Rect & Sel - Job Analysis (1)

8/3/2019 Rect & Sel - Job Analysis (1)

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Broadening the responsibilities of the

companys jobs and encouraging employees

not to limit themselves to whats on their job

descriptions is the modern philosophy.

JOB ANALYSIS

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THE WORK

RELATIONSHIPS

PROCEDURAL TECHNICAL

ASPECTS ASPECTS

Task variety

Feedback Autonomy

JOB

FORMAL INFORMAL

Structural Social contacts

Design Peer group

Quality of

management

Job design-a more holistic approach 2


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JOB ANALYSIS

AIM. Procedure to determine duties of a job and

characteristics of a person to ensure full satisfaction to both

the parties.

HOW TO FULFILL THIS OBLIGATION?

1. Job description and Specification

2. Satisfaction to the worker

3. Fulfill the core dimensions of the job

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Job Analysis

Job Analysis is the

analysis of the job, not theperson who is manning it.

Job Analysis data may be

collected throughinterviews or

questionnaires.

The product of the analysis

is a description or

specification of the job, not

the description of the

person. 4


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Job Description

A Job Description is a writtendescription of a job listing the types ofduties performed, reporting

relationships and the conditions underwhich it is performed.

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Job Description Contain:

Job identification

Job summary

Responsibilities and duties

Authority of incumbent

Standards of Performance

Working Conditions

Job Specifications 6


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3. Develops employees through direct performance feedback and job coaching; conductsperformance appraisals with each employee on a regular basis; provides employees with

praise and recognition when performance is excellent; corrects employees promptly when

their performance fails to meet expected performance levels.

4. Maintains accurate records and documents actions; processes paper work on a timely basis,

and with close attention to details; documents important aspects of decisions and actions.5. Coordinates with others to achieve the optimal use of organizational resources; maintains

good working relationships with colleagues in other organizational units; represents others in

unit during division or corporate wide meetings.

Job Requirements1. Ability to apply basic principles and techniques of supervision.

a. Knowledge of principles and techniques of supervision.

b. Ability to plan and organize the activities of others.

c. Ability to get ideas accepted and to guide a group or individual to accomplish the task.

d. Ability to modify leadership style and management approach to reach goal.

2. Ability to express ideas clearly in both written and oral communications.

Minimum QualificationsTwelve years of general education or equivalent; and one year supervisory experience.

ORSubstitute 45 hours classroom supervisory training for supervisory experience 8


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What aspects of job are analyzed?

Duties & Tasks:

Performance of specific tasks and duties. Information to becollected about these items may include: frequency, duration,

efforts, skills, complexity, equipment, standards.

.Human Behavior

Info on human behavior, mental and physical job demands.

Environment:

Physical requirement unpleasant conditions, offensive odors and

temperature extremes. risks to the incumbent i.e hostile and

aggressive people etc.

Contd.

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Tools & Equipment:

Specific equipment and tools. Equipment may

include protective clothing. These items need to bespecified in a job analysis.

Relationship:

-Supervision given & received. Relationships with

internal or external people.

Skill Requirements:

The knowledge, skills and abilities (KSA) required to

perform the job.

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JOB SPECIFICATIONS

HUMAN TRAITS

QUALIFICATIONS AND EXPERIENCE

TRAINED EMPLOYEE EASIER

SKILLS FOR JOB

NOT ONLY ACTIVITIES BUT ALSOHUMAN TRAITS

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STEPS OF ANALYSIS

1. HOW INFO WILL BE PUT TO USE.

2. THE ORG STRUCTURE.

3. SELECT POSITIONS TO BE

ANALYSED.

4. COLLECTION OF DATA.

5. SHARE WITH JOB HOLDER.

6. DEVELOP JOB DESCRIPTION AND

JOB SPECIFICATION12


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Methods of Job Analysis

Interviews

Questionnaire

Observation

Dairies or log

Critical Incident

Focus & Consultative groups13


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Less expensive.

Easily available.

Responses often can be quantified.

analyzed in a variety of meaningful ways..

Does not require trained person to interpret.

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May be difficult to construct.

May have low response rate.

Responses may be incomplete.

Responses may be difficult to interpret.

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ANALYSIS

Techniques

Employee

Group

Focused ON

Data-

Collectio

n

Method

Analysis Description

1 Task

Inventory

Analysis

Any-large

Number of

worker

needed

Question

naire

Rating of

tasks

Tasks are rated by job

incumbent, supervisor, or

job analyst. Rating my be

on characteristics such as

importance of tasks andtime spent doing it.

2. Critical

Incident

Techniqu

es

AnyIntervie

w

Behaviora

l

descriptio

n

Behavioral incidents

representing poor through

excellent performance are

generated for eachdimension of the job.

3. Position

Analysis

Questionnaire

(PAQ)

AnyQuestion

naire

Rating of

194 job

elements

Elements are rated on six

scales (for example, extent

of use, importance to job.

Ratings are analyzed bycomputer.

Contd.

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C d


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Techniques

Employee

Group

Focused ON

Data-

Collectio

n

Method

Analysis Description

4. Functional

JobAnalysis

(FJA)

Any

Group

Intervie

w /Question

naire

Rating of

how job

incumbent

relates topeople,

data and

things.

Originally designed to

improve counseling and

placement of people

registered at local state

employment offices. Taskstatements are generated

and then presented to job

incumbents to rate on such

dimensions as frequency

and importance.

5. Methods

Analysis

(Motion

Study)

Manufacturi

ng

Observat

ion

Time per

unit of

work

Systemic means for

determining the standard

time for various work tasks.

Based on observation and

timing of work tasks.

