
 Define the job’s critical success factors, which should
be tied to the organization’s objectives and strategy
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10. Job Evaluation: Job Requirements and Pay
 It is the part of the process in which the organization
decides the relative internal worth relationships of jobs.
 The worth to the organization of the individually acquired
and job-related knowledge is identified through job rates
of pay.
 Job-related differences must be recognized in an
objective manner to ensure equitable relationship
between rates of pay provided and employee contribution.
 Developing different rates of pay can be systematic and
orderly process, or it can be reactive to the particular
influence of the moment
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11. Importance of Job Evaluation
 Establish an orderly, rational and systematic structure of
jobs based on their worth to the organization.
 To justify an existing pay rate structure or to develop
one that provides fro internal equity.
 To assist in setting pay rates that are comparable to
those of similar jobs in other organizations.
 To provide a rational basis for negotiating pay rates when
bargaining collectively with an union.
 To identify ladder of progression for future movement to
all employees interested in improving their compensation
opportunities.
 To comply with legislation and regulations
 To develop a base for a merit or pay-for performance
program.
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12. Predetermined Grading Approach
 Pay grade is a defined area that establishes a specific rate of
pay or a range of pay for all jobs that meet certain
requirements. The process:
 Developing a class standard/Pay grade narrative: Identify
and describe benchmark or key jobs that would normally be
paid at the highest or lowest levels of pay and sufficient
jobs between these two points. Positions are analyzed in
terms of responsibilities, difficulty and qualifications.
 Broadbanding: This groups a number of progressively higher-
paying grades into one pay grade band. Reduces the need to
define and measure job differences and promotes paying the
same rate of pay for jobs that require different knowledge
and skills.
 But the placement of a specific position into a pay grade can
be difficult because of an accurate and complete description
of that job. Problem with under or over emphasize job
content leading to an inappropriate pay grade.
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13. Market Pricing Approach
 No matter what evaluation method was used, organizations
have to recognize the realities of the market place.
 Pure market Pricing Method: This uses the labor market to
set the worth of jobs. Other organizations are asked to
match comparable jobs that have similar job activities and
incumbent requirements for fixing pay rates.
 Market Pricing Guide Line Method: This method permits
the influences of internal pay equity to interact with
existing market rates when determining rates of pay. This
contains (i) a guide line scale (ii) job scope date (iii) market
pricing and (iv) a horizontal guide line display
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14. Any questions?