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BAC101-HRM- Studyguide-Module-5 sent

Business Administration (Pangasinan State University)

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Study Guide in BAC 101 – HUMAN RESOURCE MANAGEMENT Module No. 5

STUDY GUIDE FOR MODULE NO. ___ 5

JOB ANALYSIS
MODULE OVERVIEW

“We recruit for attitude and train for skill,”

― Atul Gawande

Jobs are at the core of every organization’s productivity. If they are not well designed and done right,
productivity suffers, profits fall, and the organization is less able to meet the demands of society, customers,
employees, and other stakeholders.

Job analysis is the process of gathering and analyzing information about the content and the human
requirements of jobs, as well as, the context in which jobs are performed. This process is used to determine
placement of jobs. Job analysis defines the organization of jobs within a job family. It allows units to identify
paths of job progression for employees interested in improving their opportunities for career advancement and
increasing compensation.

This module reiterates how job analysis can be used to identify the knowledge, skills and expertise
required to effectively perform job assignments, establish criteria for selection and promotions, design
objectives for training and development programs, develop the standards for the measurement of
performance, and assist with the determination of pay classification levels.

Additionally, it provides an overview of practices concerning the use of flexible work arrangements as a
strategic staffing management solution. It addresses the opportunities and challenges associated with
adopting and managing flexible work arrangements and the types of flexible work arrangements.

MODULE LEARNING OBJECTIVES

At the end of this Module, you should be able to:

1. Explain the importance of job analysis information for human resource managers.
2. Discuss the various steps in conducting job analysis and methods of data collection.
3. Describe the contents of a job description and a job specification.
4. Discuss the various approaches to setting performance standards.
5. Identify the different types of flexible work arrangements.
6. Prepare a job analysis, job description, and job specifications report.

LEARNING CONTENTS

Job Analysis has been defined in a variety of ways. But generally, Job Analysis, according to one of your
readings, https://www.shrm.org/resourcesandtools/tools-and-
samples/toolkits/pages/performingjobanalysis.aspx

“… Job analysis is the process of studying a job to determine which activities and responsibilities it includes,
its relative importance to other jobs, the qualifications necessary for performance of the job and the conditions
under which the work is performed. An important concept in job analysis is that the job, not the person doing
the job, is assessed, even though human resources (HR) may collect some job analysis data from
incumbents.”

Examples of how an organization may use job analysis data:

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 Workforce planning.
 Performance management.
 Recruitment and selection.
 Career and succession planning.
 Training and development.
 Compensation administration.
 Health, safety and security.
 Employee/labor relations.
 Risk management.

Information Collection

Job analysis involves collecting information on characteristics that differentiate jobs. The following factors help
make distinctions between jobs:

 Knowledge, skills and abilities (KSAs) needed.

 Work activities and behaviors.
 Interactions with others (internal and external).
 Performance standards.
 Financial budgeting and impact.
 Machines and equipment used.
 Working conditions.
 Supervision provided and received.

If an employer has not already done so, grouping jobs with related functions is helpful in the job analysis
process by identifying the job family, job duties and tasks of related work. For example:

 Job family. Grouping of related jobs with broadly similar content.

 Job. Group of tasks, duties and responsibilities an individual performs that make up his or her total
work assignment.

 Task. A specific statement of what a person does, with similar tasks grouped into a task dimension
(i.e., a classification system).

A technical service job family, for example, could be identified as follows:

 Job family. Technical Service.

 Job. Technical service representative.

 Task. Provides technical support to customers by telephone.

Job Analysis Methods

Determining which tasks employees perform is not easy. The most effective technique when collecting
information for a job analysis is to obtain information through direct observation as well as from the most
qualified incumbent(s) via questionnaires or interviews. The following describes the most common job
analysis methods.

o Open-ended questionnaire

Job incumbents and/or managers fill out questionnaires about the KSAs necessary for the job. HR compiles
the answers and publishes a composite statement of job requirements. This method produces reasonable job
requirements with input from employees and managers and helps analyze many jobs with limited resources.
Kindly see the Job Analysis Questionnaire at this website, https://www.shrm.org/resourcesandtools/tools-and-
samples/hr-forms/pages/cms_001973.aspx as well as the Job Analysis Template
https://www.shrm.org/resourcesandtools/tools-and-samples/hr-forms/pages/jobanalysisform.aspx

