5 Job Analysis

8/8/2019 5 Job Analysis

1/89

JOB ANALYSIS

Suruchi Pandey


2/89

Chapter Objectives

1. Job analysis

Definition, Purpose, Process2. Job Description

3. Job Specification

4. Job Design

Job Enrichment Job Enlargement

Job Rotation

Job Simplification


3/89

JobA job may be defined as a collection

or aggregation of tasks, duties andresponsibilities which as a whole, are

regarded as a regular assignment to

individual employees.


4/89

Job

In other words, when the total work

to be done is divided and grouped

into packages, we call it a Job.


5/89

JobEach job has a definite title based upon standardized

trade specifications within a job; two or more grades

may be identified, where the work assignments may begraded according to skill, the difficulty in doing them, or

the quality of workmanship. Further, a job may include

many positions, for a position is a job performed by,

related to, a particular employee.


6/89

What is job analysis?

The documentation of the major

responsibilities, duties, and tasks of a job, aswell as the kinds of knowledge, skills, andabilities needed to perform the job.

A systematic approach to collect informationabout a job such as tasks, responsibilities and

the skills required to perform those tasksAn important part of Human Resources (HR)planning


7/89

Job Analysis

It is a systematic analysis of each job for

the purpose of collecting information as to

what the job holder does, under what

circumstances it is performed and what

qualifications are required for doing the

job.


8/89

Definitions of Job AnalysisEdwin Flippo: Job analysis is the process

of studying and collecting information

relating to the operations and

responsibility of a specific job.


9/89


10/89

Defining responsibilities, duties,

and tasks.

ResponsibilityThe major groupings of activities (i.e., duties) performed in a

job.

DutyClusters of specific actions (i.e., tasks) with a common

purpose used to carryout each major responsibility.

TaskA specific action taken for a specific purpose.


11/89

EXAMPLE: Sales Manager

I. RESPONSIBILITIES

Planning sales campaigns.

Assisting in recruiting and hiring sales staff.

Training sales staff.

Supervising sales staff.

Developing pricing and discounting policies.Directing and assisting in customer service.


12/89

I. RESPONSIBIITIES - Training Sales Staff

II. DUTIES

Researching sales literature.

Developing training curriculum.Selecting training methods (manuals, power points,computer software, etc.)

Obtaining equipment, materials, facility, etc.

Scheduling training programs.

Assessing trainee learning.


13/89

I. RESPONSIBIITIES - Training Sales Staff

II. DUTIES - Researching Sales Literature

III. TASKS

Searching on Internet for sales training.

Reviewing sales training magazines and books.

Reviewing product literature.Reviewing customer brochures, etc.

Contacting training consultants.

Contacting other companies for benchmarking.


14/89

Uses of Job AnalysisHuman resource planning

Recruitment

Selection of personnel

Training and development

Organization audit


15/89


16/89

B. Purposes

JOB

ANALYSIS

RECRUITING SELECTION

TRAINING CAREER

PLANNING

COMPENSATION

PERFORMANCE APPRAISAL


17/89

Purposes Illustrated

(Legal, Staffing, & Appraisal)

Legal Compliance

Specifying required duties to properly classify jobs into Exempt orNonexempt categories under the Fair Labor Standards Act Of 1938.

Recruiting

Constructing accurate and detailed job advertisements in order to attractqualified and truly interested applicants for further screening.

Selection

Choosing tests that measure the kinds of KSAs identified in a job analysis

for a specific job.

Performance Appraisal

Using job analysis to identify the relevant performance targets used inannual employee appraisals.


18/89

Purposes Illustrated

(Training, Career Development, & Compensation)

TrainingDeveloping training programs that cover the kinds of tasks and skills

needed for a specific job.

Career DevelopmentSpecifying career paths comprised of sequences of jobs with specific

duties and KSAs.

CompensationEvaluating job duties and KSAs to determine the worth or valueadded of different jobs for setting equitable wages and salaries.


19/89

Steps/stages/process/procedure in

Job Analysis:

Collection of background information

Selection of representative job to be

analyzedCollection of job analysis data

Job Description

Developing job specification


20/89


21/89

Techniques of Job Analysis Data

Personal observation

Sending out questionnaires

Maintenance of log records

Conducting personal interviews


22/89

Who does the job analysis?

HR staff or outside consultants guide the

job analysis process, including (a)

questionnaire design, (b) collecting the

information, and (c) documenting

information.

Employees who perform the jobs and

their supervisors provide the information

and are often referred to as Subject

Matter Experts (SMEs).


23/89

What methods are used to collect job

information?

Observation Good for (a)simple jobs that are not toocomplicated and (b) jobs that

involve physical manipulationof tools, equipment, etc.

