Chapter 4 - Job Analysis

GROUP 1 PRESENTATION
Le Dieu Ai
Nguyen Hoang An
Nguyen Nu Gia An
Nguyen Duc Anh
Dinh Minh Anh
Dinh Ho Ngoc Anh
Le Xuan Ngoc Anh
Nguyen Ngoc Anh
Vo Thi Lan ANh
Vu Thi Chau Anh
1. The basis of job analysis
2. 3 methods of collecting job analysis information
2.1 Interview
2.2 Questionaire
2.3 Observation
3. Writing job description
3.1 Writing job description on traditional method
3.2 Writing job description by ONET
4. Job specification
5. Job Analysis in a Worker-Empowered World
6. Case study
Nguyễn Nữ Gia Ân
What is
job analysis?
Job analysis is the procedure through which you determine:
- the duties of the positions
- the characteristics of the people to hire for them
The outcome: producing information for writing job descriptions and job (or
person) specifications
6 types of information collected

via job analysis
Machines, tools,
equipment, and
Work activites Human behaviors work aids
The job requires tools used,
Actual work activities: materials processed,
how, why, and when the knowledge dealt with
worker performs each and
activity services rendered
Performance
Human requirements standards Job context
knowledge or skills and in terms of quantity or physical working
required personal quality levels for each conditions, work
attributes job duty, for instance schedule, incentives
The uses of job analysis information

Job analysis
Job description and

specification
Job duties and desired Duties & standards of Job’s required skill and Job’s specific duties and
human characteristics employees education level, safety hazards, requisite skills
degree of responsibility, etc.
Recruiting and Job evaluation –

Performance Training
selection wage & salary
appraisal requirements
decisions decisions
(compensation)
What sort of people to Comparison between Proper training for
Salary & bonus decisions
recruit & hire each employee’s actual employees
performance and his/her
duties and performance
standard
6 steps in doing job analysis
Step 1: Decide how you’ll use the information
Step 2: Review relevant background information
Step 3: Select representative positions
Step 4: Actually analyse the job
Step 5: Verify the job analysis information
Step 6: Develop a job description and job specification

Decide how you’ll use the information

Organization charts Existing job description Process chart

show the organization-wide (if there is) usually provides a A workflow chart that shows the
division of work, and where the starting point for building the flow of inputs to and outputs from
job fits in the overall organization revised job description a particular job
Review relevant background information such as organization

charts, process charts, and job descriptions
Select which positions to focus on for the job analysis
Select representative positions

It involves:
- greeting participants;
- briefly explaining the job analysis process and the participants roles in this process;
- spending about 15 minutes interviewing the employees to get agreement on a basic
summary of the job;
- identifying the job’s broad areas of responsibility, such as calling on potential clients;
- and identifying duties/tasks within each area interactively with the employees.
Actually analyze the job by collecting data on job activities, working

conditions, and human traits and abilities needed to perform the job
- Confirm that the information is factually correct

- Gain the supervisor’s acceptance
Verify the job analysis information with the worker performing

the job and with his or her immediate supervisor
The job description describes the activities and responsibilities of the job & its
important features, such as working conditions.
The job specification summarizes the personal qualities, traits, skills, and
background required for getting the job done.
Develop a job description and job specification

Nguyễn Ngọc Anh
1. Interview
03 types of interview
Individual Group Supervisor

Nguyễn Ngọc Anh
1. Interview
Some drawbacks
Time-consuming Costly Bias

Lê Xuân Ngọc Anh
2. Questionaires
02 conditions Content and form of

+ The number of people doing the same questions
job is large and personally interviewing
them is difficult and impracticable. Collect data about all aspects that
+ The employees are given enough time influence how a job is completed,
to divulge and explore the special including both internal and external
aspects of the jobs. factors
Knowledge, skills, experience, and qualifications

Duties performed daily

Duties performed less frequently and time spent on different jobs duties
Equipment and materials used for duties

