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Copyright © 1999 Harcourt Brace & Company Canada, Ltd. Chapter 5 Job Analysis Falkenberg, Stone, and Meltz Human Resource Management in Canada Fourth Edition.

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Presentation on theme: "Copyright © 1999 Harcourt Brace & Company Canada, Ltd. Chapter 5 Job Analysis Falkenberg, Stone, and Meltz Human Resource Management in Canada Fourth Edition."— Presentation transcript:

1 Copyright © 1999 Harcourt Brace & Company Canada, Ltd. Chapter 5 Job Analysis Falkenberg, Stone, and Meltz Human Resource Management in Canada Fourth Edition

2 5.1 Chapter Overview n Job analysis: A definition n Organization of work n Relation to other HRM functions n Conducting a job analysis n Job analysis: Problems and issues

3 5.2 n n Work outcomes (the product or services accomplished) n n Work processes (required job activities or behaviours) n n Equipment and tools used n n Work environment factors n n Job specifications (KSAOs necessary for an adequate level of performance) Steps in a Job Analysis

4 5.3 Outcomes of a Job Analysis Determine an effective and efficient organization of tasks into jobs or work assignments Identify KSAOs needed to complete a particular assignment Identify criteria to assess individual performances Identify KSAOs to be considered in staffing decisions The information gained from a job analysis can be used to:

5 5.4 Job Analysis: Relation to Other HRM Functions Job Analysis Planning and Staffing Employee Development Employee Maintenance

6 5.5 Job Analysis in Relationship to Other HRM Functions n Human Resource Planning n Recruiting n Selection n Orientation n Human Resource Development (HRD) n Performance Appraisal n Career Planning n Compensation n Employee Health and Safety n Labour Relations Unions

7 5.6 Outcomes of Work Flow Analysis Information gained from a workflow analysis can be used to: Determine an effective and efficient organization of tasks into jobs or work assignments Identify whether the work is being done by the right people or work unit Determine whether the work should be done in-house or outsourced Identify the location of problems within the overall structure of work Determine the most effective organization of work assignments

8 5.7 Three Main Steps in Conducting a Job Analysis n n Choosing the job analysis methods n n Collecting the job analysis information n n Summarizing the information in job descriptions

9 5.8 Methods of Job Analysis n Observation methods Direct observation Work methods analysis Time-and-motion studies Micro-motion studies Critical incident technique n Interview techniques n Questionnaires, including job inventories or checklists

10 5.9 Information Recorded for Each Critical Incident n n The events leading up to the incident and the situation in which it occurred n n Exactly what the employee did that was particularly effective or ineffective n n The perceived consequences and results of the employees actions n n A judgement as to the degree of control the employee had over the results of his or her behaviour

11 5.10 Examples of Open-Ended Questions n n Describe the duties of your job. n n Describe your daily routine. n n Describe the skills you feel are essential to the performance of your duties.

12 5.11 Major Divisions of PAQ 1. Information inputs 2. Mental processes 3. Work output 4. Relationships with other persons 5. Other job characteristics 6. Overall dimensions

13 5.12 Maximizing the Reliability of Job Analysis n n by thoroughly training those conducting analyses in the job analysis method(s) to be used n n by providing detailed job information before the actual analysis n n by using structured job analysis methods to collect the needed information


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