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What is job analysis?What is job analysis? A systematic approach to collect A systematic approach to collect

information about a job such as tasks, information about a job such as tasks, responsibilities and the abilities and skills responsibilities and the abilities and skills required to perform those tasksrequired to perform those tasks

An important qualitative analysis of An important qualitative analysis of Human Resources (HR) planningHuman Resources (HR) planning

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How can it be used in your How can it be used in your organization?organization?

Job analysis assists HR in determining:Job analysis assists HR in determining: Necessity of the jobNecessity of the job Equipment neededEquipment needed Skills requiredSkills required SupervisionSupervision Working conditionsWorking conditions Management/employee interactionManagement/employee interaction

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The Multifaceted Nature of The Multifaceted Nature of the Job Analysisthe Job Analysis

Job Analysis

Job Description

Job Specifications

Recruiting

Selection

Employee Training

Career Development

Performance Appraisal

Compensation

Safety and Health

*DeCenzo and Robbins, p.

145

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How can it be used in your How can it be used in your organization?organization?

Job analysis can also:Job analysis can also: Help the company remain profitable and Help the company remain profitable and

competitivecompetitive Prevent employees from being overworkedPrevent employees from being overworked Help the company stay Help the company stay

in compliance with in compliance with government regulationsgovernment regulations

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What is analyzed in Job What is analyzed in Job Analysis?Analysis?

Work activitiesWork activities Working conditionsWorking conditions Machines and equipmentMachines and equipment Job performanceJob performance

OperationsOperations StandardsStandards TimeTime

Experience, training, and skillsExperience, training, and skills Supervision and promotion patternsSupervision and promotion patterns Products/services involvedProducts/services involved

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Who is involved in the job analysis?Who is involved in the job analysis?

Job analystsJob analysts Job incumbentJob incumbent ConsultantsConsultants SupervisorsSupervisors ManagementManagement

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Methods of Job AnalysisMethods of Job Analysis ObservationObservation InterviewInterview

IndividualIndividual GroupGroup

QuestionnairesQuestionnaires PAQPAQ

DiaryDiary Technical ConferenceTechnical Conference Critical Incident TechniqueCritical Incident Technique

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Methods of Job AnalysisMethods of Job Analysis Observation MethodObservation Method

Analyst observes incumbent Analyst observes incumbent DirectlyDirectly VideotapeVideotape

Useful when job is fairly routineUseful when job is fairly routine May be ineffective when workers do not May be ineffective when workers do not

perform to expectations perform to expectations

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Methods of Job AnalysisMethods of Job Analysis Interview MethodInterview Method

IndividualIndividual Several workers are interviewed individuallySeveral workers are interviewed individually The answers are consolidated into a single job The answers are consolidated into a single job

analysisanalysis GroupGroup

Employees are interviewed simultaneously as in Employees are interviewed simultaneously as in focus groupsfocus groups

Consolidation of data is performed for analyzing Consolidation of data is performed for analyzing the jobthe job

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Methods of Job AnalysisMethods of Job Analysis

QuestionnairesQuestionnaires Employees answer questions about the job’s Employees answer questions about the job’s

tasks and responsibilitiestasks and responsibilities Each question is answered using a scale that Each question is answered using a scale that

rates the importance of each taskrates the importance of each task

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Methods of Job AnalysisMethods of Job AnalysisPosition Analysis Questionnaire (PAQ)Position Analysis Questionnaire (PAQ)

PAQ questions are either rated on a 5 point scale or are checked if they apply.

The questions concern where and how employees obtain information, how they make decisions, how they relate to co-workers and managers, how they actually perform the job physically and socially, and other miscellaneous items.

Information inputInformation input Mental processesMental processes Work outputWork output RelationshipsRelationships Job contextJob context Other characteristicsOther characteristics

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Methods of Job AnalysisMethods of Job Analysis Diary MethodDiary Method

Employees record information into diaries of Employees record information into diaries of their daily taskstheir daily tasks

Record the time it takes to complete tasksRecord the time it takes to complete tasks Must be over a period of several weeks or Must be over a period of several weeks or

monthsmonths

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Methods of Job AnalysisMethods of Job Analysis

Technical Conference MethodTechnical Conference Method Uses experts to gather information about job Uses experts to gather information about job

characteristicscharacteristics

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Methods of Job AnalysisMethods of Job Analysis Critical Incident Technique (CIT)Critical Incident Technique (CIT)

