1. MGT 301 Class 3: Chapter 4 Job Analysis FEIHAN AHSAN BRAC University Sep 22nd, 2013

2. Uses of Job Analysis Information (Contd.) Discovering Unassigned Duties- When all the duties of a job are known, there is no confusion as to who will do what. So left-out tasks can be clearly identified Legal Compliance- Sometimes it is required by law to have a job description for each job (EEO law in USA)- which in turn requires a job analysis

3. © 2005 Prentice Hall Inc. All rights reserved. 4–3 Uses of Job Analysis Information Figure 4–1

4. Methods of Collecting Job Analysis Information There are different ways of collecting information required to do Job Analysis:- 1.Interviews 2.Questionnaires 3.Observation 4.Participant Diary/Logs 5.Quantitative Techniques 1.Position Analysis Questionnaire 2.DOL Method 3.Functional Job Analysis 6.Internet Job Analysis

5. © 2005 Prentice Hall Inc. All rights reserved. 4–5 The Interview The Interview is one of the most widely used methods for identifying a job’s duties and responsibilities Interviews can be done on: Individual Employees- useful when each job is different, so each employee can give his or her own perspective of the job Groups of Employees- useful when jobs are similar, so a lot of people can be interviewed at the same time, saving time and costs. Supervisors- who can describe a job from a top-down perspective, rather than the employees bottom-up perspective If doing group interviews, the supervisor is usually present to ensure the description of the job is accurate

6. The Interview (Contd.) Interviews can be of two types:- 1. Structured Interviews- Using detailed questionnaires in a checkbox format that asks questions related to general purpose of the job, supervisory responsibilities, job duties and other things required such as education, experience and skills. The main thing is the format- everything is structured and usually has multiple- choice answers to select from. Advantage- standardized answers obtained, easy to analyze, makes sure all interviewers asked the same questions. Disadvantage- in-depth answers cannot be obtained, employees cannot express their true feelings. © 2005 Prentice Hall Inc. All rights reserved. 4–6

7. The Interview (Contd.) 2. Unstructured Interviews Free-style interviews with no definite format, such as just one question: tell me about your job? Etc. Employees can then describe their duties, responsibilities and the nature of the job in their own words, which the interviewer notes down Advantage- Employees can express their true feelings, a lot of detail can be found about the job. Disadvantage- different interviewers might get different answers, hard to compare the answers, irrelevant information might be obtained (storytelling), More time-consuming

8. An Unstructured Interview

9. On the Whole… Interviews are:- Straightforward, simple way of obtaining information Interviewer can use his or her skills to obtain in-depth information (use of body language and movements) Employee reactions can be noted However:- Information can be distorted, because of 1.Employee Bias When employees are asked about their job duties and responsibilities, they see it as some kind of performance evaluation (but actually it is not), so they tend to exaggerate and say a lot more than they actually do.

10. On the Whole… 2. Supervisor Bias When a supervisor is asked about the duties and responsibilities of his employee, if the supervisor is `pissed’ at him, then he or she will say that he ‘does nothing all day’, when in fact that is not true (wrong picture of the job). While if the supervisor knows the employee or is related to him, then he or she will likely give an exaggerated picture of the job. (he does sooo much, etc.)  Either way, an accurate picture of the job will not be obtained.  An interviewer has to be skilled at spotting and adjusting for these variations.

11. © 2005 Prentice Hall Inc. All rights reserved. 4–11 Interview Guidelines for Job Analysis Interview The job analyst and supervisor should work together to identify the workers who know the job best. (representative worker, good sample) 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. Ex- Doctor After completing the interview, review and verify the data.

12. 4–12 2 nd Method of Collecting Job Analysis Information: Questionnaires  Information source –Have employees fill out questionnaires to describe their job-related duties and responsibilities.  Questionnaire formats –Structured checklists –Open-ended questions –Usually, a mix  Advantages –Quick and efficient way to gather information from large numbers of employees –Simple to administer, just hand out forms, no special skills required –Employee can fill out at own time/convenience  Disadvantages –No one present to explain confusing questions (if not live) –Difficult to create (especially if MCQ’s)

13. © 2005 Prentice Hall Inc. All rights reserved.4–13 3 rd Method of Collecting Job Analysis Information: Observation  Information source –Observing and noting the physical activities of employees as they do their jobs.  Advantages –Provides first-hand information –No distortion of information  Disadvantages –Time consuming –Difficulty in capturing entire job cycle –Of little use if job involves a high level of mental activity.

14. Observation (Contd.) Observation is useful because:- Since you see the worker yourself, there is no confusion about the job. No effect such as bias or exaggeration. Everything that the worker does can be seen If job consists of mainly physical activities, then observation is suitable (Ex- assembly-line worker or construction worker) However:- Observation is not suitable if the work consists of a lot of mental activity (ex- Designer or Lawyer) If activity is infrequent, but very very important, then observation will not give a proper idea about the job (Ex- Emergency Heart Doctor) Acting- if employees are aware they are being watched, they will act and try to look good, so accurate picture of the job will not be obtained. Therefore, a combination of observation and interviews are usually used

15. © 2005 Prentice Hall Inc. All rights reserved.4–15 4 th Method of Collecting Job Analysis Information: Participant Diary/Logs  Information source –Workers who keep a chronological diary/ logbook of what they do and the time spent in each activity.  Advantages –Produces a very detailed picture of the job –Employee participation  Disadvantages –Time consuming, because have to capture work cycle –Depends upon employees to accurately recall their activities

16. © 2005 Prentice Hall Inc. All rights reserved.4–16 Quantitative Job Analysis Techniques  The position analysis questionnaire (PAQ) –A very structured questionnaire that assigns numerical scores to five key job skills: Decision-making, skilled activity, physical activity, machine handling, and information-processing  The Department of Labor (DOL) procedure –A standardized method by which different jobs can be quantitatively rated, classified, and compared with respect to proficiency in 3 areas: Data, people and things  Functional job analysis –Similar to the DOL procedure but adds more factors such as: Mathematical ability, verbal and language ability, reasoning and judgment, specific instructions etc.

17. Multiple Data Sources are always better… It is always wise to use a number of job analysis methods in combination Because, each method has shortcomings that distort the data Using a lot of methods cancels out the variations and the true picture of the job is obtained For example, in a group interview an employee might be reluctant to say everything about the job or feel shy in front of others. In this case, a personal interview with that employee is needed in addition to the group interview to give an accurate picture about the job.

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