Human Resource

Management
TWELFTH EDITION
1
GARY DESSLER
BIJU VARKKEY

Part 2 | Recruitment and Placement

Chapter 4

Job Analysis
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
 After studying this chapter, you should be able to:

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

and how it’s 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 it’s done in practice.
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–2
 Definition
• Is a procedure through which you determine the
duties of the company positions and the
characteristics of the people to hire for them

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–3
 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

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–4
 Use of Job Analysis Information

Recruitment and
Selection

Legal
Compliance Compensation
Information
Collected Via
Discovering Job Analysis
Performance
Unassigned
Appraisal
Duties

Training

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–5
 FIGURE 4–1 Uses of Job Analysis Information

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–6
 Conducting a job analysis
• Decide how will you use this information
 Interviews are helpful in writing job description
 Position analysis questionnaire gives numerical
rating helpful for compensation
• Review relevant background information such
as organizational charts and process charts
 To understand the jobs context
 Organizational chart shows authority relationships /
interconnecting lines
 Process charts
• Workflow analysis:
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–7
 • Workflow analysis:
 Identify what the job duties are / does not answer questions like
 Does this job relate to other job makes sense
 Should this job exist

 Definition: detailed analysis of the flow of work from job to job

in the work process
 Use a flow process job
• Business Process Reengineering
 Redesigning business processes usually by combining steps
 Workflow analysis at American Atlantic
 Identify a business process to be redesigned
 Measure the performance of the existing process
 Identify opportunities to improve these processes
 Redesign and implement a new way of working
 Assign ownership of a set of tasks
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–8
 • Select representative positions
• Actually analyze the job
 Get agreement on the basic summary of the job
 Identifying the job broad area of responisibility
• Verify with an expert
• Develop a job description and job specification

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–9
 Job Redesign
• Job enlargement
 Means assigning workers additional same level jobs
• Job rotation
• Job enrichment
 Redesigning jobs in a way that increases
opportunities for the worker to experience feeling of
responsibility achievement , growth and recognition
 Empowering the worker
 Form natural work units
 Combine tasks
 Establishment client relationships
 Vertically load the job / open feedback channel s
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–10
 FIGURE 4–2 Process Chart for Analyzing a Job’s Workflow

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Source: Compensation Management: Rewarding Performance by Richard J.
Authorized adaptation from the United States edition of Human Henderson. Reprinted by permission of Pearson Education, Upper Saddle River, NJ.
Resource Management, 12/e 4–11
 Steps in Job Analysis

Steps in doing a job analysis:

1 Decide how you’ll 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.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–12
 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

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–13
 FIGURE 4–3
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

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–14
 FIGURE 4–3
Job Analysis Questionnaire for
Developing Job Descriptions
(continued)

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

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–15
 Job Analysis: Interviewing Guidelines
• The job analyst and supervisor should work together to
identify the workers who know the job best.
• It is advisable to 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.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–16
 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

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–17
 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
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–18
 Methods of Collecting Job Analysis
Information: Participant Diary/Logs
• Information Source
 Workers keep a
chronological diary/ log of
what they do and the time
spent on each activity
• Advantages
 Produces a more complete
picture of the job
 Employee participation
• Disadvantages
 Distortion of information
 Depends upon employees
to accurately recall their
activities

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–19
 FIGURE 4–4
Example of Position/Job
Description Intended for
Use Online

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

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–20
 FIGURE 4–4
Example of Position/Job
Description Intended for
Use Online (continued)

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

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–21
 Quantitative Job Analysis Techniques

Quantitative Job
Analysis

The U.S.
Position Analysis Department of Functional Job
Questionnaire Labor (DOL) Analysis
Procedures

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–22
 FIGURE 4–5
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.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–23
 Contd…
• Position analysis questionnaire
 194 items
 Each item will belong to the following categories
 Having decision –making / communication/ social
responsibilities
 Performing skilled activities
 Being physically active
 Operating vehicles/ equipment
 Processing information
 You can quantitatively compare jobs relative to each other/
then classify jobs for pay purposes

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–24
 Department of labor (DOL) procedures
• Developed Dictionary of Occupational Titles
• Good examples of how to quantitatively rate classify
and compare jobs
• What the worker must do to respect to data , people,
and things

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–25
 TABLE 4–1 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 employee’s 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 person’s job. “0” is high; “6,” “8,” and “7” are lows in each column.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–26
 FIGURE 4–6
Sample Report
Based on
Department of
Labor Job
Analysis
Technique

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–27
 FIGURE 4–7
Selected
O*NET
General
Work
Activities

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–28
 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

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–29
 FIGURE 4–8
Sample Job
Description,
Pearson
Education

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–30
 FIGURE 4–8
Sample Job
Description,
Pearson
Education
(continued)

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–31
 FIGURE 4–9
Marketing
Manager
Description
from Standard
Occupational
Classification

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

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–32
 The Job Description
• Job Identification • Responsibilities and
 Job title Duties
 Preparation date  Major responsibilities and
 Preparer duties (essential functions)
 Decision-making authority
• Job Summary
 Direct supervision
 General nature of the job
 Budgetary limitations
 Major functions/activities
• Standards of
• Relationships
Performance and
 Reports to:
Working Conditions
 Supervises:
 What it takes to do the job
 Works with:
successfully
 Outside the company:

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–33
 Using the Internet for Writing
Job Descriptions
• O*NET™ Online

Source: O*Net™ is a trademark of

the U.S. Department of Labor,
Employment and Training
Administration. Reprinted by
permission of O*Net.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–34
 TABLE 4–2 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
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Note: Within these major groups are 96 minor
Authorized adaptation from the United States edition of Human groups, 449 broad occupations, and 821 detailed
Resource Management, 12/e occupations. 4–35
 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

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–36
 FIGURE 4–10
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.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–37
 Writing Job Specifications (continued)
• 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.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–38
 Job Analysis in a “Jobless” World

Job Design:
Specialization and
Efficiency?

Job Job Job

Enlargement Rotation Enrichment

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–39
 Job Analysis in a “Jobless” World
(continued)

Dejobbing the
Organization

Using Self- Reengineering

Flattening the
Managed Work Business
Organization
Teams Processes

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–40
 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
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–41
 Competency-Based Job Analysis
(continued)
• 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

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–42
 KEY TERMS

job analysis Standard Occupational

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

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–43