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Learning Objectives Structures based on jobs, people, or both Job-based approach: most common Job analysis procedures What information should be collected? How can the information be collected? 4-2

Learning Objectives Job descriptions summarize the data Job analysis: bedrock or bureaucracy? Judging job analysis 4-3

Job Analysis Systematic method to discover and describe: The differences and similarities amongst various jobs Constitutes of: Job description - Tasks, duties and responsibilities that make up a job Job specification - Knowledge, skills, and abilities, necessary to perform the job 4-4

Structures Based on Jobs, People, or Both Job-based structures Look at what people are doing and the expected outcomes Skill- and competency-based structures Look at the person 4-5

Exhibit 4.1 - Many Ways to Create Internal Structure 4-6

Job-Based Approach: Most Common Job analysis Systematic process of collecting information that: Identifies similarities and differences in the work Is critical for determining compensation Helps establish an internally fair and aligned job structure 4-7

Exhibit 4.3- Determining the Internal Job Structure 4-8

Job Analysis Procedures Collect information about specific tasks or behaviors Position- Group of tasks performed by one person 4-9

Exhibit 4.4 - Job Analysis Terminology 4-10

Conventional Job Analysis Procedures Include: Developing preliminary information Conducting initial tour of work site Conducting interviews Conducting second tour of work site Consolidating job information Verifying job description 4-11

Exhibit 4.6 - Typical Data Collected for Job Analysis 4-12

What Information Should be Collected? Job data: Identification Job titles, departments, number of people who hold the job Job data: Content Elemental tasks or units of work, with emphasis on the purpose of each task Employee data Position Analysis Questionnaire (PAQ) McFry Nine Step Program 4-13

Exhibit 4.9 - The McFry Nine Step Program Source: Jerry Newman, My Secret Life on the McJob, (New York: McGraw-Hill, 2007). 4-14

What Information Should be Collected? Essential elements and the Americans with Disabilities Act Elements of a job that cannot be reassigned to other workers must be specified Essential functions- Fundamental job duties of the employment position Does not provide any special benefits for people with disabilities 4-15

What Information Should be Collected? Level of analysis Influences whether work is similar or dissimilar Microscopic approach Broad, generic descriptions Countervailing view Promotion to a new job title is part of the organization's network of returns Reducing the number of titles may reduce opportunities to reinforce positive employee behavior 4-16

How can the Information be Collected? Conventional methods Questionnaires and interviews Advantage Involvement increases understanding of process Disadvantage Open to bias and favoritism 4-17

How can the Information be Collected? Quantitative methods Facilitate statistical analysis of results and allow more data to be collected faster Advantage Practical and cost-effective Disadvantages Important aspects of a job may be omitted Resulting job descriptions can be faulty 4-18

How can the Information be Collected? Who collects the information? Human resource generalists and supervisors Someone thoroughly familiar with the organization and its job Who provides the information? Principal sources: Jobholders and supervisors Subordinates and employees in other jobs that interface with the job under study 4-19

How can the Information be Collected? Number of incumbents from which to collect data varies with: Stability of the job Ease of collecting the information What About Discrepancies? Collect more data to ensure consistency and accuracy Discuss discrepancies 4-20

How can the Information be Collected? Disagreements can be an opportunity to: Clarify expectations Learn about better ways to do the job Document how the job is actually performed Top management (and union) support is critical Must know what is strategically relevant Must be alerted to: The cost of a thorough job analysis Its time-consuming nature The fact that changes will be involved 4-21

Job Descriptions Summarize the Data Job description: Summary of the job Job specifications: Knowledge, skills, and abilities required to perform the tasks Using generic job descriptions To avoid starting from scratch A way to cross-check externally 4-22

Job Descriptions Summarize the Data Describing managerial/professional jobs Detailed information on the nature of the job, its scope, and accountability Verify the description Determine whether job description is accurate and complete Make notes of any omissions, ambiguities, or needed clarifications 4-23

Job Analysis: Bedrock or Bureaucracy Reducing number of different jobs and cross-training employees Makes work content more fluid and employees more flexible Generic job descriptions Provide flexibility in moving people among tasks without adjusting pay 4-24

Job Analysis: Bedrock or Bureaucracy Traditional job analysis Makes distinctions among levels of jobs Could reinforce rigidity Analyzing work content Conducted as part of work flow and supply chain analysis 4-25

Job Analysis and Globalization Job analysis and susceptibility to offshoring Offshoring Movement of jobs to locations beyond a country’s borders Includes both low-skill and white-collar jobs Managerial jobs and positions where local knowledge is required are less susceptible 4-26

Job Analysis and Globalization Job analysis information and comparability across borders Global firms should analyze jobs to: Maintain consistency in job content Be able to measure ways in which jobs are similar and different 4-27

Judging Job Analysis Reliability Validity Acceptability Measure of consistency of results among various: Analysts, methods, sources of data, or over time Validity Examines the convergence of results among sources of data and methods Acceptability Potential for subjectivity and favoritism 4-28

Judging Job Analysis Currency Usefulness Job information must be up to date Usefulness Practicality of information collected Can be used for multiple purposes 4-29

A Judgment Call Work-related information is needed to determine pay Differences in work determine pay differences Real issue should be: How much detail is needed to make these pay decisions? 4-30