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o Highly structured questionnaire

These questionnaires allow only specific responses aimed at determining the frequency with which specific
tasks are performed, their relative importance and the skills required. The structured questionnaire is helpful
to define a job objectively, which also enables analysis with computer models. You may see the Generic
Questionnaires at this link: https://www.onetcenter.org/questionnaires.html

o Interview

In a face-to-face interview, the interviewer obtains the necessary information from the employee about the
KSAs needed to perform the job. The interviewer uses predetermined questions, with additional follow-up
questions based on the employee's response. This method works well for professional jobs.

o Observation

Employees are directly observed performing job tasks, and observations are translated into the necessary
KSAs for the job. Observation provides a realistic view of the job's daily tasks and activities and works best for
short-cycle production jobs.

o Work diary or log

A work diary or log is a record maintained by the employee and includes the frequency and timing of tasks.
The employee keeps logs over a period of days or weeks. HR analyzes the logs, identifies patterns and
translates them into duties and responsibilities. This method provides an enormous amount of data, but much
of it is difficult to interpret, may not be job-related and is difficult to keep up-to-date.

o Behavioral event interview

 Behavioral event interviewing, a competency-based job analysis, differs from the traditional job
analysis, which focuses solely on the evaluation of tasks, duties and responsibilities. In behavioral
event interviewing:

 A team of senior managers identifies future performance areas critical to the organization's business
and strategic plans.

 HR assembles panels composed of individuals who are knowledgeable about the organization's jobs
(i.e., subject matter experts). These groups may be employees, managers, supervisors, trainers and
others.

 A facilitator interviews panel members to obtain examples of job behaviors and actual occurrences on
the jobs.

 The facilitator develops detailed descriptions of each identified competency, including descriptive
phrases for clarity.

 HR rates the competencies, and panel members identify KSAs required to meet them.

 HR identifies performance standards for each job. The organization must develop and implement
selection, screening, training and compensation instruments, or processes that focus on
competencies.

Use of Job Analysis Data

 Job descriptions and specifications

HR uses the job analysis output to develop a job description and job specifications. The job description

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summarizes and organizes the information for the organization's job-related actions. Generally, the job
description and specifications are combined but compartmentalized to enable independent updating as
needed.

 Compensation decisions

In relation to employee pay practices, job analysis has two critical uses: It establishes similarities and
differences in job content, and it helps determine the internal equity and relative worth of like jobs. If jobs have
equal content, then the pay established for them will likely be equal. If, on the other hand, job content is
perceptibly different, then those differences, along with the market rates, will become part of the rationale for
paying certain jobs differently.

 Selection assessments

Job analysis information can also be used as a basis for selecting or developing employment assessments
that measure the most critical tasks or KSAs. Some assessments involve work samples that simulate job
tasks and require candidates to demonstrate that they can perform these tasks effectively. HR uses job-
oriented or task-based job analysis data as a basis for developing these types of assessments because they
focus directly on assessing how well job candidates can perform critical work tasks. Other assessment
methods focus on measuring KSAs that are required to perform job tasks effectively, such as various mental
abilities, physical abilities or personality traits, depending on the job's requirements.

Let us now discuss the Flexible Work Arrangements.

1. Schedule Flexibility

There are several types of schedule flexibility:

 Flextime.
 Compressed workweek.
 Shift work.
 Part-time schedules.
 Job-sharing.

Not all types are manageable or worthwhile for all sizes and types of organizations, so every employer
considering this arrangement should undertake an organizational assessment to determine whether and what
kind of flexible scheduling will meet its needs.

 Flextime

Flextime is a type of alternative schedule that gives a worker greater latitude in choosing his or her particular
hours of work, or freedom to change work schedules from one week to the next depending on the employee's
personal needs. Under a flextime arrangement, an employee might be required to work a standard number of
core hours within a specified period, allowing the employee greater flexibility in starting and ending times.

