PowerPoint Presentation by Charlie Cook The University of West Alabama 1 Human Resource Management ELEVENTH EDITION G A R Y D E S S L E R © 2008 Prentice Hall, Inc. All rights reserved. Job Analysis Chapter 4 Part 2 | Recruitment and Placement

© 2008 Prentice Hall, Inc. All rights reserved.4–2 After studying this chapter, you should be able to: 1.Discuss the nature of job analysis, including what it is and how it’s used. 2.Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation. 3.Write job descriptions, including summaries and job functions, using the Internet and traditional methods. 4.Write job specifications using the Internet as well as your judgment. 5.Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.

© 2008 Prentice Hall, Inc. All rights reserved.4–3 Methods of Collecting Job Analysis Information: The Interview Information SourcesInformation Sources  Individual employees  Groups of employees  Supervisors with knowledge of the job AdvantagesAdvantages  Quick, direct way to find overlooked information DisadvantagesDisadvantages  Distorted information Interview FormatsInterview Formats  Structured (Checklist)  Unstructured

© 2008 Prentice Hall, Inc. All rights reserved.4–4 Methods of Collecting Job Analysis Information: Questionnaires Information SourceInformation Source  Have employees fill out questionnaires to describe their job-related duties and responsibilities 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

© 2008 Prentice Hall, Inc. All rights reserved.4–5 Methods of Collecting Job Analysis Information: Observation Information SourceInformation Source  Observing and noting the physical activities of employees as they go about their jobs AdvantagesAdvantages  Provides first-hand information  Reduces distortion of information DisadvantagesDisadvantages  Time consuming  Difficulty in capturing entire job cycle  Of little use if job involves a high level of mental activity

© 2008 Prentice Hall, Inc. All rights reserved.4–6 Methods of Collecting Job Analysis Information: Participant Diary/Logs Information SourceInformation Source  Workers keep a chronological diary/ 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

© 2008 Prentice Hall, Inc. All rights reserved.4–7 Quantitative Job Analysis Techniques Position Analysis Questionnaire Functional Job Analysis Quantitative Job Analysis Department of Labor (DOL) Procedure

© 2008 Prentice Hall, Inc. All rights reserved.4–8 Writing Job Descriptions Job Identification Job Summary Responsibilities and Duties Authority of the Incumbent Standards of Performance Working Conditions Job Specifications Sections of a Typical Job Description

© 2008 Prentice Hall, Inc. All rights reserved.4–9 Writing Job Specifications Specifications for Trained Versus Untrained Personnel Specifications Based on Statistical Analysis “What traits and experience are required to do this job well?” Specifications Based on Judgment

© 2008 Prentice Hall, Inc. All rights reserved.4–10 Job Analysis in a “Jobless” World Job Enlargement Job Enrichment Job Design: Specialization and Efficiency? Job Rotation

© 2008 Prentice Hall, Inc. All rights reserved.4–11 Job Analysis in a “Jobless” World (cont’d) Flattening the Organization Reengineering Business Processes Dejobbing the Organization Using Self- Managed Work Teams

© 2008 Prentice Hall, Inc. All rights reserved.4–12 K E Y T E R M S job analysis job description job specifications organization chart process chart diary/log position analysis questionnaire (PAQ) U.S. Department of Labor (DOL) job analysis procedure functional job analysis Standard Occupational Classification (SOC) job enlargement job rotation job enrichment dejobbing boundaryless organization reengineeringcompetencies competency-based job analysis performance management