1. Alpha defense System Alpha Electric
Military computer Adapt its weapon-
components for use in systems technology to
highly sophisticated manufacture for high-
weapons system tech communications
system
They are moving into an -
- extremely competitive business environment
where product life cycles are short and
innovation, customer orientation,
- high quality, and cost-effectiveness are
necessary to succeed.

2. Redesign Manufacturing Process
1. Assembly-line jobs will be relatively similar to those in the old
manufacturing process.
2. Warehousing, shipping and receiving, and most other jobs
within the plant will be converted to a team-based approach.
3. The organizational structure will be flattened, and employees
will be given more responsibility and broader powers to do
their jobs.
Problems that Alpha Faces
1. What jobs will have to be performed in the new plant
environment?
2. Who does what job?
3. Do traditional jobs still exist? (as many areas of work)

3. Chapter 3
Human Resource Planning
Fisher and Shaw
Human Resource
Management
Fifth Edition

4. Traditional Job Analysis:
Definition- “is the process of obtaining information about
jobs.”
A job has been using four concepts that have a hierarchical
relationship to one another, are-
* Tasks – A task is “a meaningful unit of work activity generally
performed on the job by one worker within some limited time
period.” It is a discrete unit of activity and represents a
composite of methods, procedures, and techniques.
* Duty – A duty is a loosely defined area of work that contains
several distinct tasks that are performed by an individual.
* Position – A position is the set of tasks and duties performed
by a single individual in an organization. Each person in an
organizations has a position.
* Job – A job is a group of positions that are identical with
respect to their major or significant tasks and sufficiently alike
to justify their covered by a single analysis
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5. The Job Analysis Process
Job Analysis is the process by which the duties of a position and
the characteristics of the people to hire for that position are
determined.
Job Analysis procedures information is used for written
-Job Descriptions (a list of what the job entails) and
-Job Specifications (what kind of people to hire for the job).
Job Analysis
Job Descriptions Job Specifications

6. The Job Analysis Process:
The basic job analysis process consists of ten steps, which can
be grouped into four major phases as follows
Phase-1 Scope of the project
Phase-2 Methods of job analysis
Phase-3 Data collection and analysis
Phase-4 Assessing job analysis methods
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7. Phase-1: The Scope of Job Analysis
1. Uses of Job Analysis:
Research showed that there are direct links between the duties
and the KSAs that are assessed in selection procedures.
Job analysis data provide information-
a. about what jobs will be like. (studies showed that realistic job
previews reduce applicants unrealistically high expectations
about jobs and thus reduce dissatisfaction and turnover.)
b. needed to develop job-relevant training programs and
performance appraisal systems.
c. to determine the similarity of jobs and thus the feasibility of
transfers between jobs.
d. to determine the relative worth of jobs.
e. to design jobs for maximum efficiency.
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8. Phase-1: The Scope of Job Analysis
2. Determine which jobs to analyze:
 critical to the success of an organization.
 difficult to learn and perform and thus require extensive
training.
 organization is constantly having to hire new employees.
 that have few minority or female employees. (to make sure that
illegal discrimination is not occurring in hiring process.)
 when new technology or other circumstances to be change
 when completely new jobs are added
 when some jobs are eliminated and their duties distributed to
other jobs within the organization
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9. Phase-2: The Methods of Job Analysis
3. The types of data to collect:
Data that are related to-various work activities and human abilities, and
- information about the equipment used on the job.
J.W. Cunningham identified three levels of work activities are-
 Foundation work activities are free of technological content and
applicable to wide range of occupations. Ex.
How much responsibility for people do you have on your job?
 Intermediate work activities have some technological content but
are applicable across a reasonably wide range of occupations. Ex.
How much of your time is spent teaching people?
 Area work activities are technologically oriented and quite specific to
particular occupational groups. Ex.
How much time do you spend cleaning surgical equipment?
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10. Phase-2: The Methods of Job Analysis
Taxonomies of human abilities that are widely used in job analysis-
 Psychomotor abilities, such as manual dexterity and arm/hand
steadiness
 Physical abilities, such as strength and stamina
 Cognitive abilities, such as intelligence and verbal comprehension
 Situational abilities, such as ability to work under time pressure and
the ability to work alone
Data to be collected-
-Qualitative data are narrative descriptions of the work activities, and
-Quantitative data are numerical values that indicate the extent to
which the work activities are involved.
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11. Phase-2: The Methods of Job Analysis
4. The sources of information
 Job incumbent
 Supervisors
 Subject matter expert (SMEs)
 Other job experts
Non-human sources-
 Job descriptions
 Equipment maintenance records
 Films of employees working
 Architectural blueprints
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12. Phase-2: The Methods of Job Analysis
5. Job Analysis Procedures
a. Narrative Job Descriptions:
It is the simplest form of job analysis. It includes-
 job title; job identification number; name of the department or
division; name of the job analyst;
 Brief written summary of the job; list of the jobs major duties;
 description of the skills, knowledge (including education), and
abilities;
 list of the machines, tools, and equipment used on job;
 explanation of the job relates to other jobs in the organization
(promotion from and promotion to)
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13. Phase-2: The Methods of Job Analysis
5. Job Analysis Procedures
b. Engineering Approach:
It involves an examination of the specific body movements
and/or procedural steps that are used to perform a particular
task.
 job analyst collects data by observing actual employees on the
job, films of employees working.
 Develop an operation chart to show the actions of an employee
performing a task.
 The chart uses symbols to represent the worker’s specific
actions and sequence in which they occur.
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14. Phase-2: The Methods of Job Analysis
5. Job Analysis Procedures
b. Engineering Approach (Micromotion Study):
Micromotion (time and motion study) studies are used to analyze
very short-cycle, repetitive tasks.
 job analyst develops a list of basic body motions and uses it to
analyze all the tasks included in the study.
 example: search, select, grasp, hold, position, inspect, assemble,
disassemble, etc.
 job analyst then identify the time required (in quantitative data)
to complete each motion.
 the data are particularly useful for the design of equipment to
be used on the job. 14