 Compressed workweek

Compressed workweek is an alternative scheduling method that allows employees to work a standard
workweek of 40 hours over a period of fewer than five days in one week or 10 days in two weeks. For
example, some employers implement a four-day workweek of 10-hour days. Employers get the same number
of working hours, but employees have a three-day weekend every week. Another approach is the 9/80
schedule, in which employees work 80 hours in nine days and have one day off every other week. Among
other demographics, employees whose family status involves child care or elder care responsibilities may find
a compressed workweek to be of particular value. Employees save time and commuting expenses by
reporting for duty on fewer days. Employers that convert their entire operation to a four-day workweek may
save on the cost of utilities and other overhead.

 Shift work

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Shift work has traditionally been used in manufacturing environments to maximize productivity from fixed
resources and costs. More recently, shift work has become a feature of the 24/7 service economy and a
byproduct of globalization. For example, supermarkets and computer help desks are now typically open 24
hours a day, seven days a week. Nowadays, a computer user calling for technical support during regular U.S.
business hours is likely to end up speaking with a technician working the "graveyard shift" in India. Despite its
extensive use in certain environments, shift work poses some practical challenges for some employers.

 Part-time jobs

Part-time jobs are the most traditional of flexible scheduling options. This option is typically used when a job
requires fewer than 40 hours of work per week. Part-time work can be used to attract a workforce that
includes students, parents of young children, older workers and others who need or want to work but do not
wish to work a full-time schedule. Although more commonly associated with jobs in retail and food service,
some employers do have part-time professional employees. Part-time work can help organizations retain
professionals who otherwise would be lost.

 Job-sharing

Job-sharing is the practice of having two different employees performing the tasks of one full-time position.
Each of the job-sharing partners works a part-time schedule, but together they are accountable for the duties
of one full-time position. Typically, they divide the responsibilities in a manner that meets both of their needs
as well as those of the employer. The practice allows for part-time schedules in positions that the employer
would not otherwise offer on a part-time basis. It requires a high degree of compatibility, communication and
cooperation between the job-sharing partners and with their supervisor.

Like part-time jobs, job-sharing arrangements may appeal particularly to students, parents of young children
and employees nearing retirement, helping them balance careers with other needs. For employers, the
practice may include retention of skilled employees, increased employee loyalty and productivity, and a
measure of flexibility that can occur when two people fill one job slot.

2. Location Flexibility

Location flexibility refers to arrangements that make it possible for employees to work remotely from the main
worksite. There are several types of location flexibility. Telecommuting is the most common. Other practices
include hoteling and so-called snowbird programs.

3. Telecommuting

Telecommuting, also known as telework, involves the use of computers and telecommunications technology to
overcome the constraints of location or time on work. In a global economy, physical location has become less
important than efficiency of operations. Telework may occur from home, a telework center, or on an airplane or
bus.

Telework is best suited for jobs that require independent work, little face-to-face interaction, concentration, a
measurable work product and output-based (instead of time-based) monitoring. Nevertheless, telecommuting
is not unknown in jobs—even HR jobs—that do not fit this mold.

Telecommuting has become a widely accepted practice, and most organizations that do permit it develop
metrics to track their return on investment. Telework often includes these three different types:

 Regular, recurring telework, such as an employee spending every workday or regularly scheduled
workdays working from a home office or other remote office.
 Brief, occasional telework, such as an employee writing a report or preparing a spreadsheet from a
home office after hours or on weekends, or just working from home to avoid interruptions.
 Temporary or emergency work, such as working from home to ensure business continuity during
inclement weather, a natural disaster or an event such as a political convention that causes significant
traffic and parking disruptions.

Opportunities. Companies that give their workers the option of telecommuting report its benefits in greater

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productivity, lower costs, more options for finding and retaining qualified staff, and improved employee health,

Challenges. Despite its utility in a variety of situations, telecommuting does present challenges to both
employers and employees. Among the possible negatives for employees are:

 Being out of the day-to-day flow of information.

 Being away from the hub of activity in terms of office politics, management and intellectual ferment.
 A negative impact on career advancement and perception that employees away from the office are
not as available as those working in a traditional office setting.
 Distraction by spouse, children, pets and others in the workspace.
 A heightened feeling of being "owned" by the organization, in that the company now has a virtual
presence in the employee's home.
 An expectation to be available outside of "normal" business hours.

From the employer's standpoint, downsides or extra effort associated with telecommuting might include:

 Establishing set expectations, trust and unique methods of evaluation to lead from a distance.
 The need to adopt strategies and procedures attuned to management of telecommuting workers.
 Increased technology costs and potential security vulnerability.
 Dealing with workers disgruntled because they are not permitted to telecommute.

