JOB ANALYSIS &

JOB DESIGN
 Job Analysis
 Goal: Match Person & Job
 Definitions
 Format of a Job Description
 Format of a Task Statement
 Job Analysis Process
 New Views of Job Analysis

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 Goal: Match Person & Job
Person Job
KSAs
Tasks & Duties
Talents & Interests
Rewards
Motivation

Job Outcomes
Performance
Satisfaction

 Need information about the Person & about the Job

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 Definitions
 JobAnalysis: the process of collecting &
analyzing information about jobs to write:
 Job Description: a document that identifies the
tasks & duties performed by a job
 Job Specification: a document that identifies the
qualifications required by a job
 Most organizations combine the Job Description
& the Job Specification into a single document
for each job
 Usually simply called a “Job Description”

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 Definitions (more)
 Task: a unit of work activity performed by a
worker within a limited time period
 Duty: several related tasks that are
performed by a worker
 Position: the set of all tasks & duties
performed by a worker
 Job: a group of identical positions

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 Format of a Job Description
Restaurant Manager

 Example: http://krypton.mnsu. Job Summary:

edu/~schumann
/www/teach/sample_job_descrip.
Plan, organize, direct, and coordinate the workers and resources of the restaurant for the
efficient, well-prepared, and profitable service of food and beverages.
Tasks and Duties:
1. Work with chefs and other personnel to plan menus that are flavorful and popular
with customers. Work with chefs for efficient provisioning and purchasing of
supplies. Estimate food and beverage costs. Supervise portion control and

pdf quantities of preparation to minimize waste. Perform frequent checks to ensure

consistent high quality of preparation and service.
2. Supervise operation of bar to maximize profitability, minimize legal liability, and

 Common Elements
conform to alcoholic beverage regulations.
3. Work with other management personnel to plan marketing, advertising, and any
special restaurant functions.
4. Direct hiring, training, and scheduling of food service personnel.

 Job Title 5. Investigate and resolve complaints concerning food quality and service.
6. Enforce sanitary practices for food handling, general cleanliness, and maintenance
of kitchen and dining areas.

 Job Summary 7. Comply with all health and safety regulations.

8. Review and monitor, with bookkeeper or other financial personnel, expenditures
to ensure that they conform to budget limitations. Work to improve performance.

 Tasks & Duties 9. Perform other duties as assigned by management.

Qualifications:
1. Bachelor of Science degree in hotel/restaurant management is desirable. A
 “Task Statements” combination of practical experience and education will be considered as an
alternate.
2. Good organizational skills for dealing with diverse duties and staff.

 Qualifications 3. Pleasant, polite manner for dealing with public as well as staff.
Reports to: Department:
Supervises: Division:

 Other information Date: Approved:

Source (revised from): http://www2.hrnext.com/Article.cfm/Nav/2.4.0.0.6719.0

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 Format of a Task Statement
 First
word or phrase (required): Performs what
action? (Present-tense verb)
 Example: “Supervise …”
 Next word or phrase (required): To whom or what
is the action performed? (Object of the verb)
 Example: “… operation of bar …”
 Nextword or phrase (optional): Additional
information
 Example: “… to maximize profitability, minimize legal
liability, and conform to alcoholic beverage regulations.”

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 Format of a Task Statement
 Example: http://krypton.mnsu.edu
/~schumann/www/teach/sample_job_
descrip.pdf
 Each Task Statement is in
the proper format
 Optional:
Put the Task
Statements in order of:
 Task performance
 Task importance
 Amount of time spent on
each task
 No order, but group
related tasks
Restaurant Manager
Job Summary:
Plan, organize, direct, and coordinate the workers and resources of the restaurant for the
efficient, well-prepared, and profitable service of food and beverages.
Tasks and Duties:
1. Work with chefs and other personnel to plan menus that are flavorful and popular
with customers. Work with chefs for efficient provisioning and purchasing of
supplies. Estimate food and beverage costs. Supervise portion control and
quantities of preparation to minimize waste. Perform frequent checks to ensure
consistent high quality of preparation and service.
2. Supervise operation of bar to maximize profitability, minimize legal liability, and
conform to alcoholic beverage regulations.
3. Work with other management personnel to plan marketing, advertising, and any
special restaurant functions.
4. Direct hiring, training, and scheduling of food service personnel.
5. Investigate and resolve complaints concerning food quality and service.
6. Enforce sanitary practices for food handling, general cleanliness, and maintenance
of kitchen and dining areas.
7. Comply with all health and safety regulations.
8. Review and monitor, with bookkeeper or other financial personnel, expenditures
to ensure that they conform to budget limitations. Work to improve performance.
9. Perform other duties as assigned by management.
Qualifications:
1. Bachelor of Science degree in hotel/restaurant management is desirable. A
combination of practical experience and education will be considered as an
alternate.
2. Good organizational skills for dealing with diverse duties and staff.
3. Pleasant, polite manner for dealing with public as well as staff.
Reports to:
Supervises:
Department:
Division:
Date: Approved:
Source (revised from): http://www2.hrnext.com/Article.cfm/Nav/2.4.0.0.6719.0
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 Job Analysis Process

