Job & task analysis

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Job & task analysis

  1. 1. CompanyLOGO Job & Task Analysis By : Nabil Diab, PhD Candidate OM7501 Northcentral University Feb 2010 1
  2. 2. Overview1. Introduction2. Job Analysis Process3. Major Multifaceted Nature4. Methods of Job Analysis5. Job Analysis Goal6. Example 17. Example 2 8. Summary8. References 2
  3. 3. IntroductionAn important concept of Job Analysis is that the analysis is conducted of the Job, not the person. Job Analysis is a process to identify and determine in detail the particular job duties and requirements The history of job analysis Job Analysis is “the can be traced back to and the relative Socrates in the fifth century collection and analysis of importance of these B.C. and his description of any type of job-related duties for a given job ( hr- the ideal state ( Primoff & information by any method guide.com, 1999). Fine, 1988). In 1916, for any purpose. It may be Frederick Taylor referred to looked at as a way to job analysis as the first of analyze reality,” (Ash, 1988, the four principles of scientific management p.3). (Ash,1988). 3
  4. 4. Job Analysis ProcessSource: Based on reference information contained in the web document “Job Analysis in theAMEDD”, which is located athttp://www.cs.amedd.army.mil/simcenter/job_analysis_in_the_amedd.htm 4
  5. 5. The Major Multifaceted Nature of the Job Analysis Job Analysis Selection Employee Training Safety and Health Source: Based on DeCenzo & Robbins, “Human Resource Management” , 1999, p. 145 5
  6. 6. Methods of Job Analysis Interview Questionnaires Observation DiaryTakes Uses experts to gatherpast information aboutincidents •Analyst •Individual Questions observes Employees jobof good about the incumbent characteristics record job’s tasksand bad information  Directly •Group &behavior into diaries  Videotape responsibilities of their daily tasks 6
  7. 7. Job Analysis Goal: Match Person & Job Person Job KSAs Talents & Interests  Tasks & Duties Motivation  Rewards Job Outcomes  Performance  Satisfaction 7
  8. 8. Example 1 • • Common Elements Title: • Safety Manager • Summary: – Job Title • Function & Scope: • To provide professional knowledge and expertise in – Job Summary the administration and support of environmental health and safety programs. – Tasks & Duties Responsible for the overall coordination and implementation of environmental health and safety • “Task Statements” programs to assure compliance with regulatory agency guidelines and institutional policies. – Qualifications • Education: • Required: – Other information • Bachelors degree/ • Preferred: • Bachelors degree in Engineering, Applied or Basic Science, Environmental Science, Industrial Hygiene, or a related field. • Other Knowledge, Skills, and Abilities: Eligible to be certified in one of the following: Certified Safety Professional (CSP) by Board of Certified Safety Professional Certified Industrial Hygienist (CIH) by American Board of Industrial HygieneSource: Based on reference information contained in the web document “ UTD Certified Biological Safety Professional (CBSP) byHuman Resources Management”, which is located at American Biologicalhttp://www.utdallas.edu/hrm/compensation/jobdescriptions/6616.php5 8 Safety Association
  9. 9. Example 1- Task Statement Format• Performs what action? • Additional information  Example: “Supervise”  Example: Responsible for duties as assigned relating to internal• To whom or what is the action controls including safe-guarding performed? of department assets, reliability of department financial  Example: Ensures compliance with all applicable federal, state information, and compliance with and local legislation and codes applicable laws, regulations, governing environmental health policies and procedures. and safety Source: Based on reference information contained in the web document “ UTD Human Resources Management”, which is located at http://www.utdallas.edu/hrm/compensation/jobdescriptions/6616.php5 9
  10. 10. Example 1- Purpose How do you want to use Decide the Job Descriptions? • Job design purposes • Recruiting of the • Selection • Performance appraisal job analysis • Training project • CompensationSource: Based on reference information contained in the web document “ UTD Human Resources Management”, which is located athttp://www.utdallas.edu/hrm/compensation/jobdescriptions/6616.php5 10
  11. 11. Example 1- Method• Decide what data Identify sources of job (information) is needed – At a minimum, for each job data being analyzed, we need data on: – Job incumbents: • Tasks & duties observation, interview, performed on the job questionnaire • Qualifications required by the job – Supervisor of job:• Select specific procedures of job analysis interview, – Narrative Job Descriptions questionnaire • Simplest method of job analysis – Other sources • Collect qualitative data (no numbers) Source: Based on reference information contained in the web document “ UTD Human Resources Management”, which is located at http://www.utdallas.edu/hrm/compensation/jobdescriptions/6616.php5 11