Physical and emotional input

Mental activities
Contacts and communications

Salary and compensation

Work conditions
Additional comments
2. Questionaires
Advantages Disadvantages
Quick and efficient way to gather Question misinterpretation
information from large number of
employees High non-response rates and
inaccurate answers from employees
Difference in experiences of
employees
Nguyễn Hoàng Ân
3. Observation
Definition:
In the job analysis method of
observation, the performance
of the worker is monitored by a
manager; the performance is
recorded to see whether the
tasks and duties are properly
done.
Nguyễn Hoàng Ân
3. Observation
Observation method is suited for jobs:

• observable involving some degree of movement
on the part of the employee.
• job tasks are short or a significant part of the
job can be observed in a short period of time.
• jobs in which the job analyst can learn
information from.
Đinh Minh Anh
Traditional method
A Job Description (JD) is a written statement of what the worker actually does,
how he or she does it, and what the job’s working conditions are.
JD lists the knowledge, abilities, and skills required to perform the job
satisfactorily.
=> JD is the most important products of job analysis.

Đinh Minh Anh
Traditional method
Most Job Descriptions contain:
1. Job identification
2. Job summary
3. Responsibilities and duties
4. Authority of incumbent
5. Standards of performance
6. Working conditions
7. Job specification
Đinh Minh Anh
Job identification
Job title specifies the name of the job, such as supervisor of data processing
operations, or inventory control clerk.
The FLSA status section identifies the job as exempt or nonexempt.
Date is the date the job description was actually approved
JD also include the supervisor ‘s title, salary expected, Division, Location, etc.
Đinh Minh Anh
Job summary
The job summary should summarize the essence of
the job, and include only
its major functions or activities.
Note: HRM should be careful when adding ‚perform
other assignment as required‛ as it leaves open the
nature of the job.
Đinh Minh Anh
Relationship
There may be a relationships statement that shows the jobholder’s relationships
with others inside and outside the organization.
For example:
• Reports to: Vice president of employee relations.
• Supervises: Human resource clerk, test administrator, labor relations
director, and one secretary.
• Works with: All department managers and executive management.
• Outside the company: Employment agencies, executive recruiting firms,
union representatives, state and federal employment offices, and various vendors
Đinh Minh Anh
RESPONSIBILITIES AND
DUTIES
It is the most important part of Job

Description
Đinh Minh Anh
STANDARDS OF PERFORMANCE
A “standards of performance” section lists the standards the company expects the
employee to achieve for each of the job descriptions main duties and responsibilities.
It should be clear and consistent, not “as well as you can” or “do your best”.
For example:
Duty: Accurately Posting Accounts Payable
1. Post all invoices received within the same working day.
2. Route all invoices to proper department managers for approval no later than the
day following receipt.
3. An average of no more than three posting errors per month.
Đinh Minh Anh
WORKING CONDITION
Working condition must be specified clearly, such as noise level, hazardous

conditions, or heat. If the working condition is positive, HRM should also include it
into Job Description to attract more applicants.
Đinh Minh Anh
JOB DESCRIPTION
SAMPLE IN
PRACTICE
1. Unilever Vietnam – Logistic Intern
2. Deloitte Vietnam - Business Process Solutions Accounting Intern
3. BAT – Marketing Control Executive

Đinh Hồ Ngọc Anh
Method using the Internet
Advantages:
- Save time
- Avoid overlooking duties
assigned
- Standardize job
description
03 sources of job description consult
- The Standard Occupational Classification (SOC)

- Website www.jobdescription.com -> customizable descriptions by title and industry
- The U.S. Department of Labors occupational information network - O*
23
Major groups
98
Minor groups
459
Broad
occupations
867
Detailed
occupations
The Standard Occupational Classification (SOC)

(https://www.bls.gov/soc/home.htm)


O*NET provides:
- Specific tasks associated with occupations
- Skills needed (including basic skills, process
skills, and transferable skills…)
- Information on worker requirements
(required knowledge…), occupation
requirements and experience requirements
(education and job training)
- Job’s labor market characteristics:
employment projections, earnings data…
The U.S. Department of Labors occupational information network -

O*NET: https://www.onetonline.org/
Step 1: Decide on a Plan.