 Source: Fisher, Schoenfeldt, & Shaw (2006),

Figure 4.1, p. 141

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 Phase 1: Scope of the Project
 Decide purposes of the job analysis project
 How do you want to use the Job Descriptions?
 Job design
 Recruiting
 Selection
 Performance appraisal
 Training
 Compensation

 Decide which jobs to include in the job

analysis project
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 Phase 2: Methods of Job Analysis
 Decide what data (information) is needed
 At
a minimum, for each job being analyzed, we
need data on:
 Tasks & duties performed on the job
 Qualifications required by the job

 Identify sources of job data

 Job incumbents: observation, interview,
questionnaire
 Supervisor of job: interview, questionnaire
 Other sources

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 Phase 2: Methods (more)
 Select specific procedures of job analysis
 Narrative Job Descriptions
 Simplest method of job analysis
 Collect qualitative data (no numbers)

 Engineering approaches: micro-motion studies

(time & motion studies)
 Measure body motions involved in performing the
job

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 Phase 2: Methods (more)
 Select specific procedures of job analysis
(more)
 Structured Job Analysis Procedures
 FunctionalJob Analysis (FJA): adds to the Job
Description 7 scales (numbers) that measure:
 3 worker-function scales: % of time spent with:
 Data
 People
 Things
 1 worker-instruction scale
 3 scales that measure the general educational requirements:
reasoning, mathematics, & language

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 Phase 2: Methods (more)
 Structured Job Analysis Procedures (more)
 Position Analysis Questionnaire (PAQ)
 Standardized questionnaire
 Questions focus on worker activities on the job
 For non-managerial & non-professional jobs
 http://www.paq.com/?FuseAction=Main.PAQProgram

 Professional and Managerial Position Questionnaire

(PMPQ)
 Standardized questionnaire
 For professional & managerial jobs
 http://www.paq2.com/pmpqmain.html

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 Phase 2: Methods (more)
 Structured Job Analysis Procedures (more)
 Task Inventory Procedure
 Questionnaire with a master list of possible tasks
 Check-mark the tasks done by the job

 Other structured Job Analysis procedures:

 Critical Incidents Technique
 Ability Requirements Scales
 Personality-Related Job Analysis Procedures
 Cognitive Task Analysis

 List of Job Analysis questionnaires with brief

descriptions: http://www.hr-guide.com/data/G012.htm

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Phase 3: Data Collection & Analysis
 Collect job data
 Getthe organization ready
 Reduce sources of bias
 Conduct effective interviews

 Analyze the job data

 Report results to organization
 Write the job descriptions
 Periodically recheck the job data
 Update & revise the job descriptions as needed

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 Phase 4: Assessment
 Evaluate the Job Analysis project
 Continuousimprovement: learn from both
successes & mistakes to continuously get better
 Did the project finish on-time and under-budget?
 If not, what went wrong? What would you do differently?
 Did you collect the correct information?
 What additional information would you collect if you did the
project over?
 What information would you not collect?

 Are the Job Descriptions being used as intended?

 If not, what’s missing to make them useful?

