1. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–1 Job analysis Chapter 3

2. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–2 1.What is the meaning of job analysis, types of information collected via job analysis, and uses of these information 2.methods of collecting job analysis information 3.Write job descriptions and job specification. 4.Job descriptions based on competencies LEARNING OUTCOMES

3. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–3 The Basics of Job Analysis: Terms Job AnalysisJob Analysis  The procedure for determining the duties and skills which are required for a job, and the kind of person who should be hired for it. Job DescriptionJob Description  A list of a job’s duties, responsibilities, relationships, working conditions, and supervisory responsibilities—It is one product of a job analysis. Job SpecificationsJob Specifications  A list of human requirements,such as education, skills, personality, and so on— It is another product of a job analysis.

4. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–4 Types of Information Collected Job title Job’s duties Human requirements Job content Machines, tools, equipments, and work aids Performance standards Information Collected Via Job Analysis Actual work activities of the job. Preparing, communicating, deciding, and writing, tools used, materials processed. quantity and quality output levels that can be used to appraise employees. The organizational and social context in which the job exists: working conditions, work schedules, and incentives knowledge or skills related to the job (education, training, work experience) and required personal attributes

5. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 4–5 Uses of Job Analysis Information Recruitment and selection Compensation decisions Discovering unassigned duties Performance appraisal Training Uses of Information Collected via Job Analysis Employee

6. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–6 FIGURE 4–1Uses of Job Analysis Information Recruiting :Job analysis provides HRM with information related to the desired human characteristics needed to effectively Recruit and Select individuals for jobs. Compensating : Job analysis provides HRM with information related to Compensation factors such as education, experience, skills safety, risks, degree of responsibility, and so on. Based on these factors salaries and wages can be determined. Training : Job analysis provides HRM with information related to duties and skills of the job which is required for proper Training of employees.

7. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–7 FIGURE 4–1Uses of Job Analysis Information Appraising: job analysis provides HRM with information related to job’s performance standards. That can help it to conduct Performance Appraisal. Job analysis is a method for Discovering Unassigned Duties that should become a formal part of a job.

8. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–8 Collecting Job Analysis Information Interviews Questionnaires Observations Methods for Collecting Job Analysis Information Diaries/Logs

9. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–9 Interviews Interviews The job analyst and supervisor should work together to identify the workers who know the job best.The job analyst and supervisor should work together to identify the workers who know the job best. Quickly establish relation with those workers.Quickly establish relation with those workers. They Follow a structured guide and two types of questions: closed questions and open-ended questions and provides space for answers. They Follow a structured guide and two types of questions: closed questions and open-ended questions and provides space for answers. They Ask the worker to list his duties in order of importance.They Ask the worker to list his duties in order of importance. After completing the interview, the supervisor reviews and verify the data.

10. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–10 Interviews Interviews Information SourcesInformation Sources  Employees  Supervisors with knowledge of the job AdvantagesAdvantages  Quick, direct way to find overlooked information DisadvantageDisadvantage  Distorted information Interview FormatsInterview Formats  Structured (Checklist)  Unstructured

11. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–11 : Questionnaires Information SourceInformation Source  Have employees fill out questionnaires to describe duties and responsibilities related to their job Questionnaire FormatsQuestionnaire Formats  Structured checklists  Open-ended questions AdvantagesAdvantages  Quick and efficient way to gather information from large numbers of employees DisadvantagesDisadvantages  Expense and time consumed in preparing and testing the questionnaire

12. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–12 Observation Observation Information SourceInformation Source  Observing and noting the physical activities of employees. AdvantagesAdvantages  Provides first-hand information  Reduces distortion of information DisadvantagesDisadvantages  Time consuming  Reactivity response may distorts employee behavior  Difficulty in capturing entire job cycle  We can’t use it if job involves a high level of mental activity

13. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–13 Participant Diaries/Logs Information SourceInformation Source  Workers keep a diary or log of what they do and the time spent on each activity AdvantagesAdvantages  Produces a more complete picture of the job  Employee participation DisadvantagesDisadvantages  Distortion of information  Depends upon employees to accurately recall their activities

14. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–14 Job Analysis based on the internet AdvantagesAdvantages  Collects information in a standardized format from geographically dispersed workers.  Requires less time than face-to-face interviews  Collects information with minimal intervention

15. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–15 Writing Job Descriptions Job identification Job summary Responsibilities and duties relationshipsStandards of performance Working conditions Job specifications Sections of a Job Description

16. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–16 Sections of a Job Description Job IdentificationJob Identification  Job title  status section  Preparation date Job SummaryJob Summary  General nature of the job  Major functions/activities RelationshipsRelationships  Reports to:  Supervises:  Works with:  Outside the company: Responsibilities and DutiesResponsibilities and Duties  responsibilities and duties (essential functions)  Decision-making authority Standards of Performance and Working ConditionsStandards of Performance and Working Conditions  What it takes to do the job successfully

17. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–17 Writing Job Specifications Educations knowledge, Skills and Abilities “What human skills and experience are required to do this job well?” Experience training It shows what kind of person to recruit and for what qualities you should test that person. The job specification may be a section of the job description, or a separate document

18. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–18 Job description Based on Competency what Competencies? what Competencies? characteristics of a person that can perform a job successfully. Reasons for Job Analysis Based on CompetencyReasons for Job Analysis Based on Competency The traditional methods focus on the duties and responsibilities and depend on a list of traditional job’s assignments.  The problem of this approach is that the jobs are always changing

19. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–19 How to Write Job Descriptions based on Competencies Therefore a new approach has emerged and began to focus on the KSA which employees must possess to perform multitasks such asTherefore a new approach has emerged and began to focus on the KSA which employees must possess to perform multitasks such as Personality traitsPersonality traits BehaviorsBehaviors professional and technical knowledge professional and technical knowledge  General competencies  Leadership competencies  Technical competencies

20. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–20 How to Write Job Descriptions based on Competencies Defining the job’s competencies and writing them, is similar to traditional job analysis. you can interview job holders and their supervisors, ask questions regarding job responsibilities and activities.Defining the job’s competencies and writing them, is similar to traditional job analysis. you can interview job holders and their supervisors, ask questions regarding job responsibilities and activities. But this similarity ends. Instead of writing lists of job duties, you will ask, “In order to perform this job competently, the employee should be able to: But this similarity ends. Instead of writing lists of job duties, you will ask, “In order to perform this job competently, the employee should be able to: work under stress, deal with people, establish goals and create plans, be proactive…and so on work under stress, deal with people, establish goals and create plans, be proactive…and so on

21. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–21 Job Analysis in an organization Empowered Worker Job Enlargement Job Enrichment Job Design From Specialized to Enriched Jobs Job Rotation

22. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–22 Job designed from specialized to enriched jobs job enlargement attempts to make work more motivating by assigning workers additional same-level activities. Job rotation involves systematically moving workers from one job to another. Job enrichment involves redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.

23. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–23 FIGURE 4–10Preliminary Job Description Questionnaire

24. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–24 FIGURE 4–8Sample Job Description, Pearson Education

25. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–25 FIGURE 4–1Uses of Job Analysis Information Discuss why is HRM important to all managers? all managers?

26. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–26 FIGURE 4–1Uses of Job Analysis Information What are the main types of corporate strategies?

27. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall4–27 K E Y T E R M S job analysis job description job specifications organization chart process chart diary/log position analysis questionnaire (PAQ) Standard Occupational Classification (SOC) job enlargement job rotation job enrichment competency-based job analysis