- Review departmental or company plans
- What areas or departments will be expanded or reduced
- What kinds of new positions will be needed
Step 2: Develop an Organization Chart.
Current company chart vs Future company chart
Step 3: Gather information about the job’s duties using Job Analysis Questionnaire
Step 4: Obtain Job Duties from O*NET.

(A) Go to https://www.onetonline.org/
Here, click on Find Occupations

(B) Key needed occupations (or code) in the finding box then click Go

(C) Clicking on a specific job to see job summary and occupational duties

Step 5: List the Job’s Human

Requirements from O*NET. Click on
other categories such as Knowledge,
Skills, and Abilities and use this
information to help develop a job
specification.
Step 6: Finalize the Job Description.

OH
HEY!
the capabilities that the job holder
should possess form part of job
specification. For example,
education training, experience,
judgement, initiative, physical
skills, communication skills and
emotional characteristics.
describe the knowledge, education, experience, help your job candidates analyze whether they are
skills, and abilities you believe are essential for any eligible to apply for a particular job in your
candidate who will successfully perform a particular organization—or not. It also helps you select the
job. most appropriate candidate for a particular job.
In short, the job specification summarizes the personal

qualities, traits, skills, and background required for getting
the job done.
Focus on traits like length of
previous service, quality of
relevant training, and previous
job performance.
Focus on physical traits,
personality, interests, or sensory
skills that imply some potential for
performing or being trained to do
the job.
For example: Suppose the job requires detailed manipulation in a circuit board assembly line. Here you
might want to ensure that the person scores high on a test of finger dexterity.
Note:
- They are easier for trained
personnel using track record
- Untrained personnel need to
have potential for training
- The goal is to predict as to who
will do well in the job.
Employers identify these human requirements either through a subjective, judgmental

approach or through statistical analysis (or both).
Most job specifications come from the
educated guesses of people like
supervisors and human resource
managers. The basic procedure here is to
ask:
What does it take in terms of education,

intelligence, training, and the like to do
this job well?
You could simply review the job’s

duties, and deduce from those
what human traits and skills the
job requires.
Source for recruiter to make
educated guess:
- Self-created judgments (common
sense).
- List of competencies in Web-
based job descriptions.
- Standard Occupational
Classification.
USE COMMON SENSE
You could simply review the job’s duties, and deduce from those what human traits
and skills the job requires.
(1) Some predictor (human trait such as height, (2) Some indicator or criterion of job effectiveness,
intelligence, or finger dexterity) such as performance as rated by the supervisor.
Step 1: Analyze the job and decide how to measure job
performance;
Step 2: Select personal traits like finger dexterity that you

believe should predict performance;
Step 3: Test candidates for these traits;
Step 4: Measure these candidates’ subsequent job

performance;
Step 5: Statistically analyze the relationship between the

human trait (finger dexterity) and job performance. Your
aim is to determine whether the trait predicts
performance.
Why is this more
defensible than
the judgmental
approach?
Second, equal rights laws