Takes past incidents of good and bad behaviorTakes past incidents of good and bad behavior Organizes incidents into categories that match Organizes incidents into categories that match

the job they are related to the job they are related to

Involves 4 stepsInvolves 4 steps

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Methods of Job AnalysisMethods of Job Analysis

CIT stepsCIT steps Brainstorm and create lists of dimensions of Brainstorm and create lists of dimensions of

job behaviorsjob behaviors List examples of effective and ineffective List examples of effective and ineffective

behavior for each dimensionbehavior for each dimension Form a group consensus on whether each Form a group consensus on whether each

incident is appropriately categorizedincident is appropriately categorized Rate each incident according to its value to Rate each incident according to its value to

the companythe company

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Job Analysis

Job Description

• Job Title•Location•Job Summary•Duties•Machines, tools and equipment•Materials and forms used•Supervision given or received•Working conditions

Job Specification

• Education•Experience•Training•Judgment•Initiative•Physical effort•Responsibilities•Communication skills•Emotional characteristics

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Job Design Involves efforts to design jobs which would

fulfill the essential objectives of the job and would enhance satisfaction in the incumbent

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Factors affecting Job Design Organizational factors

Characteristics of tasks Work flow Systems and support provided Layout of the workplace Interdependencies among related people

Environmental factors Employee abilities and availability Social expectations

Behavioral factors Feedback Autonomy Variety

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Approaches to Job Design Job Rotation Job enlargement

Task variety Meaningful work modules Ability utilization Worker paced control Performance feedback

Job Enrichment Direct feedback Client relationship Control over resources Personal accountability

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Job DesignJob Design

•Skill variety•Task Identity•Task significance•Autonomy•Feedback

•Experienced meaningfulness

•Experienced responsibility

•Knowledge of results

•Motivation•Performance•Satisfaction•Involvement•Commitment

Job Characteristics Psychological needs Job Outcomes

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The Job Characteristics Model: Job Dimensions1. Skill variety (SV): the degree to which the job requires

different skills2. Task identity (TI): the degree to which the job involves

completing a whole, identifiable piece of work rather than simply a part

3. Task significance (TS): the extent to which the job has an impact on other people, inside or outside the organization

4. Autonomy (AU): the extent to which the job allows jobholders to exercise choice and discretion in their work

5. Feedback from the job (FB): the extent to which the job itself (as opposed to other people) provides jobholders with information on their performance

Hackman and Oldham (1975, 1976, 1980)

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Job Characteristics Model:Psychological States

An individual experiences positive affect to the extent that:

1. he learns (knowledge of results) that 2. he personally (experienced responsibility) has

performed well on a task that 3. he cares about (experienced meaningfulness).

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Job Characteristics Model:Psychological States This positive affect is reinforcing to the individual,

and serves as an incentive for him to continue to try to perform well

When he does not perform well, he does not experience an internally reinforcing state of affairs, and he may elect to try harder in the future

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Motivating Potential Score (MPS)

A way to combine the five core job characteristics to give a single index of the overall potential of a job to promote work motivation.

MPS = [(SV + TI + TS)/3] x AU x FB

Hackman and Oldham (1976)

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The content validity of a test is demonstrated by showing that the test constitutes a fair sample of the content of the

job.

The content validity of a test is demonstrated by showing that the test constitutes a fair sample of the content of the

job.

Basic Testing Concepts; Validity

Test validity answers the question, “Does this test measure what it’s supposed to measure?”

Demonstrating criterion validity means demonstrating that those who do well on the test also do well on the job, and

those who do poorly on the test do poorly on the job.

Demonstrating criterion validity means demonstrating that those who do well on the test also do well on the job, and

those who do poorly on the test do poorly on the job.

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Basic Testing Concepts; Reliability

Reliability is a test’s second important character-istic and refers to its consistency. It is “the con-sistency of scores obtained by the same personwhen retested with the identical tests or with anequivalent form of a test.”

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How to Validate a Test

Step 1. Analyze the job

Step 2. Choose your tests

Step 3. Administer test

Step 4. Relate your test scores and criteria

Step5. Validate and revalidate

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Selection methods…

•Background Investigations

•Reference Checks

•Honesty Tests

•Physical Examination

•Psychometric tests

•Assessment centers

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Testing Guidelines

1. Use tests as supplements.

2. Validate the tests.

3. Analyze all your current hiring and promotion standards.

4. Pay attention to test conditions.