3 job analyisis

Job Analysis
and Rewards
Prof. Preeti Bhaskar
Symbiosis Centre for Management Studies, NOIDA

Chapter Outline
4-2
• Job Requirement
• Job Description & Job
Specification
• Competency based Job Analysis
• Job Rewards
• Job analysis for Teams

Changing Nature of Jobs
• Jobs are constantly evolving
• The traditional way of designing a job
– Identify and define its elements and tasks
precisely
• Shortcomings of the traditional view
– Jobs are constantly evolving
– Flexible jobs have frequently changing task
and KSAO requirements
– Need for new, general skills or competencies
like teamwork and engagement
4-3

Job Requirements Job Analysis:
Overview
• Definition
– Process of studying jobs to gather, analyze,
synthesize, and report information about job
requirements
• Two major forms
– Job requirements
• Specific KSAOs for the job
– Competency based
• General KSAOs for all applicants
• Has different degrees of relevance to staffing
activities
• Support activity for staffing activities
– Provides foundation for successful staffing systems
4-4

Job analysis is the process of gathering
information about a job. It is, to be more specific, a
systematic investigation of the tasks, duties and
responsibilities necessary to do a job.
Job analysis is a recording of all activities involved in the
job and the skill and knowledge requirement of the
performer of the job
Job Analysis
INTRODUCTION

Job Analysis:
A Basic Human Resource Management Tool
6
Tasks Responsibilities Duties
Job
Analysis
Job
Descriptions
Job
Specifications
Knowledge Skills Abilities
Human Resource
Planning
Recruitment
Selection
Training and
Development
Performance Appraisal
Compensation and
Benefits
Safety and Health
Employee and Labor
Relations
Legal Considerations
Job Analysis for Teams

M u lt if a c e t e d N a t u r e o f J o b A n a ly s is
R e c r u itm e n t
S e le c tio n
P la c e m e n t
T r a in in g
C o u n s e llin g
H u m a n R e s o u r c e
P la n n in g
J o b E v a lu a t io n
J o b D e s ig n a n d
R e d e s ig n
P e r fo r m a n c e
A p p r a is a l
E m p lo y e e S a f e t y
IMPORTANT BENEFITS OF JOB ANALYSIS

• Employment
• Organizational audit
• Training and development
• Performance appraisal
• Promotion and transfers
• Prevention dissatisfaction
• Compensation management
• Health and safety
• Induction
• Industrial relation
• Career planning
• Succession planningJob Analysis
USES JOB ANALYSIS

Organizational Analysis consists of :
1)The role of job in relation to other jobs
2) The class of jobs to which job belongs
3)detailed description of the activities and
responsibilities of job.
4)Past oriented and Future oriented
Job Analysis
Organizational Analysis

1. What type of Data to Collected (machine, tools
& work activities)
2. Data collection methods
3. Who to collect Data (Trained analyst,
Supervisors, Job incumbents)
Job Analysis
Collection of job Content

Job Analysis
METHODS OF COLLECTING JOB ANALYSIS DATA

• Job-related tangibles and intangibles – knowledge
dealt with or applied (as in accounting); materials
processed; products made or services performed
• Work performance – error analysis; work standards;
work measurements, such as time taken for a task
• Job context – work schedule; financial and
nonfinancial incentives; physical working conditions;
organizational and social contexts
• Personal requirements for the job – personal
attributes such as personality and interests; education
and training required; work experience
Summary of Types of Data Collected Through
Job Analysis

• Work Activities – work activities and processes;
activity records (in film form, for example);
procedures used; personal responsibility
• Worker-oriented activities – human behaviors, such
as physical actions and communicating on the job;
elemental motions for methods analysis; personal job
demands, such as energy expenditure
• Machines, tools, equipment, and work aids used
Cont.

• Job description –:
• Job Specification -:
Job Analysis
Process (contd.)

 Job description describes in detail theJob description describes in detail the
various aspects of a job like the tasksvarious aspects of a job like the tasks
involved, the responsibilities of the job andinvolved, the responsibilities of the job and
the deliverables.the deliverables.
Job Description

4-21Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee
compensation programs.
Duties  Relate salary to the performance of each employee.
Conduct periodic salary surveys.
 Develop and administer performance appraisal
programme.
 Develop and oversee bonus and other employee
benefit plans.
 Develop an integrated HR information system.
Working conditions Normal. Eight hours per day. Five days a week.
Report to Director, Human Resource Department.

