Job Analysis and Design Introduction This section focuses on three issues in the field of personnel psychology: job analysis, job description, and job design. Job analysis and job description are foundation issues in the field that are often looked at closely from a legal perspective. Job design focuses on the motivation, efficiency, and effectiveness of the worker. Job Analysis A job analysis is the foundation for a variety of human resource functions. For example, recruitment, selection, placement, training and development, compensation, and promotion all rely upon the information gained through a job analysis. A job analysis is, essentially, a snapshot of the job and includes specific information such as the tasks performed by the worker, why the worker performs those tasks, the tools or techniques the worker uses to perform the tasks, and the conditions under which the tasks may be performed. For example, one task statement for a police officer might be, "Under various weather conditions, patrols are assigned an area on foot for the purpose of checking on the security of business establishments." A task statement for a telephone installation technician might read, "Using a staple gun, a screwdriver, and a handheld drill, install inside wiring and telephone instrument connection point." A job analysis may also list the knowledge, skills, abilities, and personality characteristics (or the KSAPCs) required to successfully perform the job. For instance, the requirements for the police officer task statement might be knowledge of criminal law, knowledge of patrol procedures, and ability to observe details. It is important to note that instead of KSAPCs, job analysts may use the acronym KSAO for knowledge, skills, abilities, and other characteristics. There is no one way to perform a job analysis. Choice of a job analysis technique depends upon the purpose of the analysis as well as the training of the analyst. Job analysis data may be collected by observing workers performing the job, having the analyst perform the job, reviewing training materials, interviewing persons who perform the job, interviewing those who supervise the workers, or having workers complete a survey which asks them about the job. The job analyst may design the survey or use a published job analysis survey. Often, more than one data collection method is used. This multimethod approach increases the probability of achieving an in-depth understanding of the job. Assessing Job Descriptions A job description is one of the results of a job analysis. It is a brief statement that summarizes the information contained in the job analysis. A job description is the document that job candidates typically see during the recruitment or selection process. By reviewing a job description, a candidate for the position should have a fairly good understanding of the duties, responsibilities, and requirements of the jo ...

1. Job Analysis and Design
Introduction
This section focuses on three issues in the field of personnel
psychology: job analysis,
job description, and job design. Job analysis and job description
are foundation issues
in the field that are often looked at closely from a legal
perspective. Job design focuses
on the motivation, efficiency, and effectiveness of the worker.
Job Analysis
A job analysis is the foundation for a variety of human resource
functions. For
example, recruitment, selection, placement, training and
development, compensation,
and promotion all rely upon the information gained through a
job analysis. A job
analysis is, essentially, a snapshot of the job and includes
specific information such as
the tasks performed by the worker, why the worker performs
those tasks, the tools or

2. techniques the worker uses to perform the tasks, and the
conditions under which the
tasks may be performed. For example, one task statement for a
police officer might be,
"Under various weather conditions, patrols are assigned an area
on foot for the purpose
of checking on the security of business establishments." A task
statement for a
telephone installation technician might read, "Using a staple
gun, a screwdriver, and a
handheld drill, install inside wiring and telephone instrument
connection point." A job
analysis may also list the knowledge, skills, abilities, and
personality characteristics (or
the KSAPCs) required to successfully perform the job. For
instance, the requirements
for the police officer task statement might be knowledge of
criminal law, knowledge of
patrol procedures, and ability to observe details. It is important
to note that instead of
KSAPCs, job analysts may use the acronym KSAO for
knowledge, skills, abilities, and
other characteristics.
There is no one way to perform a job analysis. Choice of a job

3. analysis technique
depends upon the purpose of the analysis as well as the training
of the analyst. Job
analysis data may be collected by observing workers performing
the job, having the
analyst perform the job, reviewing training materials,
interviewing persons who
perform the job, interviewing those who supervise the workers,
or having workers
complete a survey which asks them about the job. The job
analyst may design the
survey or use a published job analysis survey. Often, more than
one data collection
method is used. This multimethod approach increases the
probability of achieving an
in-depth understanding of the job.
Assessing Job Descriptions
A job description is one of the results of a job analysis. It is a
brief statement that
summarizes the information contained in the job analysis. A job
description is the
document that job candidates typically see during the
recruitment or selection process.

4. By reviewing a job description, a candidate for the position
should have a fairly good
understanding of the duties, responsibilities, and requirements
of the job. A job
description is not as comprehensive as a job analysis because it
only lists the most
important or critical functions of the job.
Job Design
Job design is the process of assigning tasks to a job and
determining how the tasks will
be performed. Ideally, managers or job design specialists design
jobs so they will
increase motivation and satisfaction while maintaining a desired
level of output quality
and quantity. There are varieties of job design methods and, like
a job analysis, there is
no one best way to design a job. The design of the job should
take into consideration
the strategy of the organization (high quality or low price, for
example) and the
characteristics of the worker (including level of education, job
expectations, and

