This chapter discusses job analysis, including traditional and new strategic views. It describes the job analysis process as having four phases: determining scope, choosing methods, collecting and analyzing data, and assessing the analysis. Several traditional and structured job analysis methods are presented for obtaining work activities, abilities and competency data from subject matter experts and non-human sources. The chapter also discusses assessing different methods and how job analysis can provide value to an organization.

1. Chapter Four
Job Analysis:
Concepts,
Procedures, and
Choices

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Chapter Outline
• Traditional Job Analysis
• The Job Analysis Process
• Phase 1: The Scope of the Job Analysis
• Phase 2: The Methods of Job Analysis
• Phase 3: Data Collection and Analysis
• Phase 4: Assessing Traditional Job Analysis
Methods
• The “New Strategic View” of Job Analysis
• Traditional and New Strategic Views of Job
Analysis: Working Together
• Job Analysis: Adding Value to the
Organization

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Defining Job Analysis?
• Is it simply “obtaining information about
jobs?”
• Have jobs become extinct?
• Are jobs now behavioral contracts
between an employee and an
organization?

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The Job Analysis Process
• Determine the scope of the project
• Decide on the methods of job analysis
• Collect the data and analyze it
• Assess the costs, benefits and legality
of the analysis project

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Phase 1: The Scope of the Job
Analysis
• How Will The Job Analysis Data Be
Used?
– Recruiting & selection
– Developing an appraising employees
– Determining compensation
– Job and organizational design

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Scope of Job Analysis (cont’d)
• Determining Which Jobs to Analyze
– Strategically important job
– Jobs that are difficult to learn
– Job that require frequent hiring
– Jobs where there are legal issues
– Jobs changed by new technology

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Phase 2: The Methods of Job Analysis
• Types of Job Data
– Work activities
– Human Abilities
– Occupational Information Network (O*NET)
– Qualitative data
– Quantitative data

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Phase 2: The Methods of Job Analysis
(cont’d)
• Sources of Job Data
– Non-Human Sources, such as…..
• Existing descriptions
• Films of employees working
• Blueprints
• Equipment maintenance records
– Subject Matter Experts (SMEs)
• Job incumbents
• Supervisors
• Job analysts
• Trainers

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Phase 2: The Methods of Job Analysis
• Job Analysis Procedures
– Narrative Job Descriptions
– Engineering Approaches
• Micromotion Studies

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Methods of Job Analysis (cont’d)
• Structured Job Analysis Procedures
• Critical Incidents Technique (CIT)
• Department of Labor O*NET
• Functional Job Analysis (FJA)
• Position Analysis Questionnaire
(PAQ)
• Task Inventory Procedure
• Ability Requirements Scales
• Personality-Related Procedures

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Methods of Job Analysis (cont’d)
• Structured Procedures (cont’d)
– Managerial Job Analysis Procedures
• Management Position Description
Questionnaire (MPDQ)
• Supervisory Task Description Questionnaire
(STDQ)
• Professional and Managerial
Position Questionnaire (PMPQ)
– Cognitive Task Analysis

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Phase 3: Data Collection and Analysis
• Collecting Job Data
– Getting the Organization Ready
– Sources of Bias
– Job Analysis Interviews
• Analyzing Job Data
• Reporting and
Rechecking Job Data

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Phase 4: Assessing Job Analysis
Methods
• Purposes served
• Versatility
• Standardization level
• User acceptance
• Training required
• Sample size needed

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Assessing Job Analysis Methods (cont’d)
• Off-the-shelf
• Reliability
• Legality
• Time to complete
• Cost
• Examine validity of the “job descriptive
inference”

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The New Strategic View of Job
Analysis
• Job Analysis Methods Should Be:
– Future-oriented
– Linked to key strategic issues
– More generic in their approach

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The New Strategic View (cont’d)
• Competency Modelling
– Task competencies
– Results competencies
– Outcome competencies
– Knowledge, skill, and attitude
competencies
– Superior performer differentiators
– Attribute bundles

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Job Analysis Adding Value?
• Dollar costs versus dollar benefits
• Non-dollar costs versus non-dollar
benefits
• Dollar and non-dollar costs/benefits
difficult to assess
• Critical issue is does job analysis help
employees perform better

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Review
• Traditional Job Analysis
• The Job Analysis Process
• Phase 1: The Scope of the Job Analysis
• Phase 2: The Methods of Job Analysis
• Phase 3: Data Collection and Analysis
• Phase 4: Assessing Traditional Job Analysis
Methods
• The New Strategic View of Job Analysis
• Traditional and New Strategic Views of Job
Analysis: Working Together
• Job Analysis: Adding Value to the
Organization