• Make a group of 4 students , collect
at least five different job descriptions
from reputed organization .
• Compare the description ,
highlighting similarities and
differences
Home Work

• A Statement of human qualifications necessary to
do the job. Usually contains items such as
Education, Experience, Training, Communication
skills etc.
• It offers a profile of human characteristics
(knowledge, skills and abilities) needed by a person
doing a job.
Job Analysis
Job specification

4-23
Education  MBA with specialisation in HRM/MA in social work/PG
Diploma in HRM/MA in industrial psychology.
 A degree or diploma in Labour Laws is desirable.
Experience  At least 3 years’ experience in a similar position in a
large manufacturing company.
Skill, Knowledge, Abilities  Knowledge of compensation practices in
competing industries, of job analysis procedures, of
compensation survey techniques, of performance appraisal systems.
 Skill in writing job descriptions, in conducting job
analysis interviews, in making group presentations, in
performing statistical computations
 Ability to conduct meetings, to plan and prioritise
work.
Work Orientation Factors The position may require upto 15 per cent travel.
Age  Preferably below 30 years.23

• Job analysis is neither updated nor reviewed
• Job description or specification that is too vague
• Contamination (error of included irrelevant job
description and specification)
• Deficiency (error of omission of relevant
information)
• Job analysis tend to become subjective and
biased
• Time and cost of Job Analysis
Problem associated with job analysis:

defined as a systematic method of appraising
the worth or value of each job in relation to all
other jobs in the same organization.
Job Evaluation

1-To identify factors or conditions that place one
job higher than another in a value hierarchy.
2-To determine the relative worth of each job as a
basis for equitable pay differentials.
Purposes of job evaluation

Job design is the process of
•Process of determining the specific tasks to be
performed
•methods used in performing these tasks
•how the job relates to other work in the
organizationJob Analysis
Job design

• What tasks are required to be done or what
tasks is part of the job?
• How are the tasks performed?
• What amount are tasks are required to be done?
• What is the sequence of performing these
tasks?
Job design process

• Checking the work overload.
• Checking upon the work under load.
• Ensuring tasks are not repetitive in nature.
• Ensuring that employees don not remain
isolated.
• Defining working hours clearly.
• Defining the work processes clearly.
• The above mentioned are factors that if not take
Benefits of job design

Job Analysis
Methods of job design

• JOB ROTATION
• Job rotation involves shifting a person from one job
to another, so that he is able to understand and
learn what each job involves
• Avoids monopoly
• Provides an opportunity to broaden one’s
knowledge
• Avoiding fraudulent practice
Job Analysis
Job rotation

JOB ENLARGEMENT
•Job enlargement involves combining various
activities at the same level in the organization and
adding them to the existing job.
•Variety of skills
• Improves earning capacity
•Wide range of activities
Job Analysis
Job enlargement

JOB ENRICHMENT
•Job enrichment is the type of expansion of a job that
gives employee more challenging more reliability
more opportunity to grow and contribute his/her idea
to the organization success
Job Analysis
Job enrichment

•Update the database regularly (job description + job
specification )
•Tends to be subjective and biased
•Considered at the time of downsizing
Job Analysis
ISSUES IN JOB ANALYSIS

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

4–38
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

Job Rewards:
Collecting Information
• Within the organization
– Interviews with employees
– Surveys with employees
• Outside the organization
– SHRM survey
– Organizational practices
4-41

Examples of Reward Preferences
Interview Questions
4-42

Recommendations: Establishing
Job-Related Nature of Staffing Practices
• Job analysis must be performed and must
be for the job for which the selection
instrument is to be utilized
• Analysis of job should be in writing
• Job analysis should describe in detail the
procedure used
• Job data should be collected from a
variety of current sources by
knowledgeable job analysts

Recommendations: Establishing
Job-Related Nature of Staffing Practices
• Sample size should be large and representative
of jobs for which selection instrument is used
• Tasks, duties, and activities should be included
in analysis
• Most important tasks should be represented in
selection devise
• Competency levels of job performance for
entry-level jobs should be specified
• Knowledge, skills, and abilities should be
specified, particularly if content validation
model is followed

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

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–47
1.1. Discuss the nature of job analysis, including what it isDiscuss the nature of job analysis, including what it is
and how it’s used.and how it’s used.
2.2. Use at least three methods of collecting job analysisUse at least three methods of collecting job analysis
information, including interviews, questionnaires, andinformation, including interviews, questionnaires, and
observation.observation.
3.3. Write job descriptions, including summaries and jobWrite job descriptions, including summaries and job
functions, using the Internet and traditional methods.functions, using the Internet and traditional methods.
4.4. Write a job specification.Write a job specification.
5.5. Explain job analysis in a “worker-empowered” world,Explain job analysis in a “worker-empowered” world,
including what it means and how it’s done in practice.including what it means and how it’s done in practice.
LEARNING OUTCOMESLEARNING OUTCOMES