Interview Good when (a) jobduties take place over differentperiods of time (impractical to

observe) and (b) jobs arecomplex and require detailedexplanations by the SMEs.

Employee Diary Good when (a)

job duties take place over

different periods of time and (b)

it is difficult to scheduleinterviews with employees.

Questionnaire Good for (a)

insuring uniformity of the

information collected fordifferent jobs and (b) insuring

completeness of the information

gathered.


24/89


25/89

Should a qualitative or quantitative

approach be used?

1. Open Ended Questionnaires.

Provides full and detailed information needed to constructJob Descriptions.

2. Quantitative Questionnaires.

Provide scores for jobs on a set of work-skill

characteristics like those in Figure 2.4 and 2.5.


26/89

Examples of Quantitative Questionnaires

Task Checklist or Inventory

Used when there are a large number of

employees in a given job distributed manygeographical locations.

Goal is to determine the typical duties andtasks being performed for (a) developing ageneric job description and/or (b) placing jobsinto a classification system based on theemployee task ratings .


27/89


Functional Job Analysis (FJA)

Used by the Office of Personnel Management in the

federal government to score jobs and place them intojob families for testing and training decisions.

The FJA measures three primary characteristics of

work People, Data, and Things.


28/89


Position Analysis Questionnaire (PAQ)

Used to score jobs and group them into job

families for testing, training, compensation,

and legal decisions such as classification ofjobs into Exempt and Non-Exempt categories

under the Fair Labor Standards Act of 1938.


29/89

Components ofJob Analysis

Job Description Job Specification


30/89


31/89

Job Description

The preparation of job description is

necessary before a vacancy is

advertised. It tells in brief the nature of a

job. In other words, it emphasizes the

job requirements.


32/89

Definition of Job Description

Edwin Flippo: Job Description is an organized

factual statement of the duties and

responsibilities of a specific job. It should tellwhat is to be done, how it is done and why.


33/89

Job descriptions

A written description of a job, the types of

duties performed and the conditions under

which these duties are performed

A factual statement and summary of the

job contents in terms of job title, job duties

equipment to be used. Working ocnditions,

supervision needed, Hazards, relationship

with other jobs


34/89

Uses and Limitations+ Development of Specification

+Help in Orientation

+ Develop performance standards

+ Clarity in working and focus approach

x Not a permanent reflection of job

x Needs Updatation

x Becomes outdated for dynamic jobs


35/89

The details given in Job Description

Job title

Organizational location of the job

Supervision given and received

Materials, tools, machinery and equipment worked with

Designation of the immediate superiors and subordinates

Salary levels: Pay, DA, other allowances, bonus, incentivewage, method of payment, hours of work, shift, break

etc.


36/89

The details given in Job

Description

Complete list of duties to be performed separated according

to daily, weekly, monthly and casual, estimated time to be

spent on each dutyDefinition of unusual terms

Conditions of work: Location, time, speed of work, accuracy,

health hazards, accident hazards

Training and development facilities

Promotional chances and channels


37/89

What is included in a Job

Description?

1. Identifying InformationTitle/Department

Location

Supervisor

Date completed

Who provided information

Who reviewed

Proper signatures

2. Job Summary

Brief description of major

responsibilities and their purpose

within the work flow and

department.

3. Responsibilities, Duties, andTasks

Detailed description of the major

responsibilities, duties, and

tasks of the job.

4. Job Specificationsa. List of KSAs.

b. List of qualifications that

include education, training, and

experience.

c. Special credentials such as

licenses, certification, etc.


38/89

Job descriptions

Job title

Job identification

Job specifications

Essential functions

1. Title.

2. Statement.

3. EssentialFunctions.

4. Specifications.

JobDescription

1. XXX

2. XXX

3. XXX

4. XXX

1. XXX

2. XXX

3. XXX

4. XXX


39/89

Job description problems

Often poorly written

Static rather than dynamic

not updated as job duties change

discriminatory

Tasks not directly work-related

Vague rather than specific


40/89

Job Specification

Job specification is based on job description. Itis a written statement of qualifications, traits,

physical and mental characteristics that anindividual must possess to perform the jobduties and discharge responsibilities effectively.


41/89

Person specificationDetails the qualifications, experience and personal qualities

required of suitable job-holders

States minimum acceptable qualification that incumbent must

posses to perform the job satisfactorily such as educationalqualifications, job related experience, knowledge skills and

abilities needed to do the job effectively.

It tells what kind of person to recruit . It is important selectiontool


42/89

Definition of Job Specification

Edwin Flippo: Job Specification is a statement

of minimum acceptable human qualities

necessary to perform a job properly.


