Human Resource

Management
ELEVENTH EDITION
1
GARY DESSLER

Part 2 | Recruitment and Placement

Chapter 4

Job Analysis

2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook

All rights reserved. The University of West Alabama
After studying this chapter, you should be able to:

1. Discuss the nature of job analysis, including what it is

and how its used.
2. Use at least three methods of collecting job analysis
information, including interviews, questionnaires, and
observation.
3. Write job descriptions, including summaries and job
functions, using the Internet and traditional methods.
4. Write job specifications using the Internet as well as
your judgment.
5. Explain job analysis in a jobless world, including
what it means and how its done in practice.

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 Types of Information Collected

Work
activities

Human Human
requirements behaviors
Information
Collected Via
Job Analysis Machines, tools,
Job
equipment, and
context
work aids

Performance
standards

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 Use of Job Analysis Information

Recruitment and
Selection

EEO Compliance Compensation

Information
Collected Via
Discovering Job Analysis
Performance
Unassigned
Appraisal
Duties

Training

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FIGURE 41 Uses of Job Analysis Information

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FIGURE 42 Process Chart for Analyzing a Jobs Workflow

Source: Compensation Management: Rewarding Performance by Richard J.

Henderson. Reprinted by permission of Pearson Education, Upper Saddle River, NJ.
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Steps in Job Analysis

Steps in doing a job analysis:

1 Decide how youll use the information.

2 Review relevant background information.

3 Select representative positions.

4 Actually analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

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Methods of Collecting Job Analysis
Information: The Interview
Information Sources Interview Formats
Individual employees Structured (Checklist)
Groups of employees Unstructured
Supervisors with
knowledge of the job
Advantages
Quick, direct way to find
overlooked information
Disadvantages
Distorted information

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FIGURE 43
Job Analysis Questionnaire for
Developing Job Descriptions

Note: Use a questionnaire like this to interview

job incumbents, or have them fill it out.

Source: www.hr.blr.com. Reprinted with

permission of the publisher, Business and Legal
Reports, Inc., Old Saybrook, CT 2004.

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FIGURE 43
Job Analysis Questionnaire for
Developing Job Descriptions
(contd)

Note: Use a questionnaire like this to interview

job incumbents, or have them fill it out.

Source: www.hr.blr.com. Reprinted with

permission of the publisher, Business and Legal
Reports, Inc., Old Saybrook, CT 2004.

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Job Analysis: Interviewing Guidelines
The job analyst and supervisor should work together to
identify the workers who know the job best.
Quickly establish rapport with the interviewee.
Follow a structured guide or checklist, one that lists
open-ended questions and provides space for answers.
Ask the worker to list his or her duties in order of
importance and frequency of occurrence.
After completing the interview, review and verify
the data.

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Methods of Collecting Job Analysis
Information: Questionnaires
Information Source Advantages
Have employees fill out Quick and efficient way to
questionnaires to describe gather information from
their job-related duties and large numbers of
responsibilities employees
Questionnaire Formats Disadvantages
Structured checklists Expense and time
Open-ended questions consumed in preparing
and testing the
questionnaire

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Methods of Collecting Job Analysis
Information: Observation
Information Source Advantages
Observing and noting the Provides first-hand
physical activities of information
employees as they go Reduces distortion of
about their jobs information
Disadvantages
Time consuming
Difficulty in capturing entire
job cycle
Of little use if job involves a
high level of mental activity

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Methods of Collecting Job Analysis
Information: Participant Diary/Logs
Information Source Advantages
Workers keep a Produces a more complete
chronological diary/ log of picture of the job
what they do and the time Employee participation
spent on each activity
Disadvantages
Distortion of information
Depends upon employees
to accurately recall their
activities

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FIGURE 44
Example of Position/Job
Description Intended for
Use Online

Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007.

2008 Prentice Hall, Inc. All 415

FIGURE 44
Example of Position/Job
Description Intended for
Use Online (contd)

Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007.

2008 Prentice Hall, Inc. All 416

FIGURE 44
Example of Position/Job
Description Intended for
Use Online (contd)

Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007.

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 Quantitative Job Analysis Techniques

Quantitative Job
Analysis

Department of
Position Analysis Functional Job
Labor (DOL)
Questionnaire Analysis
Procedure

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FIGURE 45
Portion of a Completed
Page from the Position
Analysis Questionnaire
The 194 PAQ elements are grouped into
six dimensions. This exhibits 11 of the
information input questions or elements.
Other PAQ pages contain questions
regarding mental processes, work output,
relationships with others, job context, and
other job characteristics.

Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007.

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TABLE 41 Basic Department of Labor Worker Functions

Data People Things

0 Synthesizing 0 Mentoring 0 Setting up
1 Coordinating 1 Negotiating 1 Precision working
2 Analyzing 2 Instructing 2 Operating/controlling
Basic Activities

3 Compiling 3 Supervising 3 Driving/operating

4 Computing 4 Diverting 4 Manipulating
5 Copying 5 Persuading 5 Tending
6 Comparing 6 Speaking/signaling 6 Feeding/offbearing
7 Serving 7 Handling
8 Taking instructions/helping

Note: Determine employees job score on data, people, and things by observing his
or her job and determining, for each of the three categories, which of the basic functions
illustrates the persons job. 0 is high; 6, 8, and 7 are lows in each column.