WHERE WE ARE NOW…

The Basics of Job Analysis: TermsThe Basics of Job Analysis: Terms
• Job AnalysisJob Analysis
 The procedure for determining the duties and skill requirementsThe procedure for determining the duties and skill requirements
of a job and the kind of person who should be hired for it.of a job and the kind of person who should be hired for it.
• Job DescriptionJob Description
 A list of a job’s duties, responsibilities, reporting relationships,A list of a job’s duties, responsibilities, reporting relationships,
working conditions, and supervisory responsibilities—oneworking conditions, and supervisory responsibilities—one
product of a job analysis.product of a job analysis.
• Job SpecificationsJob Specifications
 A list of a job’s “human requirements,” that is, the requisiteA list of a job’s “human requirements,” that is, the requisite
education, skills, personality, and so on—another product of aeducation, skills, personality, and so on—another product of a
job analysis.job analysis.

Types of Information CollectedTypes of Information Collected
Work
activities
Human
behaviors
Human
requirements
Job
context
Machines, tools,
equipment, and
work aids
Performance
standards
Information
Collected Via
Job Analysis

Uses of Job Analysis InformationUses of Job Analysis Information
Recruitment
and selection
Compensation
EEO
compliance
Discovering
unassigned duties
Performance
appraisal
Training
Information
Collected via
Job Analysis

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

Steps in Job AnalysisSteps 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.

FIGURE 4–2 Process Chart for Analyzing a Job’s Workflow

Collecting Job Analysis InformationCollecting Job Analysis Information
Interviews Questionnaires Observations
Methods for Collecting Job Analysis Information
Diaries/Logs

Job Analysis: Interviewing GuidelinesJob Analysis: Interviewing Guidelines
• The job analyst and supervisor should work togetherThe job analyst and supervisor should work together
to identify the workers who know the job best.to identify the workers who know the job best.
• Quickly establish rapport with the interviewee.Quickly establish rapport with the interviewee.
• Follow a structured guide or checklist, one that listsFollow a structured guide or checklist, one that lists
open-ended questions and provides space for answers.open-ended questions and provides space for answers.
• Ask the worker to list his or her duties in orderAsk the worker to list his or her duties in order
of importance and frequency of occurrence.of importance and frequency of occurrence.
• After completing the interview, review and verifyAfter completing the interview, review and verify
the data.the data.

Methods for Collecting Job AnalysisMethods for Collecting Job Analysis
Information: The InterviewInformation: The Interview
• Information SourcesInformation Sources
 Individual employeesIndividual employees
 Groups of employeesGroups of employees
 Supervisors withSupervisors with
knowledge of the jobknowledge of the job
• AdvantagesAdvantages
 Quick, direct way to findQuick, direct way to find
overlooked informationoverlooked information
• DisadvantageDisadvantage
 Distorted informationDistorted information
• Interview FormatsInterview Formats
 Structured (Checklist)Structured (Checklist)
 UnstructuredUnstructured

Information: QuestionnairesInformation: Questionnaires
• Information SourceInformation Source
 Have employees fill outHave employees fill out
questionnaires to describequestionnaires to describe
their job-related duties andtheir job-related duties and
responsibilitiesresponsibilities
• Questionnaire FormatsQuestionnaire Formats
 Structured checklistsStructured checklists
 Open-ended questionsOpen-ended questions
 Quick and efficient wayQuick and efficient way
to gather informationto gather information
from large numbers offrom large numbers of
employeesemployees
• DisadvantagesDisadvantages
 Expense and timeExpense and time
consumed in preparing andconsumed in preparing and
testing the questionnairetesting the questionnaire

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.

FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions (cont’d)

FIGURE 4–4 Example of Position/Job Description Intended for Use Online

FIGURE 4–4 Example of Position/Job Description Intended for Use Online (cont’d)

Information: ObservationInformation: Observation
 Observing and noting theObserving and noting the
physical activities ofphysical activities of
employees as they goemployees as they go
about their jobs byabout their jobs by
managers.managers.
 Provides first-handProvides first-hand
informationinformation
 Reduces distortionReduces distortion
of informationof information
 Time consumingTime consuming
 Reactivity response distortsReactivity response distorts
employee behavioremployee behavior
 Difficulty in capturingDifficulty in capturing
entire job cycleentire job cycle
 Of little use if job involves aOf little use if job involves a
high level of mental activityhigh level of mental activity

Information: Participant Diaries/LogsInformation: Participant Diaries/Logs
 Workers keep aWorkers keep a
chronological diary or logchronological diary or log
of what they do and theof what they do and the
time spent on each activitytime spent on each activity
 Produces a more completeProduces a more complete
picture of the jobpicture of the job
 Employee participationEmployee participation
 Distortion of informationDistortion of information
 Depends upon employeesDepends upon employees
to accurately recall theirto accurately recall their
activitiesactivities

Quantitative Job Analysis TechniquesQuantitative Job Analysis Techniques
Position Analysis
Questionnaire
Functional Job
Analysis
Quantitative Job
Analysis
Department of
Labor (DOL)
Procedure

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.