  12. 12. Example 1- Data Collection & Analysis • Collect job data – Get the organization ready – Reduce sources of bias – Conduct effective interviews • Analyze the job data • Report results to organization – Write the job descriptions • Periodically recheck the job data – Update & revise the job descriptions as neededSource: Based on reference information contained in the web document “ UTD Human Resources Management”, which is located athttp://www.utdallas.edu/hrm/compensation/jobdescriptions/6616.php5 12
  13. 13. Example 1- Assessment • Evaluate the Job Analysis project – Continuous improvement: learn from both successes & mistakes to continuously get better • Did the project finish on-time and under-budget? – If not, what went wrong? What would you do differently? • Did you collect the correct information? – What additional information would you collect if you did the project over? – What information would you not collect? • Are the Job Descriptions being used as intended? – If not, what’s missing to make them useful?Source: Based on reference information contained in the web document “ UTD Human Resources Management”, which is located athttp://www.utdallas.edu/hrm/compensation/jobdescriptions/6616.php5 13
  14. 14. Example 2 • Job Title: • Marketing ManagerThe Structured Job Analysis Procedures will be • Department: • Marketingused in this example by deploying the • Reports To: • PresidentProfessional and Managerial Position Questionnaire • FLSA Status: • Non-Exempt(PMPQ) which is a structured job analysis • Prepared By: • Michael Smithquestionnaire for professional, managerial, and • Prepared Date: • December 1, 2004related positions such as those held by executives, • Approved By: • Janet Jonessupervisors, engineers, technicians, teachers, and • Approved Date: • December 15, 2004other professionals . • SUMMARY Plans, directs, and coordinates the marketing of the organizations products and/or services by performing the following duties personally or through subordinate supervisors.Source: Based on reference information contained in theweb document “ Professional and Managerial Position Source: Based on reference information contained in the webQuestionnaire (PMPQ) “ , which is located at document “ Job Description”, which is located athttp://www.paq2.com/pmpqmain.html https://www.jobdescription.com/content/complet1.asp 14
  15. 15. Example 2- Structured Job Analysis Procedures Structured Job Analysis Procedures  O*NET: Occupational Information Network database  Developed by the US Department of Labor  Standardized descriptors of skills, knowledges, tasks, occupation requirements, and worker abilities, interests, and values to assist you in building accurate job descriptionsSource: Based on reference information contained at http://www.onetcenter.org/ 15
  16. 16. SummaryNew Views of Job Analysis  Future-Oriented Strategic Job Analysis Instead of describing how a job is today, describe how it will be in the future Competency Modeling Define the job’s critical success factors, which should be tied to the organization’s objectives and strategy 16
  17. 17. References• Ash, R. (1988). Job analysis in the world of work. In S. Gael (Ed.), The Job Analysis Handbook for Business (pp. 3−13). New York: John Wiley and Sons.• DeCenzo, David A. and Stephen P. Robbins. Human Resource Management. New York: John Wiley & Sons, 1999.• Gael (1988a). The job analysis handbook for business, industry, and government, vol. 1. New York: John Wiley and Sons.• Gatewood, R., & Feild, H. (1994). Human resource selection. Orlando, FL: The Dryden Press• Ghorpade, J., & Atchison, T. (1980). The concept of job analysis: A review and some suggestions. Public Personnel Management, 9, 134−144.• Hr-Guide.com, (1999). HR guide to the internet: Job analysis. Retrieved Feb 2, 2010, from http://www.job-analysis.net/G000.htm• Mirabile, R. J. (1990). The power of job analysis. Training, 27(4), 70−74.• Oswald, F. L. (2003). Job analysis: Methods, research, and applications for human resource management in the new millennium. Personnel Psychology, 56(3), 800−802.• Primoff, E., & Fine, S. (1988). A history of job analysis. In S. Gael (Ed.), The job analysis handbook for business, industry and government, vol. 1. New York: John Wiley and Sons.• Siddique, C. M. (2004). Job analysis: A strategic human resource management practice. International Journal of Human Resource Management, 15(1), 219−244. 17

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