43/89

Job Specification covers:

Educational and professional qualifications

Skills

Practical experience

Physical fitness

Special qualities required for performing the job

Intelligence, judgement and initiative requiredfor performing the job


44/89


45/89


46/89

Job Design

Job design is defined by Michael Armstrong, as the

process of deciding on the content of a job in terms of

its duties and responsibilities; on the methods to be

used in carrying out the job, in terms of techniques,

systems and procedures and on the relationships that

should exist between the job holder and his superiors,

subordinates and colleagues.


47/89


48/89

Job DesignIbid, Job Design is the process of deciding on the

contents of a job in terms of its duties and

responsibilities, on the methods to be used in carryingout the job, in term of techniques, systems and

procedures and on the relationships that should exist

between the jobholder and his superiors, subordinates

and colleagues.


49/89

Two important goals of job design

To meet the organizational requirements such

as higher productivity, operationalefficiency, quality of product/service etc.

and

To satisfy the needs of the individual

employees like interests, challenges,achievement or accomplishment, etc.


50/89

Poorly designed jobs often result in

Boredom

Increased turnover

Reduced motivation

Low levels of job satisfaction

Less than optimal productivity

Increase in organizational costs

Accidents


51/89

Four TechniquesWork Simplification

Job Rotation

Job Enlargement

Job Enrichment


52/89

Techniques of Job Design

Job

Design

Job

Enrichment

Job

Simplification

Job

Enlargement

Job

Rotation


53/89

Work SimplificationFor very specialised jobs.

Complete job is broken down into small

subparts

Well trained and less paid employees can do

the jobs or it can be done simultaneously.


54/89

Job Simplification

This requires that jobs be broken down into their smallestunits and then analyzed. Each resulting subunit typicallyconsists of relatively few operations. These subunits are thenassigned to workers as their total job. This is done so thatemployees can do these jobs without much specializedtraining. Many small jobs can also be performedsimultaneously, so that the complete operation can be donemore quickly. Time and motion studies are often used forwork simplification


55/89

Advantages of Job Simplification

Requires less training

Less costly unskilled labour

Increase in speed


56/89

Job Enlargement: (Horizontal)

It involves the addition to or expansion of tasks in the

job and job becomes a meaningful operation.( opposite

of simplification)

It is the strategy adopted by many organizations to

combat the ill-effects of division of labour.

Its focus is on enlarging the contents of jobs by adding

tasks and responsibilities.


57/89

Job EnlargementIt involves expansion of the scope and width of

the job by means of assigning certain

closely related operations.E.g. a clerk in an office doing typing work may

be also assigned tasks of drafting simple

letters, sorting mail and filling of papers.

This will reduce his boredom and make himsatisfied with the job. His efficiency will also

improve.


58/89


59/89

Job Enlargement

Two

Operations

Basic Tasks

JOB 1

Five

Operations

Two

Operations

Increased


60/89

In this case meaning full component is done

by one person.

Hence reduces the boredom and give moremeaning to work


61/89

Job Enrichment: (Vertical)It is a direct outgrowth ofHerzbergs Two Factor

Theory of Motivation.

It is therefore based on the assumption that inorder to motivate personnel, the job itself

must provide opportunities for achievement,

recognition, responsibility, advancement and

growth.


62/89

Job EnrichmentIt involves the vertical expansion of jobs by increasing

the amount of worker responsibilities associated with

the positions.

E.g. a worker who previously only loaded boxes for

delivery into a trailer may be given the responsibility of

verifying that the customer order is correct.


63/89


64/89

Job EnrichmentThrough job enrichment, autonomy,

responsibility and control becomes part of a

workers job.This in turn leads to greater feelings of

satisfaction, higher motivation and increased

productivity.


65/89

ObjectiveIt motivates employees to perform better

Improves qulaity of work

Increases employee moraleEmployee satisfaction

Reduces boredom, monotony and dissatisfaction

Time management

More commitment


66/89


67/89

Job RotationThis would relieve the employee from boredom

and monotony, improves the employees

skills regarding various jobs and preparesthe employee to meet the contingencies.

This is also intended to improve workers self-

image and provides personal growth.


68/89

Job Rotation

However, job rotation can have a very limited potential.

It does not change the basic nature of jobs. Rather an employeeis asked to perform several monotonous jobs in place of a single

job.Therefore, the employees who want a challenging and satisfyingjob still feel frustrated.

Moreover, frequent rotation of employees may causeinterruptions in the work routine of the organization.


69/89

Approaches To Job Design

Scientific Management

Approach

(F.W. Taylor)

Behavioural

Approach

(Herzberg)

Socio-technical

System

Approach


70/89


ApproachThe earliest approach to job design is the

rational approach or industrial engineering

approach propounded by F. W.T

aylor, thefather of Scientific Management.


71/89


Approach The standardization of jobs into the single best

way by which they can be performed.

The training of workers in the single best way to

perform the job. The specialization of labour leading to expertise in

small narrow jobs.