Contd.

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Position Analysis Questionnaire (PAQ).

A structured, behavioral questionnaire

194 items in 6 categories

Information input

Mental processes

Work output

Relationships

Job context

Other characteristics

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TheManagement Positions DescriptionsQuestionnaire [MPDQ] is a 197-item,behaviourally oriented, structured

questionnaire for describing, comparing,classifying and evaluating managementpositions. The latest version of the MPDQis divided into ten sections.

ThePosition Classification Inventory[PCI]is a job analysis inventory used toclassify occupations and to assess person

job fit.

JOB ANALYSIS

TECHNIQUES

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CLASS WORK

PREPARE THE DUTIES AND

RESPONSIBILITIES OF THE

LIBRARIAN OF PAF-KIET

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LIBRARIAN

Responsible for safe custody, maintenance and

improvement of Library.

Maintain issue/receipt of books and journals to faculty

members and students.

Coordinate with faculty before the start of semester as tothe availability of textbooks.

Periodically recommend purchase of new books.

Guide students in their research projects.

Update the books and journals record in the computer.

To take backup of data in the computer. 22

BREVARD GENERAL HISPITAL


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BREVARD GENERAL HISPITAL

Job Description

Job Title: Job Analyst Job Code: 166.088

Date: January 3,1989 Author: John Doakes

Job Location:Personal Department Job Grade: __________

Supervisor: Harold Grantinni Status: Exempt

Skill Factors

Education: College degree required.

Experience: At least one year as job analyst trainee, recruit or

other professional assignment in

Communication: personnel area oral and written skills should

evidence ability to capsulize job data

succinctly.Contd.23

Effort Factors


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Effort Factors

Physical demands: Limited to those normally associated withclerical jobs: sitting, standing, an walking.

Mental demands: Extended visual attention is needed toobserve job. Initiative and ingenuity are

mandatory since job receives only general

supervision. Judgment must exercised on

job features to be emphasized, jobs be

studied, and methods used to collect jobdata. Decision-making discretion is

frequent. Analyzes and synthesizes large

amounts of abstract information into job

descriptions, job specifications, and job

standards.

Working Conditions

Travels to hospital clinics in county from one to three days per month.

Travels around each work site collecting job information.

Work mostly in an office setting.24

Goal-setting and work characteristics


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Low absenteeism

and staff turnover

Critical

Psychological

State

Personal and

Work Out comes

Experienced

meaningfulness of

the work High internal

work motivation

High-qualitywork

performance

Core Job

Dimensions

Knowledge of the

actual results of

the work activities

Feedback

High satisfaction

with the work

Experienced

responsibility for

outcomes of thework

Autonomy

Skill variety

Task identity

Task

significance

Goal setting and work characteristics

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Improving job designs

Work Simplification.

Job Rotation.

Job Enlargement

Job Enrichment

Job Empowerment

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A job analysis method that focuses on theskills and behaviours needed to

successfully perform a job

Attributes model: Underlying characteristics

Causality

performance

COMPETENCYPROFILING

HR managers have increasingly focused on person-oriented approaches such as critical

incident reporting and behaviourevent interviews to identify the skills and behaviours

needed to perform a job.

These occupational requirements are referred to as competencies.

Specifically a competency is an underlying characteristic of a person that leads to or causes

superior or effective performance. 27


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COMPETENCIES

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Motives

Traits

Self-concept

Knowledge

Skill

COMPETENCY

CHARACTERISTICS

what drives, directs and selects behaviour

towards certain actions or goals and away

from others.

physical characteristics and consistentresponses to situations or information.

a persons attitudes, values or self-image.

information a person has in specific content areas.

the ability to perform a certain physical or

mental task.

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1. Conduct interviews to ascertain key business

situations and key factors of success.

2. Develop detailed descriptions and behaviours

associated . Identify positive and negative behaviours.

3. Review to examine clear understanding, importance,

measurability.

4. Discuss with managers

5. Produce list of each competency in terms of

behaviours, effective and ineffective behaviours .

DEVELOPING

COMPETENCY STANDARDS

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PROBLEMS WITH JOB

ANALYSIS Support from Top Management

Single means and Sources

No training and motivation.

Activities may be distorted

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Job analysis is a systematic process forunderstanding jobs:

There should be no violations of EEOrequirements.

Avoid listing lengthy experiencerequirements

Job specifications and job descriptions

should not be based on opinion Need to ensure the legality of the job

analysis itself

JOB ANALYSIS AND EEO

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NEWER CONCEPTS FOR WORK

1. Path to dejobbing.

2. Enlargement and enrichment.

3. Revolve around natural work groups.

4. Combine tasks.

5. Interact with client/customer.

6. Vertical loading.

7. Open feedback channels.

8. Organizational Development.

Flatter Organizations : AT & T, ABB, General Electronic,

Work teams : Volvo, Saturn

Boundary less Organizations.

Reengineering. 33

A A A A A


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4/22/2012 10:41 PM IBP PRESENTATION 34

A HYPOTHETICAL TRANSITIONAL MATRIX

FOR AN AUTO PARTS MANUFACTURER

1993 1996(1) (2) (3) (4) (5) (6) (7) (8)1. Sales manager .95 .05

2. Salesrepresentative

.05 .60 .35

3. Sales apprentice .20 .50 .30

4. Assistant plantmanager

.90 .05 .05

5. Productionmanager

.10 .75 .15

6. Productionassembler

.10 .80 .10

7. Clerical .70 .30

8..Not inorganization

.00 .20 .50 .00 .10 .20 .30

Rect & Sel - Job Analysis (1)

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