prohibit using traits that you
First, if the trait can’t prove distinguish
does not predict between high and low job
performance, performers. But, in practice,
why use it? most employers rely on
judgmental approaches.
For example: One task statement for a dry
cleaning store counter person might be, accepts
an order of clothes from a customer and places it
into a laundry bag and provides the customer with
a receipt, in order to ensure that the customer’s
clothes items are together and identifiable and
that the store and customer have an accurate
record of the transaction. (In contrast, the
traditional job duty might say, accepts orders of
clothes from customers and places them in
laundry bags; gives customers receipts).
For the sample task, the counter person would
need to know how to operate the computerized
cash register, would need the skill to identify
fabrics so proper prices can be charged, and
would need the ability or natural talent (for
instance, cognitive ability or physical ability) to
perform arithmetic computations and lift heavy
laundry bags. Most jobs also require certain other
human characteristics.
For example, conscientiousness might be
important for this and most other jobs.
Thus the four main counter person job duties
might include accepts and returns customer’s
clothes, handles the cash register, fills in for
the cleaner/spotter when he or she is absent,
and supervises the tailor and assistant
counter person.
A typical matrix lists the following information, in five columns:
Column 1: Each of Column 2: The Column 3: The Column 4: The Column 5: The
the job’s four or task statements relative time spent on each knowledge, skills,
five main job for the main tasks importance of main job duty ability, and other
duties (such as associated with each main job human
Post Accounts each main job duty characteristics
Payable) duty (KSAO) related to
each main job
duty
Overall, What is a task statement?
Written item that shows what the
worker does on one particular job task;
how the worker does it;
the knowledge, skills, and aptitudes
required to do it;
and the purpose of the task.
OH
HEY!
Experience:
•10 years of progressively more
responsible positions in
marketing, preferably in a similar OH
industry in two different firms.
•Experience supervising and
managing a professional
HEY!
marketing staff of seven.
Education:
Bachelor's Degree in Marketing
or a related field required.
Masters in Business or
Marketing preferred.
Required Skills, Knowledge, and Characteristics:
These are the most important qualifications of the individual
OH
selected as the marketing manager.
• Strong effective communicator.
• Highly developed, demonstrated teamwork skills.
HEY!
• Ability to coordinate the efforts of a large team of diverse creative
employees.
• Demonstrated ability to increase productivity and continuously
improve methods, approaches, and departmental contribution.
Commitment to continuous learning.
• Expert in the internet and social media strategy with a
demonstrated track record on Facebook, Twitter, and other social
media outlets that are significant in company outreach.
• Demonstrated effectiveness in holding conversations with
customers, customer evangelism, and customer-focused product
development and outreach.
• Demonstrated ability to see the big picture and provide useful
advice and input across the company.
• Ability to lead in an environment of constant change.
• Experience working in a flexible, employee empowering work
environment in a small to medium-sized company without
marketing staff on the same level. Structured, departmentalized or
OH
large company experience will not work here.
• Familiarity and skill with the tools of the trade in marketing
including PR, written communication, website development, market
HEY!
research, product packaging, Microsoft software suite of products,
visual communication software products, and creative services.
• Experienced in advising product teams about potential markets,
desirable product features, go-to-market best practices, and
measuring the success of outreach and product sales.
• Experience managing external PR and communication consulting
firms and contractors.
• Experience in the global marketplace is a plus. Managing global
marketing teams or agencies is a plus.
High-Level Overview of Job
Requirements: • Working with product development
The selected marketing manager
must be able to perform development. OH
teams to manage new product
• Managing launch campaigns for new

