Job Analysis

Modified
Modified by:
by:
Dr.
Dr. Aparna
Aparna Mendiratta
Mendiratta
 The
The Nature
Nature of
of Job
Job Analysis
Analysis
 Job Analysis
– A systematic way to gather and analyze information
about the content, context, and the human
requirements of jobs.
• Work activities and behaviors
• Interactions with others
• Performance standards
• Financial and budgeting impact
• Machines and equipment used
• Working conditions
• Supervision given and received
• Knowledge, skills, and abilities needed

© 2002 Southwestern College Publishing. All rights reserved. 6–2

 Job
JobAnalysis
Analysisin
in
Perspective
Perspective

Figure 6–5
© 2002 Southwestern College Publishing. All rights reserved. 6–3
 Task-Based
Task-Based Job
Job Analysis
Analysis
 Task
– A distinct, identifiable work activity composed of
motions
 Duty
– A larger work segment composed of several tasks
that are performed by an individual
 Responsibilities
– Obligations to perform certain tasks and duties

© 2002 Southwestern College Publishing. All rights reserved. 6–4

Typical
Typical Division
Divisionof
ofHR
HRResponsibilities:
Responsibilities:Job
JobAnalysis
Analysis

Figure 6–6
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 Stages
Stagesininthe
theJob
Job
Analysis
AnalysisProcess
Process

Figure 6–7
© 2002 Southwestern College Publishing. All rights reserved. 6–6
 Job
Job Analysis
Analysis Methods
Methods

Job
Job Analysis
Analysis
Methods
Methods

Specialized
Specialized
Observation Job
JobAnalysis
Analysis
Observation
Methods
Methods Computerized
Computerized
Interviewing
Interviewing Questionnaires
Questionnaires
Work
WorkSampling
Sampling Job
JobAnalysis
Analysis
Diary/Log
Diary/Log PAQ
PAQ
MPDQ
MPDQ

© 2002 Southwestern College Publishing. All rights reserved. 6–7

 Typical
Typical Areas
AreasCovered
Coveredininaa
Job
JobAnalysis
AnalysisQuestionnaire
Questionnaire

Figure 6–8
© 2002 Southwestern College Publishing. All rights reserved. 6–8
 Behavioral
Behavioral Aspects
Aspects of
of Job
Job Analysis
Analysis

Job
Job
Inflation
Inflation

Managerial
Managerial
Behavioral
Behavioral Straitjacket
Straitjacket
Aspects
Aspectsofof
Job
Job
Analysis
Analysis Current
CurrentIncumbent
Incumbent
Emphasis
Emphasis

Employee
Employee
Anxieties
Anxieties

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 Sample
SampleJob
JobDuty
DutyStatements
Statements
and
andPerformance
PerformanceStandards
Standards

Figure 6–10
© 2002 Southwestern College Publishing. All rights reserved. 6–10
 Job
Job Descriptions
Descriptions and
and Job
Job Specifications
Specifications
 Job Description
– Identification of the tasks, duties, and
responsibilities of a job
 Performance Standards
– Indicator of what the job accomplishes and how
performance is measured in key areas of the job
description.
 Job Specification
– The knowledge, skills, and abilities (KSAs) an
individual needs to perform a job satisfactorily.

© 2002 Southwestern College Publishing. All rights reserved. 6–11

 Sample
SampleJob
JobDescription
Descriptionand
andSpecifications
Specifications

Figure 6–11a
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 Sample
SampleJob
JobDescription
Descriptionand
andSpecifications
Specifications

Figure 6–11b
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 Sample
SampleJob
JobDescription
Descriptionand
andSpecifications
Specifications

Figure 6–11c
© 2002 Southwestern College Publishing. All rights reserved. 6–14
 Job
Job Description
Description Components
Components
 Identification  Essential Functions and
– Job title Duties
– Reporting relationships – Lists major tasks, duties
– Department and responsibilities
– Location  Job Specifications
– Date of analysis – Knowledge, skills, and
 General Summary abilities
– Education and experience
– Describes the job’s
distinguishing – Physical requirements
responsibilities and  Disclaimer
components
– Of implied contract
 Signature of approvals

© 2002 Southwestern College Publishing. All rights reserved. 6–15

 Competency
Competency Approach
Approach to
to Job
Job Analysis
Analysis
 Competencies
– Basic characteristics that can be linked to enhanced
performance by individuals or teams.
 Reasons for using the competency approach
– To communicate value behaviors throughout the
organization.
– To raise the competency levels of the organization.
– To emphasize the capabilities of people to enhance
organizational competitive advantage.

© 2002 Southwestern College Publishing. All rights reserved. 6–16

 Competency
Competency Analysis
Analysis Methodology
Methodology
 Identify future performance results areas critical to
the organization.
 Assemble panel groups familiar with the company.
 Interview panel members to get examples of job
behaviors.
 Develop detailed descriptions of competencies.
 Rate competencies and levels need to meet them.
 Standards of performance are identified and tied to
jobs.

© 2002 Southwestern College Publishing. All rights reserved. 6–17