The systematic and specific determination of jobdescription for each job.

Monetary compensation should be used to rewardsuccessful performance of the job.


72/89

Behavioural ApproachDuring 1950s, Herzbergs research popularized the

notion of enhancing need satisfaction through what

is called job enrichment.

There are many different approaches to job enrichment,

yet all of them attempt to help the job incumbent

satisfy personal needs while performing the job.


73/89

Behavioural ApproachOne widely publicized approach to job

enrichment uses the Job Characteristics

Model. This model is based on the view thatthree key psychological states of a job

incumbent affect motivation and satisfaction of

the job.


74/89

The three states are Experienced meaningfulness

worth of the work

Experienced responsibility Knowledge of results

Understanding how effectively

he/she is performing the job


75/89

The more these three states are

experienced, the more jobincumbent will feel internal work

motivation.


76/89

Socio-Technical System

ApproachThis approach calls for the decision of worksystems that would foster a meshing of thetechnical and social aspects of jobs.

In order to create jobs, which have this supportiverelationship, work teams, not individual jobs, mustbe studied.

Job design through socio-technical approachrequires the combined efforts of employees,supervisors and union representatives in analyzingsignificant job operations.


77/89


78/89

A RealWorld ExampleThe Department of Labor

Job analyst uses observation and interview

methods to gather information about anemployee

Information organized into 3 categories Data

People Things


79/89

A RealWorld Example

Work Functions

Data People Things

0. Synthesizing 0. Mentoring 0. Setting up

Coordinating 1. Negotiating 1. Precision work

Analyzing 2. Instructing 2. Operating

Com piling 3. Supervision 3. Driving

Com puting 4. Diverting 4. Manipulating

Copying 5. Persuading 5. Tending

Comparing 6. Speaking 6. Feeding

7. Serving 7. Handling

8. Helping*U.S. Department ofLabor,Dictionary of

Occupational Titles, 4th ed. Revised

(W

ashington, D.

C.: G

overn

ment PrintingOffice, 1991), p.xix.


80/89

A RealWorld ExampleJob titles are listed in the Dictionary of

Occupational Titles

Each job is given a code Ex. A recruiter might be assigned the code 2,

6, 7 if the job entails analyzing data (2),speaking to people (6), and handling different

things (7) See previous table


81/89

An ExerciseBruce Spuhler, customer service manager atBGS Sports, wants to conduct a job analysis onhow his employees interact with customers and

other employees.

What steps should Bruce take to implement asuccessful job analysis, and what methodshould he use to analyze his employees?


82/89

An ExercisePossible Answer

Determine the Purpose- to reinforce

good behavior among employees andprovide better customer service

Gather as much information as possibleabout retail and customer service,

including past experiences withcustomers


83/89

An ExerciseChoose best method of job analysis

-Critical Incident Technique

-T

his would allow Bruce to discuss with hisemployees past incidents and whether they

were effective or not

-Assign values of effectiveness

Gather information from workers and other

managers about the job


84/89

An ExerciseDraft a behavioral job description

Identify areas that need improvement, and

implement training programs to improvethose areas


85/89

Summary

Job analysis is an effective approach to

gathering information about jobs

There are 6 popular techniques to conductingjob analyses

Job analysis is directly related to nearly every

function ofHuman Resource departments in

organizationsIt Includes Job Description and Job Specification


86/89

Job Analysis

The procedure used to determine the duties of particularjobs and the kinds of people (in terms of skills andexperience) who should be hired for them.

Job Specification

The human qualifications in terms of traits, skills, andexperiences required to accomplish a job.

Job Description

A document that identifies a particular job, provides abrief job summary, and lists specific responsibilities and

duties of the job.

Ch kli t 9 1


87/89

Checklist 9.1

Job Analysis Questions

What is the job being performed?

What are the major duties of your position?What exactly doyou do?

What are the education, experience, skill, and [whereapplicable] certification and licensing requirements?

In what activities do you participate now?

What are the jobs responsibilities and duties?

What are the basic accountabilities or performance

standards that typify your work?

Ch kli t 9 1 ( td)


88/89

Checklist 9.1 (contd)

Job Analysis Questions

What are your responsibilities?

What are the environmental and workingconditions involved?

What are the jobs physical demands? Itsemotional and mental demands?

What are the health and safety conditions?

Does the job expose you to any hazards or

unusual working conditions?


89/89

BIRD EYE VIEW

The Multifaceted Nature of the Job Analysis

JobAnalysis

Job Description

Job Specifications

Recruiting Selection

StrategicHR

Planning

EmployeeTraining

EmployeeCareerPerformance

Compensate

Safety andHealth

Labor Relations*DeCenzo and

Robbins, p.

145

5 Job Analysis

Documents

Transcript of 5 Job Analysis