effectively in each of these areas:
• Researching and evaluating new
product opportunities, demand for
products.
HEY!
• Managing distribution channels for
products.
potential products, and customer
needs and insights. • Ensuring effective, branded
• Overall marketing strategy and marketing communications including
execution of plans for the existing the company website, print
products. communication, and advertising.
• Serve as a partner to finance and • Managing media and marketing staff
product development in and external PR agencies.
determining the viability of • Analysis of the effectiveness of all
potential markets before marketing efforts including their
production of a product with no contribution to the effectiveness of
business case or strategy prepared sales campaigns.
in advance.
Job Job Job
enlargement rolation enrichment
Job enrichment involves
redesigning jobs in a way
Job enlargement attempts Job rotation involves that increases the
to make work more systematically moving opportunities for the
motivating by assigning workers from one job to worker to experience
workers additional same- another feelings of responsibility,
level activities achievement, growth,
and recognition
Flattening the organization Using self-managed Reengineering business
work teams processes
Reasons for Competency-Based Job Analysis
To support a high-performance work system
(HPWS).
Competencies To create strategically-focused job descriptions.
Demonstrable To support the performance management process in
characteristics of a person fostering, measuring, and rewarding:
that enable performance of • General competencies
a job. • Leadership competencies
• Technical competencies
How to Write Job
Competencies-
Based Job
Descriptions
Interview job incumbents and their supervisors
Ask open-ended questions about job
responsibilities and activities.
Identify critical incidents that pinpoint success on
the job.
Use off-the-shelf competencies databanks
FIGURE 4–11 The Skills Matrix for One Job at BP
OH
HEY!
Note: The lighter color boxes within the individual columns indicate the
minimum level of skill required for the job.
Case study 1
Võ Thị Lan Anh
THE FLOOD
In May 2011, Mississippi River flooding hit Vicksburg, Mississippi, and the Optima Air Filter Company. Many
employees homes were devastated, and the firm found that it had to hire almost three completely new
crews, one for each of its shifts. The problem was that the old-timers had known their jobs so well that no
one had ever bothered to draw up job descriptions for them. When about 30 new employees began taking
their places, there was general confusion about what they should do and how they should do it. The flood
quickly became old news to the firm’s out-of-state customers, who wanted filters, not excuses. Phil Mann,
the firm’s president, was at his wits end. He had about 30 new employees, 10 old-timers, and his original
factory supervisor, Maybelline. He decided to meet with Linda Lowe, a consultant from the local university’s
business school. She immediately had the old-timers fill out a job questionnaire that listed all their duties.
Arguments ensued almost at once: Both Phil and Maybelline thought the old-timers were exaggerating to
make themselves look more important, and the old-timers insisted that the lists faithfully reflected their
duties. Meanwhile, the customers clamored for their filters.
Case study 1
Võ Thị Lan Anh
QUESTIONS
1. Should Phil and Linda ignore the old-timers protests and write the job descriptions as
they see fit? Why? Why not? How would you go about resolving the differences?
2. How would you have conducted the job analysis? What should Phil do now?
Case study 2
Võ Thị Lan Anh
THE HOTEL PARIS CASE