4. Hoteling

Hoteling is a practice associated with telecommuting. It involves having telecommuters reserve an office or
workstation for their in-office days in lieu of assigning them a permanent work space. Hoteling can cut the
organization's office space requirements and reduce costs.

For further reading, kindly search for this site: http://bwc.dole.gov.ph/flexible-work-arrangement or watch the
video regarding the pros and cons of work arrangements: https://study.com/academy/lesson/pros-cons-of-
alternative-work-arrangements-home-office-virtual-teams-and-telecommuting.html

LEARNING ACTIVITY 5:

Graded Recitation:

1. The one in charge of conducting job analysis is what we call __________.

2. __________ is conducted to determine the responsibility of the job as well as the qualifications needed to
fulfil its responsibility.
3. __________ refers to the minimum qualifications necessary for effective performance of a given job.
4. Some of the uses of job analysis information include __________, _________, __________, _________.
5. Examples of new job titles as a result of e-commerce include _________, _________, _________,
_________.
6. Give examples of job specification for the following positions:
 Secretary to the general: __________
 Human resource manager: _________
 Job analyst: _________
7. Prepare the job description of the job analyst.

Reflection Questions:

1. Job analysis if often referred to as the “cornerstone” of HR management. Do you agree? Why or why not?
2. What method of job analysis do you think would be the most applicable for jobs in a food chain or a
mall/department store?

SUMMARY

 Job analysis is the process of studying a job to determine which activities and responsibilities it
includes, its relative importance to other jobs, the qualifications necessary for performance of the job

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and the conditions under which the work is performed. An important concept in job analysis is that the
job, not the person doing the job, is assessed, even though human resources (HR) may collect some
job analysis data from incumbents.
 HR uses the job analysis output to develop a job description and job specifications. The job
description summarizes and organizes the information for the organization's job-related actions.
Generally, the job description and specifications are combined but compartmentalized to enable
independent updating as needed.
 Job analysis information can also be used as a basis for selecting or developing employment
assessments that measure the most critical tasks or KSAs. Some assessments involve work samples
that simulate job tasks and require candidates to demonstrate that they can perform these tasks
effectively.
 There are several types of schedule flexibility: flextime, compressed workweek, shift work, part-time
schedules, and job-sharing.

REFERENCES

Barboza, N., et. al (2019) Job Analysis and Design. Manila, Philippines:, Unlimited Books Library Services
and Publishing Inc.

Lauron, D.P. (2019). Human Resources Management (Principles and Practices). Manila, Philippines: Rex
Bookstore.

3G ELearning FZ LLC. (2016) Human Resource Management in Small Business. Unired Arab Emirates

Ferrer, M.P., et.al. (2015). Human Resource Management. Manila, Philippines:, Unlimited Books
Library Services and Publishing Inc.

Electronic Sources:

Performing Job Analysis

Retrieved from:
https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/performingjobanalysis.aspx

Job Analysis Questionnaire

Retrieved from:
https://www.shrm.org/resourcesandtools/tools-and-samples/hr-forms/pages/cms_001973.aspx

Job Analysis Template

Retrieved from:
https://www.shrm.org/resourcesandtools/tools-and-samples/hr-forms/pages/jobanalysisform.aspx

Generic Questionnaires
Retrieved from:
https://www.onetcenter.org/questionnaires.html

Pros & Cons of Alternative Work Arrangements: Home Office, Virtual Teams and Telecommuting
Retrieved from:
https://study.com/academy/lesson/pros-cons-of-alternative-work-arrangements-home-office-virtual-teams-and-
telecommuting.html

HR Basics: Job Analysis

Retrieved from:
https://www.youtube.com/watch?v=qy09Ls6NqEo

Job Analysis & Evaluation: Definition, Process & Methods

Retrieved from:
https://study.com/academy/lesson/job-analysis-evaluation-definition-process-methods.html

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Job Analysis (Meaning, Objectives, Uses and Process) | Human Resource Management
Retrieved from:
https://www.youtube.com/watch?v=UjvLNyRqDQs

Job Analysis
Retrieved from:
https://hr.unl.edu/compensation/nuvalues/jobanalysis.shtml/

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