job analysis

1. PowerPoint Presentation by
Monica Belcourt, York University and
Charlie Cook, The University of West Alabama
Managing Human Resources
Belcourt * Bohlander * Snell 5th Canadian edition
Copyright © 2008 by Nelson, a division of Thomson
Canada Limited. All rights reserved.
Job Analysis, Employee
Involvement, and
Flexible Work Schedules

2. Copyright © 2008 by Nelson, a division of Thomson Canada Ltd. 4–2
Objectives
After studying this chapter, you should be able to:
1. Discuss the relationship between job requirements and the
performance of HRM functions.
2. Indicate the methods by which job analysis typically is
completed.
3. Identify and explain the various sections of job descriptions.
4. Provide examples illustrating the various factors that must be
taken into account in designing a job.
5. Discuss the various job characteristics that motivate
employees.

3. Copyright © 2008 by Nelson, a division of Thomson Canada Ltd. 4–3
Objectives (cont’d)
After studying this chapter, you should be able to:
6. Describe the different group techniques used to maximize
employee contributions.
7. Differentiate and explain the different adjustments in work
schedules.

4. Copyright © 2008 by Nelson, a division of Thomson Canada Ltd. 4–4
What is a Job?
• Job
A group of related activities
and duties.
• Position
The different duties and
responsibilities performed
by only one employee.
• Job Family
A group of individual jobs
with similar characteristics.
Job
Job Job Job

5. Copyright © 2008 by Nelson, a division of Thomson Canada Ltd. 4–5
Job Requirements
• Job Specification
Statement of the needed knowledge, skills, and
abilities (KSAs) of the person who is to perform the
job
• Job Description
Statement of the tasks, duties, and responsibilities
(TDRs) of a job to be performed

6. Copyright © 2008 by Nelson, a division of Thomson Canada Ltd. 4–6
Job Requirements
Relationship of Job Requirements
to Other HRM Functions
Recruitment
Selection
Performance
Appraisal
Training and
Development
Compensation
Management
Determine recruitment qualifications
Provide job duties and job
specifications for selection process
Provide performance criteria for
evaluating employees
Determine training needs and develop
instructional programs
Provide basis for determining
employee’s rate of pay

7. Copyright © 2008 by Nelson, a division of Thomson Canada Ltd. 4–7
Job Analysis
• Job Analysis
The process of obtaining information about jobs by
determining what the duties, tasks, or activities of jobs
are.
HR managers use the data to develop job
descriptions and job specifications that are the basis
for employee performance appraisal and
development.
The ultimate purpose of job analysis is to improve
organizational performance and productivity.

8. Copyright © 2008 by Nelson, a division of Thomson Canada Ltd. 4–8
The Process of Job Analysis
Figure 4.1

9. Copyright © 2008 by Nelson, a division of Thomson Canada Ltd. 4–9
Determining Job Requirements
• What employee does
• Why employee does it
• How employee does it
• Determining job requirements
• Summary statement of the job
• List of essential functions of the
job
• Employee orientation
• Employee instruction
• Disciplinary action
• Personal qualifications required
in terms of skills, education and
experience
• Recruitment
• Selection
• Development
Nature of:
Job Analysis
Job Description
Job Specification
Basis for:

10. Copyright © 2008 by Nelson, a division of Thomson Canada Ltd. 4–10
Job Analysis and Essential Job Functions
• Essential Functions
Statements in the job description of job duties and
responsibilities that are critical for success on the job.
A job function is essential if:
The position exists to perform the function.
A limited number of employees are available to
perform the function.
The function is specialized, requiring needed
expertise or abilities to complete the job.

11. Copyright © 2008 by Nelson, a division of Thomson Canada Ltd. 4–11
Performing Job Analysis
1. Select jobs to study
2. Determine information to collect: Tasks,
responsibilities, skill requirements
3. Identify sources of data: Employees,
supervisors/managers
4. Methods of data collection: Interviews,
questionnaires, observation, diaries and records
5. Evaluate and verify data collection: Other
employees, supervisors/managers
6. Write job analysis report

12. Copyright © 2008 by Nelson, a division of Thomson Canada Ltd. 4–12
Gathering Job Information
• Interviews
• Questionnaires
• Observation
• Diaries

13. Copyright © 2008 by Nelson, a division of Thomson Canada Ltd. 4–13
Controlling the Accuracy of Job Information
• Factors influencing the accuracy of job
information
Self-reporting exaggerations and omissions by
employees and managers
Collecting information from a representative sample
of employees
Capturing all important job information
 Length of job cycle exceeding observation period
 Lack of access to job site for personal observation
 Lack of familiarity with the tasks, duties, and
responsibilities of a job
 Ongoing changes in the job

14. Copyright © 2008 by Nelson, a division of Thomson Canada Ltd. 4–14
Popular Approaches to Job Analysis
Functional Job
Analysis
Position Analysis
Questionnaire
Critical Incident
Method
HRIS and Job
Analysis

15. Copyright © 2008 by Nelson, a division of Thomson Canada Ltd. 4–15
Approaches to Job Analysis
• Functional Job Analysis (FJA)
Quantitative approach to job analysis that utilizes a
compiled inventory of the various functions or work
activities that can make up any job.
Assumes that each job involves three broad worker
functions: (1) data, (2) people, and (3) things.

16. Copyright © 2008 by Nelson, a division of Thomson Canada Ltd. 4–16
Difficulty Levels of Worker Functions
DATA (4TH DIGIT) PEOPLE (5TH DIGIT) THINGS (6TH DIGIT)
0 Synthesizing 0 Mentoring 0 Setting up
1 Coordinating 1 Negotiating 1 Precision working
2 Analyzing 2 Instructing 2 Operating-controlling
3 Compiling 3 Supervising 3 Driving-operating*
4 Computing 4 Diverting 4 Manipulating
5 Copying 5 Persuading 5 Tending
6 Comparing 6 Speaking-signalling* 6 Feeding-offbearing*
7 Serving 7 Handling
8 Taking instructions—helping*
*Hyphenated factors are single factors.
Source: U.S. Department of Labor, Employment and Training Administration, Revised
Handbook for Analyzing Jobs (Washington, DC: U.S. Government Printing Office, 1991), 5.
Less
More
Figure 4.2

17. Copyright © 2008 by Nelson, a division of Thomson Canada Ltd. 4–17
Approaches to Job Analysis (cont’d)
• Position Analysis Questionnaire (PAQ)
A questionnaire covering 194 different tasks that, by
means of a five-point scale, seeks to determine the
degree to which different tasks are involved in
performing a particular job.
• Critical Incident Method
Job analysis method by which job tasks are identified
that are critical to job success.
The job analyst writes five to ten important task
statements for each job under study.

18. Copyright © 2008 by Nelson, a division of Thomson Canada Ltd. 4–18
A Sample Page from the PAQ
Source: Position Analysis Questionnaire, copyright 1969, 1989 by Purdue
Research Foundation, West Lafayette, Ind. 47907. Reprinted with permission.
Figure 4.3

19. Copyright © 2008 by Nelson, a division of Thomson Canada Ltd. 4–19
Approaches to Job Analysis (cont’d)
• Task Inventory Analysis
An organization-specific analysis developed by
identifying—with the help of employees and
managers—a list of tasks and their descriptions that
are components of different jobs.
• HRIS and Job Analysis
Human resource information systems (HRIS) and
specialized software help automate job analysis.
 Analyze jobs and write job descriptions and job
specifications based on those analyses.
 Combine job analysis with job evaluation and the pricing
of organizational jobs.