15. Phase-2: The Methods of Job Analysis
5. Job Analysis Procedures
c. Position Analysis Questionnaire (PAQ):
Designed by E. J. McCormick to analyze a wide variety of jobs.
 It consists of 187 items characterize the worker oriented
activities and 7 items deals with pay issues, are grouped into six
divisions. (see table 4.4)
 These are- sources of information, mental processes, work
output, relationships with other persons, job context, and other
job characteristics.
 Job analyst uses six scales to rate PAQ items are- i) extent of
use, ii) importance to the job, iii) amount of time, iv) possibility
of occurrence, v) applicability, and vi) special code.
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16. Phase-2: The Methods of job analysis
d) Managerial Job Analysis Procedures:
 Management position description questionnaire (MPDQ), is a
208-item questionnaire that is used to describe manager’s jobs. MPDQ
is completed by incumbent managers, who use a six-point scale to rate
each item.
 Professional and managerial position questionnaire (PMPQ),
consists of 93 items, divided into three major sections:
Job activities Planning and scheduling activities, Processing information and
ideas, Exercising judgment, Communicating, interpersonal
activities and relationship, and Technical activities.
Personal Education, training, and experience.
requirements
Other Personnel supervised by the employee, member of Professional
information organizations, professional license or certification, and salary of
the employee.
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17. Phase-3: Data Collection and Analysis
I. Collecting Job Data:
a. Getting the Organization Ready
 make sure that members of the organization understand and are
committed to the project
 Top management should be involved closely in the development of
the project
 There must be a clearly stated rationale and set of goals for the
project that is provided who participate in the project.
b. Sources of Bias: job data must be accurate, up-to date, and representative
picture of work activities.
Data can be bias because of-
-Sampling procedures (example –methods, types of people)
-Time factor (example –farmer)
-Technology or other situational factor (example –architectural design)
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18. Phase-3: Data Collection and Analysis
I. Collecting Job Data:
c. Job Analysis Interviews: interviewing is a skill that must be developed
through practice
II. Analyzing Job Data:
III. Reporting and Rechecking Job Data
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