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 Job Analysis Process

 Source: Fisher, Schoenfeldt, & Shaw (2006),

Figure 4.1, p. 141

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 New Views of Job Analysis
 Future-Oriented Strategic Job Analysis
 Identify
the tasks, knowledge, skills, & abilities that will
be needed to perform a job in the future
 Instead of describing how a job is today, describe how it will
be in the future
 Typically uses experts to help make predictions of the future

 Competency Modeling
 Identifythe observable performance dimensions that
differentiate effective from ineffective employees
 Define the job’s critical success factors, which should be tied
to the organization’s objectives and strategy

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 Example of a Job Description
Restaurant Manager
 Exampleof a Narrative Job Summary:
Plan, organize, direct, and coordinate the workers and resources of the restaurant for the

Job Description:
http://krypton.mnsu.edu/~schumann
/www/teach/sample_job_descrip.pdf
efficient, well-prepared, and profitable service of food and beverages.
Tasks and Duties:
1. Work with chefs and other personnel to plan menus that are flavorful and popular
with customers. Work with chefs for efficient provisioning and purchasing of
supplies. Estimate food and beverage costs. Supervise portion control and
quantities of preparation to minimize waste. Perform frequent checks to ensure
consistent high quality of preparation and service.

 How could it be used for:

2. Supervise operation of bar to maximize profitability, minimize legal liability, and
conform to alcoholic beverage regulations.
3. Work with other management personnel to plan marketing, advertising, and any
special restaurant functions.
 Job design? 4. Direct hiring, training, and scheduling of food service personnel.
5. Investigate and resolve complaints concerning food quality and service.

 Recruiting? 6. Enforce sanitary practices for food handling, general cleanliness, and maintenance
of kitchen and dining areas.
7. Comply with all health and safety regulations.

 Selection?
 Performance appraisal?
8. Review and monitor, with bookkeeper or other financial personnel, expenditures
to ensure that they conform to budget limitations. Work to improve performance.
9. Perform other duties as assigned by management.
Qualifications:
1. Bachelor of Science degree in hotel/restaurant management is desirable. A

 Training?
combination of practical experience and education will be considered as an
alternate.
2. Good organizational skills for dealing with diverse duties and staff.

 Compensation? 3. Pleasant, polite manner for dealing with public as well as staff.
Reports to: Department:
Supervises: Division:
Date: Approved:

Source (revised from): http://www2.hrnext.com/Article.cfm/Nav/2.4.0.0.6719.0

20
 Outline
 Goal: Match Person & Job
 Definitions
 Format of a Job Description
 Format of a Task Statement
 Job Analysis Process
 New Views of Job Analysis

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 Performing Job Analysis
 Select jobs to study
 Determine information to collect: tasks,
responsibilities, and skill requirements
 Identify sources of data: Employees,
supervisors/managers
 Methods of data collection: Interviews,
questionnaires, observation, diaries, and records
 Evaluate and verify data collection: Other
employees, supervisors/managers
 Write job analysis report
 JOB DESIGN
 What employees actually do on the job, the
design of their work, has great influence on their
productivity and level of satisfaction.

 Def: Job Design is the process of deciding on

the content of a job in terms of its duties and
responsibilities; on the methods to be used in
carrying out the job, in terms of techniques,
systems and procedures and on the
relationships that should exist between the job
holder and the superiors, subordinates and
colleagues.
 JOB DESIGN
 Major Concern: Employee Productivity &
Satisfaction
 Purpose of Job Design: how the job is to be
performed, who is to perform it, and where it is
to be performed.
 Affect on Employee: How he feels about a Job.
 Impact : Level of Authority- How much decision-
making the employee has and how make tasks
he/she has to complete and interpersonal
relationships
 GOALS OF JOB DESIGN;
 To Meet the organizational requirements
such as higher productivity, operational
efficiency, quality of product/service etc
and
 To satisfy the needs of the individual
employees like interests, challenges,
achievement or accomplishment, etc.
 Integrate the needs of the individual with
the organizational requirements.
 Approaches to Job Design
 Engineering Approach:
 Human Approach:
 Job Characteristics Approach:
 Engineering Approach:

 The work of every workman is fully planned out

by the management in advance and each man
receives in most cases complete written
instructions, describing in detail the task which
he/she has to accomplish-FW TAYLOR.
 Problem with this approach: Repetition-
Mechanical pacing-no end product-little socal
interaction-no input
 Human Approach:
 The Human relations approach recognized the need to
design jobs which are interesting and rewarding.
 Herzberg’s research popularized the notion of enhancing
need satisfaction through what is called job
enrichment.
 Factors involved:
 Motivators like achievement, recognition, work itself,
responsibility, advancement and growth and Hygienic
factors.
 According to Herzberg. The Employee is dissatisfied with
the job if required maintenance factors to the required
degree are not introduced into the job.
 Job Characteristics Approach
 Theory by Hackman and Oldham states that employees
will work hard when they are rewarded for the work they
do and when the work gives them satisfaction.
 Hence integration of motivation, satisfaction and
performance with job design.
 According to this approach Job can be described in
terms of five core job dimensions:
1. Skill Variety
2. Task Identity
3. Task significance
4. Autonomy
5. Feedback
 Job Design Process:

 Job Design Process has to start from what

activity needs to be done in order to
achieve organizational goals.
 It requires use of techniques like work-
study, process planning, organizational
methods and organizational analysis and
also technical aspects
Job Design Methods:
 Job Rotation: Job Enlargement
:Job Enrichment:
 Job Rotation: Refers to the movement of an employee from one Job
to another.