The Hotel Paris’s competitive strategy is ‚To use superior guest service to differentiate the Hotel Paris
properties, and to thereby increase the length of stay and return rate of guests, and thus boost revenues and
profitability‛. HR manager Lisa Cruz must now formulate functional policies and activities that support this
competitive strategy by eliciting the required employee behaviors and competencies. As an experienced HR
director, she knew that recruitment and selection processes invariably influenced employee competencies and
behavior and, through them, the company’s bottom line. Everything about the workforce - its collective skills,
morale, experience, and motivation depended on attracting and then selecting the right employees. In reviewing
the Hotel Paris’s employment systems, she was therefore concerned that virtually all the company’s job
descriptions were out of date, and that many jobs had no descriptions at all. She knew that without accurate job
descriptions, all her improvement efforts would be in vain. After all, if you don’t know a job’s duties,
responsibilities, and human requirements, how can you decide who to hire or how to train them? To create HR
policies and practices that would produce employee competencies and behaviors needed to achieve the hotel’s
strategic aims, Lisa’s team first had to produce a set of usable job descriptions.
Case study 2
Võ Thị Lan Anh
A brief analysis, conducted with her company’s CFO, reinforced that observation. They chose departments
across the hotel chain that did and did not have updated job descriptions. Although they understood that
many other factors might be influencing the results, they believed that the relationships they observed did
suggest that having job descriptions had a positive influence on various employee behaviors and
competencies. Perhaps having the descriptions facilitated the employee selection process, or perhaps the
departments with the descriptions just had better managers.
She knew the Hotel Paris’s job descriptions would have to include traditional duties and responsibilities.
However, most should also include several competencies unique to each job. For example, job descriptions
for the front-desk clerks might include able to check a guest in or out in 5 minutes or less. Most service
employee’s descriptions included the competency, able to exhibit patience and guest supportiveness even
when busy with other activities.
Case study 2
Võ Thị Lan Anh
QUESTIONS
1. Based on the hotel’s stated strategy, list at least four important employee behaviors for
the Hotel Paris’s staff.
2. Create a job description for a Hotel Paris front-desk clerk.
JOB BRIEF Võ Thị Lan Anh
We are looking for a pleasant Front Desk Representative to undertake all receptionist and clerical duties at the
desk of our main entrance. You will be the ‚face‛ of the company for all visitors and will be responsible for the
first impression we make.
The ideal candidate will have a friendly and easy going personality while also being very perceptive and
disciplined. You should be able to deal with complaints and give accurate information. A customer-oriented
approach is essential.
The goal is to make guests and visitors feel comfortable and valued while on our premises.
Responsibilities Requirements
Keep front desk tidy and presentable with all necessary material Proven experience as front desk representative,
(pens, forms, paper, etc.) agent or relevant position
Greet and welcome guests Familiar with office machines (e.g. fax, printer etc.)
Answer questions and address complaints Knowledge of office management and basic
Answer all incoming calls and redirect them or keep messages bookkeeping
Receive letters, packages etc. and distribute them Proficient in English (oral and written)
Prepare outgoing mail by drafting correspondence, securing Excellent knowledge of MS Office (especially Excel
parcels etc. and Word)
Check, sort and forward emails Strong communication and people skills
Monitor office supplies and place orders when necessary Good organizational and multi-tasking abilities
Keep updated records and files Problem-solving skills
Monitor office expenses and costs Customer service orientation
Take up other duties as assigned (travel arrangements, schedules High School diploma; additional qualifications will
etc.) be a plus

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GROUP 1 PRESENTATION

6 types of information collected

The uses of job analysis information

Job description and

Recruiting and Job evaluation –

6 steps in doing job analysis

Step 1: Decide how you’ll use the information

Step 2: Review relevant background information

Step 3: Select representative positions

Step 4: Actually analyse the job

Step 5: Verify the job analysis information

Step 6: Develop a job description and job specification

Decide how you’ll use the information

Organization charts Existing job description Process chart

Review relevant background information such as organization

Select which positions to focus on for the job analysis

Select representative positions

Actually analyze the job by collecting data on job activities, working

- Confirm that the information is factually correct

Verify the job analysis information with the worker performing

Develop a job description and job specification

Individual Group Supervisor

Time-consuming Costly Bias

02 conditions Content and form of

Knowledge, skills, experience, and qualifications

Duties performed daily

Equipment and materials used for duties

Physical and emotional input

Contacts and communications

Salary and compensation

Observation method is suited for jobs:

=> JD is the most important products of job analysis.

It is the most important part of Job

Working condition must be specified clearly, such as noise level, hazardous

1. Unilever Vietnam – Logistic Intern

2. Deloitte Vietnam - Business Process Solutions Accounting Intern

3. BAT – Marketing Control Executive

Method using the Internet

03 sources of job description consult

- The Standard Occupational Classification (SOC)

The Standard Occupational Classification (SOC)

The Standard Occupational Classification (SOC)

The Standard Occupational Classification (SOC)

The U.S. Department of Labors occupational information network -

Step 1: Decide on a Plan.

The U.S. Department of Labors occupational information network -

The U.S. Department of Labors occupational information network -

The U.S. Department of Labors occupational information network -

The U.S. Department of Labors occupational information network -

Step 5: List the Job’s Human

The U.S. Department of Labors occupational information network -

In short, the job specification summarizes the personal

Employers identify these human requirements either through a subjective, judgmental

What does it take in terms of education,

You could simply review the job’s

Step 2: Select personal traits like finger dexterity that you

Step 3: Test candidates for these traits;

Step 4: Measure these candidates’ subsequent job