5. personality characteristics). Jobs may be designed so the tasks
and processes are
simplified and routine. They may also be designed with a focus
on enhancing worker
motivation by increasing variety and complexity, or by creating
a team environment.
Each method has benefits and liabilities and should be selected
so it fits well with the
strategy of the organization and the type of workers who will be
performing the job.
Job Analysis, Discrimination
Question 1: Explain the value of human resources as a strategic
partner in the
organization.
Answer 1: The new role of human resources specialist or
manager is that of an internal
consultant. In that role, they are the company’s experts:
assessing morale, analyzing
jobs, assessing processes, and monitoring the external
environment. For example, if the

6. company has a problem with product quality, the human
resources expert would
research the process, interview personnel, and develop possible
interventions (i.e.,
additional training, adding staff, revising job skill
requirements). Another example, if
an employee complains of discriminatory treatment, the human
resources expert would
research the complaint and make recommendations to
management concerning
disposition of the complaint.
The human resources expert is the first line of defense in
personnel issues that affect
the company’s success and profitability. Specialized training in
valuing diversity, EEO
requirements, and American with Disabilities Act (ADA)
requirements are examples
where being proactive can prevent issues before they arise. In
situations where
discipline or discharge is needed, the human resources expert
advises managers on the
laws and requirements. That is not to say they prevent discipline
or discharge, but
rather advise on doing it in such as way as to prevent

7. discrimination and minimize
legal redress.
Question 2: What are three distinct functions of the human
resources department?
Answer 2:
The functions of the human resources department include the
following:
Line function: managing the human resources department
Coordinator function: referred to as functional control in that
HR managers
coordinate personnel activities
Staff functions: assisting and advising line managers are the
major
responsibilities of HR managers
In the staff function, the HR manager assists in the hiring,
training, evaluating,
rewarding, counseling, promoting and firing of employees. The
HR manager also plays
an important employee advocacy role, helping to define how
management should be
treating employees, making sure employees can contest unfair
practices, and

8. representing the employees’ interests. The strategic advising of
the CEO is part of the
service provided by HR managers.
Question 3: What steps should companies take to avoid an
employment discrimination
charge with the EEOC?
Answer 3:
While the implications of an EEOC charge may be huge, it is
clear that HR managers
will be on relatively safer ground if they adhere to these
strategies with regard to
employment practices:
Monitor personnel decisions to ensure that there is no evidence
of disparate
treatment or a disproportionate impact caused by particular
personnel practices.
If there are disparities, determine whether the practices causing
the disparity are
essential for the business or are job-related.

9. Eliminate the practices if they are not job-related.
Not only will such strategies protect managers from EEOC
charges, but they will also
lead to better personnel decisions overall.
Question 4: Describe the term adverse impact and give an
example. What role does it
play in discrimination allegations?
Answer 4: The term adverse impact means the overall impact of
employer practices
that result in significantly higher percentages of members of
minorities and other
protected groups being rejected for employment, placement, or
promotion. In the
telecommunications industry, one of the skill requirements for
telephone installers
(predominately male) was being able to remove and remount the
extension ladder on
top of the truck. Females had difficulty because of the truck
height and weight of the
ladder. This was an adverse impact that was changed, with
ladder mounts being
installed on the side of the truck. Interestingly, many males had
back problems from

10. this activity, and the number of on the job injuries decreased.
Not surprising adverse impact is not too difficult for an
applicant to demonstrate. It is
important to address the mindset of the company regarding
practices and processes. In
many cases, there is no intentional discrimination because it is
the “way we always did
it." Reexamining tests and skill requirements are needed to
determine whether they are
valid for all populations. Historically, some minority groups do
not perform well on
paper and pencil tests. The question of how the test applies to
the job must be
addressed.
Question 5: What is a conciliation agreement and how does the
conciliation process
work?
Answer 5: When an EEOC complaint is filled, EEOC has 30
days to work out a
conciliation agreement between the parties before bringing suit.
If the EEOC cannot
obtain an acceptable conciliation agreement, it may sue the

11. employer in a federal
district court. A conciliation agreement is a form of finding an
acceptable settlement
between an employer and employee who contends
discriminatory treatment. It saves
the parties from filing a complaint with the court until their
investigation is complete.
Question 6: Explain the term dejobbed and describe methods
organizations have taken
to become more competitive.
Answer 6: Dejobbing is broadening the responsibilities of the
company’s jobs and
encouraging employees not to limit themselves to what is on
their job description. The
notion that employees must be told what to do came from the
military model after
World War II, when many business leaders were former
military. It is a model that no
longer applies. Engaged employees see what needs to be done
and address it.
Organizations are attempting to be more competitive by
reducing the levels within
organizations, establishing work teams, and reengineering the
business processes.

12. Question 7: Discuss the different types of information needed to
create a job analysis.
Answer 7:
Job analysis involves collecting data about the jobs performed
in an organization.
Three areas of information are as follows:
Knowledge: the degree to which a jobholder is required to
know specific
technical material
Skill: adequate performance on tasks requiring the use of tools,
equipment, and
machinery
Abilities: the physical and mental capacities needed to perform
tasks not
requiring the use of tools, equipment, or machinery
These are within the context of where the work is performed,
and the worker-oriented
activities (communicating, decision making, and performing
physical actions)