TABLE 4–1 Basic Department of Labor Worker Functions

FIGURE 4–6 Sample Report Based on Department of Labor Job Analysis Technique

Internet-Based Job AnalysisInternet-Based Job Analysis
 Collects information in a standardized format fromCollects information in a standardized format from
geographically dispersed employeesgeographically dispersed employees
 Requires less time than face-to-face interviewsRequires less time than face-to-face interviews
 Collects information with minimal intervention or guidanceCollects information with minimal intervention or guidance

FIGURE 4–7 Selected O*NET General Work Activities Categories

Writing Job DescriptionsWriting 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

The Job DescriptionThe Job Description
• Job IdentificationJob Identification
 Job titleJob title
 FLSA status sectionFLSA status section
 Preparation datePreparation date
 PreparerPreparer
• Job SummaryJob Summary
 General nature of the jobGeneral nature of the job
 Major functions/activitiesMajor functions/activities
• RelationshipsRelationships
 Reports to:Reports to:
 Supervises:Supervises:
 Works with:Works with:
 Outside the company:Outside the company:
• Responsibilities and DutiesResponsibilities and Duties
 Major responsibilities andMajor responsibilities and
duties (essential functions)duties (essential functions)
 Decision-making authorityDecision-making authority
 Direct supervisionDirect supervision
 Budgetary limitationsBudgetary limitations
• Standards of PerformanceStandards of Performance
and Working Conditionsand Working Conditions
 What it takes to do the jobWhat it takes to do the job
successfullysuccessfully

FIGURE 4–8 Sample Job Description, Pearson Education

FIGURE 4–8 Sample Job Description, Pearson Education (cont’d)

FIGURE 4–9 Marketing Manager Description from
Standard Occupational Classification

Using the Internet for Writing Job DescriptionsUsing the Internet for Writing Job Descriptions

TABLE 4–2 SOC Major Groups of Jobs

Writing Job Descriptions (cont’d)Writing Job Descriptions (cont’d)
Step 1.Step 1. Decide on a PlanDecide on a Plan
Step 2.Step 2. Develop an Organization ChartDevelop an Organization Chart
Step 3.Step 3. Use a Simplified Job Analysis QuestionnaireUse a Simplified Job Analysis Questionnaire
Step 4.Step 4. Obtain List of Job Duties from O*NETObtain List of Job Duties from O*NET
Step 5.Step 5. Compile the Job’s Human RequirementsCompile the Job’s Human Requirements
from O*NETfrom O*NET
Step 6.Step 6. Finalize the Job DescriptionFinalize the Job Description

FIGURE 4–10 Preliminary Job Description Questionnaire

Using O*Net for Writing Job DescriptionsUsing O*Net for Writing Job Descriptions

Using O*Net for Writing Job Descriptions (cont’d)Using O*Net for Writing Job Descriptions (cont’d)

Writing Job SpecificationsWriting 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

Writing Job Specifications (cont’d)Writing Job Specifications (cont’d)
• Steps in the Statistical ApproachSteps in the Statistical Approach
1.1. Analyze the job and decide how to measure jobAnalyze the job and decide how to measure job
performance.performance.
2.2. Select personal traits that you believe shouldSelect personal traits that you believe should
predict successful performance.predict successful performance.
3.3. Test candidates for these traits.Test candidates for these traits.
4.4. Measure the candidates’ subsequent jobMeasure the candidates’ subsequent job
performance.performance.
5.5. Statistically analyze the relationship between theStatistically analyze the relationship between the
human traits and job performance.human traits and job performance.

Job Analysis in a Worker-EmpoweredJob Analysis in a Worker-Empowered
WorldWorld
Job
Enlargement
Job
Enrichment
Job Design:
From Specialized
to Enriched Jobs
Job
Rotation

Other Changes at WorkOther Changes at Work
Flattening the
organization
Reengineering
business processes
Changing the Organization
and
Its Structure
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)
Standard Occupational Classification (SOC)
job enlargement
job rotation
job enrichment
competency-based job analysis

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.

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