 Please note: Jobs themselves are not actually Changed, only

employees are Rotated among various jobs.

 Job Enlargement
 When a job is enlarged the tasks being performed are either
enlarged or several short tasks are given to on worker, thus the
scope of the Job is increased because there are many tasks to be
performed by the same worker.

 Job Enrichment:
 Job enrichment as is currently practiced all over the work is a direct
outgrowth of Herzberg’s Two factor theory of motivation.
 JOB ANALYSIS

 Need: procurement is the first operative

function of personnel management which
can be sub divided into various sub
functions like HRP, Recruitments and
Selection.
 Right PERSON for the RIGHT JOB at the
Right Time and In a RIGHT PLACE.
 Small things to KNOW!!
 Job Terminology:
 Before discussing job analysis in more detail, many
related terms used in personnel should be carefully
defined:

 TASK:
A DISTINCT WORK ACTIVITY WHICH HAS AN
IDENTIFIABLE BEGINNING AND END.
Ex: Post Man Sorting Bag Full of mails in appropriate boxes
 DUTY;
SEVERAL TASKS WHICH ARE RELATED BY SOME
SEQUENCE OF EVENTS.
 Position-JOB-Job Family
 POSITION:
A COLLECTION OF TASKS AND DUTIES WHICH ARE
PERFORMED BY ONE PERSON .EX: Mail Room Clerk
 JOB :
ONE OR MORE POSITIONS WITHIN AN ORGANIZATION
 JOB FAMILY:
SEVERAL JOBS OF A SIMILAR NATURE WHICH
MAY COME INTO DIRECT CONTACT WITH EACH
OTHER OR MAY BE SPREAD OUT THROUGHOUT THE
ORGANIZATION PERFORMING SIMILAR FUNCTIONS:
Ex: Jobs Located in different departments
Job Analysis-job Description N Job
Specification
 JOB ANALYSIS:
SYSTEMATIC INVESTIGATION INTO THE
TASKS,DUTIES AND RESPONSIBILITIES OF JOB.
 JOB DESCRIPTION:
A WRITTEN SUMMARY OF TASKS, DUTIES AND
RESPONSIBILITES OF A JOB
 JOB SPEFICIFATION:
THE MINIMUM SKILLS, EDUCATION, AND EXPERIENCE
NECESSARY FOR AN INDIVIDUAL TO PERFORM A JOB
 JOB EVALUATION
JOB CLASSIFICATION:
THEIR DETERMINATION OF THE WORTH OF A JOB TO
AN ORGANIZATION.

Job evaluation is usually a combination of internal equity comparison of

jobs and an external job market comparison

 JOB CLASSIFICATION:
THE GROUPING OR CATEGORISING OF JOBS ON SOME
SPECIFIED BASIS SUCH AS THE NATURE OF THE WORK
PERFORMED OR THE LEVEL OF PAY.

Classification is often utilized as a simplified method of Job Analysis

 PROCESS OF JOB ANALYSIS
 Jobs can be analyzed through a process, which
consists of Six basic steps, these steps consist
of :
1. Collection of background information
2. Selection of representative positions to be
analyzed
3. Collection of job analysis data
4. Developing a job description
5. Developing of a job Specification
6. Developing Employee Specification
PROCESS OF JOB ANALYSIS
 The Concepts: Types of Work
Whether designing a new job or restructuring an existing one, the critical activitie
that the job holder will have to perform must be identified. This concept of
criticality is fundamental to the Team Management Systems approach to job
analysis.
JOB ANALYSIS INFORMATION

 The Job Analysis provides the following information

 Job identification
 Significant characteristics of a job
 What the typical worker does?
 Job duties
 What materials and equipments the worker uses
 How a job is performed
 Required personal attributes
 Job relationships