Professional Documents
Culture Documents
Semester: Spring 2022: Chapter 2: Job Analysis
Semester: Spring 2022: Chapter 2: Job Analysis
Work activities- job’s actual work activities; how, why and when the tasks
are performed
Human behaviors- human behavior that the job requires such as
communicating, walking, handling clients
Machines, tools, equipment, and work aids- type of machines, equipment,
tools applied in the work
Performance standards- standard of performance required for the job in
terms of quantity or quality (units to be produced per day, <5 mistakes an
hour etc.)
Job context- physical working condition, work schedule.
Human requirements- knowledge, skills, personality, attitudes
Uses of analysis
Uses of job analysis information
Step 1: Decide How You Will Use the Information Some data
collection techniques-like interviewing the employee are good
for writing job descriptions. Other techniques can be used to
compare jobs for compensation purposes.
Step 2: Review Relevant Background Information About the Job,
Such as Organization Charts It is important to understand the
job’s context. For example, organization charts show the
organization wide division of work and who will do it.
Step 3: Select Representative Positions the manager generally
selects a sample of positions to focus on.
Step 5: Verify the Job Analysis Information with the Worker
Performing the Job and with His or Her Immediate Supervisor
This will help confirm that the information is factually correct
and complete
Step 6: Develop a Job Description and Job Specification
The job description lists the duties, activities, and responsibilities of
the job, as well as its important features, such as working
conditions.
The job specification summarizes the personal qualities, traits, skills,
and background qualifications required for getting the job done
of Collecting Job Analysis
Interview
Questionnaire
Observation
Participant diary/logs
Electronic job analysis methods
Can be structured or unstructured
Can be conducted with:
individual employee
group of employees
One/more supervisors
Pros:
Simple and easy to understand
In depth information can be quickly collected
Employee reactions can be observed
Cons:
Distortion of information can occur
Quickly establish rapport with interviewee
Prepare and follow a structured guideline for identifying
crucial questions
Ask the worker to tell his/her duties in order of importance
and frequency of occurrence.
After completion, review and verify the information with
the worker’s immediate supervisor and with the
interviewee.
1. What are the major duties of your position? What
exactly do you do?
2. What physical locations do you work in?
3. What are the education, experience, skill, and [where
applicable] certification and licensing requirements?
4. In what activities do you participate?
5. What are the job’s physical demands? The emotional
and mental demands? 2
Employees fill out questionnaire forms to describe their job-
related duties and responsibilities
It is one of the most popular method of collecting
information
Questionnaire formats
Structured checklists
Open-ended questions
(The best questionnaire format is a mix of this two)
Pros:
It is an efficient and quick way to gather information from large
numbers of employees
It is less expensive to administer, easy to understand, no special
skills required
The employee can fill out questionnaire at his own
time/convenience
Cons:
Developing questions for the questionnaire is time consuming
Distortion of information can occur
Directly observing and noting down the physical activities employees are
doing
Usually used with interview
Pros:
No distortion of information
direct information about the job is collected
Cons:
It is not appropriate when the job includes a lot of mental activity (e.g. of
lawyer, interior decorator)
It is not useful if the employee only occasionally engages in important
activities, (e.g. a nurse who handle only emergencies)
Worker’s reactivity (changing of attitude) occurs when they are being
observed
Workers keep a diary/log book in which they list all the
activities in which they engage along with the time of each
activity
Pros:
Provides a detailed picture of the job
Cons:
Time consuming
Depends on employee’s ability to properly recall all the
activities
Electronic job analysis methods
Using the internet to review existing information about the
job e.g. O*NET
Taking interviews through skype or distributing
questionnaire online
Pros:
Information can be collected from large number of
geographically dispersed employees
Cons:
Confusion may arise if clear instructions are not provided
A written statement of the duties and responsibilities of
a job, i.e. what the worker will actually do, how it will be
done and what the job’s working conditions are
Sections of a Job Description
◦ Job identification
◦ Job summary
◦ Responsibilities and duties
◦ Authority of incumbent
◦ Standards of performance
◦ Working conditions
Parts of job description
Job identification:
The section at the top containing the title, location of the job, department,
pay grade, line of authority and job level e.g. lecturer I lecturer II
Job summary:
summarizes the essence of the job and include only its major functions or
activities
e.g for a telesales representative: The person in this position is responsible
for selling college textbooks, software, and multimedia products to
professors, via incoming and outgoing telephone calls, and to carry out
selling strategies to meet sales goals in assigned territories of smaller
colleges and universities.
Responsibilities and duties:
Usually a list of duties and responsibilities of the position in order of
importance. It is the heart of the job description and this information is
found out from the job analysis techniques (interviews, questionnaires etc.)
Relationships to Maintain:
Sometimes there can be a relationship statement that shows the jobholder’s
possible relationships inside and outside the organization
Example:-
For a HR manager, the relationship section might look like:
Reports to: Director of HR
Supervises: HR officer, HR executive, labor relations director
Works with: All departmental managers and sometimes, top level
management
External Relations: employment Agencies, Recruiting Firms, Union Leaders
etc.
Standards of Performance:
This section outlines the standards the company expects
the employee to achieve for each of the job description’s
main duties and responsibilities
Example:-
For an assembly line worker, no less than 50 units produced per day
Working Conditions:
Gives an overview of the conditions under which the
work will be performed such as the noise level,
hazardous conditions or heat
It lists the human traits, qualities and skills that are
required to do the job effectively
May be a section of the job description, or a separate
document
Content of JS: KSA
the knowledge, skills and ability that are required to do a
job effectively
Making Job specification