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
 What is job analysis?

• The procedure for determining the duties and

skill requirements of a job

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• Also includes identifying the kind of person who

should be hired for it

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–2
 Types of Information Collected

Work
activities

Human Human
requirements behaviours
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 4–3
 Uses of Job Analysis Information

• Recruitment and selection

Information about what duties the job includes and what human characteristics are required to
perform these duties helps managers decide what type of people to hire.

• Legal compliance

• Performance appraisal
A performance appraisal compares employees’ actual performance with duties and standards.
Managers use job analysis to learn what these duties and standards are.

• Compensation
Compensation usually depends on the job’s required skill and education levels, safety hazards,
degree of responsibility, etc. that are factors assessed through job analysis.

• Training
The job description lists the job’s duties and skills, showing what training the job requires.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–4
 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 4–5
 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 4–6
 Position Analysis Questionnaire

• A quantitative job analysis tool

• A questionnaire used to collect data about the duties of a job
• 194 items represent basic elements that can play a role in a job
• The job analyst decides if each of the items (such as one on using
“written materials”) applies to the job and, if so, to what extent
• The items belong to one of five basic activities: (1) Having
Decision-Making/Communication/Social Responsibilities, (2)
Performing Skilled Activities (3) Being Physically Active (4)
Operating Vehicles/Equipment and (5) Processing Information
• The PAQ scale ranges from 1 to 5 (e.g. a 4 for written materials
means that written materials play a significant role in the job)

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–7
 Methods of Collecting Job Analysis
Information: Interviews
• Information Sources • Interview Formats
 Individual employees  Structured (Checklist)
 Groups of employees  Unstructured
 Supervisors with
knowledge about the job
• Advantages
 Quick and simple way to
find information
• Disadvantages
 Distorted information

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–8
 Interviewing Guidelines

• Establish a rapport with the interviewee. Speak

understandably and briefly review the interview’s
purpose

• Follow a structured guide that lists questions and

provides space for answers

• After completing the interview, review the information

with the worker and his/her immediate supervisor

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–9
 Methods of Collecting Job Analysis
Information: Questionnaires
• Information Source • Advantages
 Have employees fill out  Efficient way to gather
questionnaires to describe information from large
their job duties numbers of employees

• Questionnaire Formats • Disadvantages

 Structured checklists  Time consumed in
 Open-end questions developing and testing
questionnaires

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–10
 Job Analysis Questionnaire for Developing Job Descriptions

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–11
 Methods of Collecting Job Analysis
Information: Observation
• Information Source • Advantages
 Observing and noting the  Provides first-hand
physical activities of information
employees as they
 Reduces distortion of
conduct their job tasks
information
• Disadvantages
 Time-consuming
 Difficulty in capturing the
full job cycle
 Of little use if the job
requires 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 4–12
 Methods of Collecting Job Analysis
Information: Participant Diary/Log
• Information Source • Advantages
 Workers keep a diary/log  Produces a more complete
of what they do and the picture of the job
time spent on each activity  Employee participation

• Disadvantages
 Distortion of information
 Depends on employee
memory

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–13
 Writing Job Descriptions

Job
Identification

Job Job
Specification Summary

Sections of a
Typical Job
Working Description Responsibilities
Conditions and Duties

Standards of
Performance

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–14
 Preliminary
Job
Description
Questionnaire

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–15
 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 4–16
 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 4–17
 Writing A Job Specification – Statistical
Approach
 Analyze a job and decide how to measure the
related performance
 Select personal traits that you believe should
predict performance
 Test candidates for these traits
 Measure the candidates’ subsequent job
performance
 Statistically analyze the relationship between the
traits and job performance

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–18
 Skills Matrix

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–19
 Job analysis

Job Redesign

Job Job Job

Enlargement Rotation Enrichment

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e 4–20
 Job Analysis Based on Competencies

• Employers now list, in competency models (or

profiles), the knowledge and skills someone
needs to do a job

• This competency model becomes the guide for

selecting, training and evaluating employees for
each job

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

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