1. Job Analysis & Design
Recruitment and Selection Lecture 03
2. Learning Objectives:
1. Explain how to perform a job analysis.
2. Explain how to perform job descriptions and job
specifications.
3. Compare and contrast methods in collecting job
analysis data.
3. Can a person learn knowledge, skills, and
attitude(s) at work?
4. Why is there a need for
job qualifications if
everything can be
learned at work?
5. Every organization aims to give each person
a separate, distinct job and ensure that
these jobs are coordinated in such a way
that the organization accomplishes its
goals.
Coordinated = no overlap of duties
Accomplishment = duties are related towards the goal
6. The easiest way
to identify
duties in an
organization is
through their
organizational
chart.
7. An organizational chart is a “snapshot” of the
organization at a given point in time and shows
the skeletal structure of the organization in a
chart form.
It provides the title for each position, and by
means of connecting lines, shows who is
accountable to whom and who is in charge of
what department.
8. Job Analysis is the procedure through which we
determine the duties and nature of jobs, and the
kinds of people (in terms of KSAOs) who should
be hired for them.
Job description – activities and responsibilities of the
job
Job Specifications – personal qualities, trainings, skills
and background required for the job.
9. Types of Information included in a Job
Analysis:
JOB ACTIVITIES. The information related to the
actual work activities performed such as sewing,
cleaning, coding, painting, welding, etc.
Sometimes the list of activities also indicate how,
why, and when a worker performs the
activity(ies).
10. Types of Information included in a Job
Analysis:
HUMAN BEHAVIORS. This information includes
personal job demands in terms of human energy
expenditures i.e. sensing, communicating,
decision-making, writing, etc.
11. Types of Information included in a Job
Analysis:
MACHINES, TOOLS, EQUIPMENTS USED. Included here
would be information regarding products made,
materials, processed, knowledge applied and
services rendered.
12. Types of Information included in a Job
Analysis:
PERFORMANCE STANDARDS. Information is also
collected on standards by which an employee will
be evaluated (quantity, quality or time taken for
each aspect of the job).
13. Types of Information included in a Job
Analysis:
JOB CONTEXT. Here, we include information such as
physical working conditions, work schedule, and
the organizational and social structures involved
in the job.
This part also includes financial and non-financial
incentives or benefits of the job.
14. Types of Information included in a Job
Analysis:
HUMAN REQUIREMENTS. This information includes
job-related knowledge or skills (education,
training, work experience) and personal
attributes (physical characteristics, personality,
interests, etc.)
15. Information derived from the
job analysis is used as a basis
of several interrelated
personnel management
activities.
In recruitment and selection,
the job description and
specification is a basis on
which we decide what sort of
people to recruit and hire.
16. Under compensation and benefits,
understanding of the job duties and
responsibilities help estimate the
value and appropriate
compensation for each job.
Performance appraisal involves
comparing each employee’s actual
performance with his/her desired
performance – determined through
job analysis.
17. Job analysis information is also useful in
developing training and development programs
for employees. The job analysis and the resulting
job description shows what sorts of skills are
required – therefore training.
19. Steps in Job Analysis
Step 1. Determine the use of the job analysis
information. The content of the job analysis is
dependent on the purpose or basis on which it will
be used for.
Step 2. Collect background information. Good
starting points to begin with would be
organizational charts, process charts and existing
job descriptions.
20. Steps in Job Analysis
Step 3. Select representative positions to be
analyzed. Identifying a key position to be analyzed
is advisable, especially on similar jobs which prove
to be time-consuming.
Step 4. Collect job analysis information. Analyze
jobs by collecting data on job activities, required
employee behaviors, working conditions, and
human requirements. (job analysis techniques)
21. Steps in Job Analysis
Step 5. Review the information with the
participants. The information gathered from job
analysis techniques should be verified with the
worker performing the job and the immediate
supervisor.
Step 6. Develop a job description and job
specification.
23. Job Analysis Techniques
THE INTERVIEW.
There are three types of interviews that can be
used in job analysis: individual interviews, group
interviews, and supervisor interviews.
The interview is probably the most commonly used
method in collecting information for job analysis.
Interviewing employees allows for identifying
activities and behavior which are not usually seen
on organizational or process charts.
24. An interview is also a relatively simple and quick
way of collecting information.
The major problem with this technique is distortion
of information, whether due to outright falsification
or an honest misunderstanding.
25. Typical questions :
- What is the job being performed?
- What are the major duties of the position?
- What exactly do you do?
- What physical locations do you work in?
- What are the education, experiences, skills,
certifications and licensing required?
- What activities do you participate in?
- What are your responsibilities?
- What are the physical demands of the job?
- What are the health and safety conditions?
- Are there any hazards involved in the job?
26. Job Analysis Techniques
QUESTIONNAIRES.
Having employees fill out questionnaires in which
they describe their job-related duties and
responsibilities is another good method for
obtaining job analysis information.
A questionnaire is a quick and efficient way of
obtaining information from a large number of
employees; less costly and less time-consuming.
27.
28. Job Analysis Techniques
OBSERVATION.
Direct observation (in conjunction with interview) is
useful in jobs with observable physical activities i.e.
janitor, assembly line worker, accounting clerk,
among others.
Observation should not be used when the job
entails a lot of unmeasurable mental activity i.e.
lawyer, designer, engineer.
29. Job Analysis Techniques
PARTICIPANT DIARY/LOGS.
Workers can be asked to keep a list of things they
do during the day. The employee records every
activity they do or participate in in a log. This can
provide a very comprehensive picture of the job
being analyzed.
30. SYNTHESIS
Job analysis is a family of procedures to identify
the content of a job in terms of the activities it
involves in addition to the attributes or
requirements necessary to perform those activities.
Job analysis provides information to organizations
that helps them determine which employees are
best fit for specific jobs.
31. SYNTHESIS
In summary, interviews, questionnaires,
observations and diary/logs are the most popular
methods for gathering job analysis data. They all
provide realistic information about the job and can
be used in developing job descriptions and
specifications.
They can be used more effectively in addition to
one another.