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FIGURE 46
Sample Report
Based on
Department of
Labor Job
Analysis
Technique

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FIGURE 47
Selected
O*NET
General
Work
Activities

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 Writing Job Descriptions

Job
Identification

Job Job
Specifications Summary

Sections of a
Typical Job
Working Description Responsibilities
Conditions and Duties

Standards of Authority of the

Performance Incumbent

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FIGURE 48
Sample Job
Description,
Pearson
Education

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FIGURE 48
Sample Job
Description,
Pearson
Education
(contd)

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FIGURE 49
Marketing
Manager
Description
from Standard
Occupational
Classification

Source: www.bls.gov/soc/
soc_a2c1.htm. Accessed
August 17, 2007.

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The Job Description
Job Identification
Job title
FLSA status section
Preparation date
Preparer
Job Summary
General nature of the job
Major functions/activities
Relationships
Reports to:
Supervises:
Works with:
Outside the company:
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Responsibilities and
Duties
Major responsibilities and
duties (essential functions)
Decision-making authority
Direct supervision
Budgetary limitations
Standards of
Performance and
Working Conditions
What it takes to do the job
successfully
427
Using the Internet for Writing
Job Descriptions
Standard Occupational O*NET Online
Classification (SOC)

Source: O*Net is a trademark of the U.S. Department of Labor, Employment

and Training Administration. Reprinted by permission of O*Net.

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TABLE 42 SOC Major Groups of Jobs

11-0000 Management Occupations

13-0000 Business and Financial Operations Occupations
15-0000 Computer and Mathematical Occupations
17-0000 Architecture and Engineering Occupations
19-0000 Life, Physical, and Social Science Occupations
21-0000 Community and Social Services Occupations
23-0000 Legal Occupations
25-0000 Education, Training, and Library Occupations
27-0000 Arts, Design, Entertainment, Sports, and Media Occupations
29-0000 Healthcare Practitioners and Technical Occupations
31-0000 Healthcare Support Occupations
33-0000 Protective Service Occupations
35-0000 Food Preparation and Serving-Related Occupations
37-0000 Building and Grounds Cleaning and Maintenance Occupations
39-0000 Personal Care and Service Occupations
41-0000 Sales and Related Occupations
43-0000 Office and Administrative Support Occupations
45-0000 Farming, Fishing, and Forestry Occupations
47-0000 Construction and Extraction Occupations
49-0000 Installation, Maintenance, and Repair Occupations
51-0000 Production Occupations
53-0000 Transportation and Material Moving Occupations
55-0000 Military Specific Occupations
Note: Within these major groups are 96 minor groups, 449 broad occupations, and 821 detailed occupations.
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 Writing Job Specifications

What traits and

experience are required
to do this job well?

Specifications for Specifications

Specifications
Trained Versus Based on
Based on
Untrained Statistical
Judgment
Personnel Analysis

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FIGURE 410
Preliminary
Job
Description
Questionnaire

Source: Reprinted from

www.hr.blr.com with the
permission of the publisher,
Business and Legal Reports, Inc.,
Old Saybrook, CT 2004.
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Writing Job Descriptions (contd)
Step 1. Decide on a Plan
Step 2. Develop an Organization Chart
Step 3. Use a Job Analysis/Description
Questionnaire
Step 4. Obtain Lists of Job Duties from O*NET
Step 5. Compile the Jobs Human
Requirements from O*NET
Step 6. Complete Your Job Description

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FIGURE 411 Background Data for Examples

Example of Job Title: Customer Service Clerk

Example of Job Summary: Answers inquiries and gives
directions to customers, authorizes cashing of customers
checks, records and returns lost charge cards, sorts and reviews
new credit applications, works at customer service desk in
department store.
Example of One Job Duty: Authorizes cashing of checks:
authorizes cashing of personal or payroll checks (up to a
specified amount) by customers desiring to make payment by
check. Requests identificationsuch as drivers licensefrom
customers and examines check to verify date, amount,
signature, and endorsement. Initials check and sends customer
to cashier.

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Writing Job Specifications (contd)
Steps in the Statistical Approach
Analyze the job and decide how to measure job
performance.
Select personal traits that you believe should
predict successful performance.
Test candidates for these traits.
Measure the candidates subsequent job
performance.
Statistically analyze the relationship between the
human traits and job performance.

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 Job Analysis in a Jobless World

Job Design:
Specialization and
Efficiency?

Job Job Job

Enlargement Rotation Enrichment

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Job Analysis in a Jobless World (contd)

Dejobbing the
Organization

Using Self- Reengineering

Flattening the
Managed Work Business
Organization
Teams Processes

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Competency-Based Job Analysis
Competencies
Demonstrable characteristics of a person that enable
performance of a job.
Reasons for Competency-Based Job Analysis
To support a high-performance work system.
To create strategically-focused job descriptions.
To support the performance management process in
fostering, measuring, and rewarding:
General competencies
Leadership competencies
Technical competencies

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Competency-Based Job Analysis (contd)
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

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FIGURE 412 The Skills Matrix for One Job at BP

Note: The light blue boxes indicate the minimum level of skill required for the job.

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 KEY TERMS

job analysis Standard Occupational

job description Classification (SOC)
job specifications job enlargement
organization chart job rotation
process chart job enrichment
diary/log dejobbing
position analysis questionnaire boundaryless organization
(PAQ) reengineering
U.S. Department of Labor (DOL) competencies
job analysis procedure competency-based job analysis
functional job analysis performance management

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