Job Analysis: Concepts, Procedures, and Choices Chapter Four Job Analysis: Concepts, Procedures, and Choices

Chapter Outline Traditional Job Analysis The Job Analysis Process Phase 1: The Scope of the Job Analysis Phase 2: The Methods of Job Analysis Phase 3: Data Collection and Analysis Phase 4: Assessing Traditional Job Analysis Methods The “New Strategic View” of Job Analysis Traditional and New Strategic Views of Job Analysis: Working Together Job Analysis: Adding Value to the Organization Copyright © Houghton Mifflin Company. All rights reserved.

Defining Job Analysis? Is it simply “obtaining information about jobs?” Have jobs become extinct? Are jobs now behavioral contracts between an employee and an organization? Copyright © Houghton Mifflin Company. All rights reserved.

The Job Analysis Process Determine the scope of the project Decide on the methods of job analysis Collect the data and analyze it Assess the costs, benefits and legality of the analysis project Copyright © Houghton Mifflin Company. All rights reserved.

Phase 1: The Scope of the Job Analysis How Will The Job Analysis Data Be Used? Recruiting & selection Developing an appraising employees Determining compensation Job and organizational design Copyright © Houghton Mifflin Company. All rights reserved.

Scope of Job Analysis (cont’d) Determining Which Jobs to Analyze Strategically important job Jobs that are difficult to learn Job that require frequent hiring Jobs where there are legal issues Jobs changed by new technology Copyright © Houghton Mifflin Company. All rights reserved.

Phase 2: The Methods of Job Analysis Types of Job Data Work activities Human Abilities Occupational Information Network (O*NET) Qualitative data Quantitative data Copyright © Houghton Mifflin Company. All rights reserved.

Phase 2: The Methods of Job Analysis (cont’d) Sources of Job Data Non-Human Sources, such as….. Existing descriptions Films of employees working Blueprints Equipment maintenance records Subject Matter Experts (SMEs) Job incumbents Supervisors Job analysts Trainers Copyright © Houghton Mifflin Company. All rights reserved.

Phase 2: The Methods of Job Analysis Job Analysis Procedures Narrative Job Descriptions Engineering Approaches Micromotion Studies Copyright © Houghton Mifflin Company. All rights reserved.

Methods of Job Analysis (cont’d) Structured Job Analysis Procedures Critical Incidents Technique (CIT) Department of Labor O*NET Functional Job Analysis (FJA) Position Analysis Questionnaire (PAQ) Task Inventory Procedure Ability Requirements Scales Personality-Related Procedures Copyright © Houghton Mifflin Company. All rights reserved.

Methods of Job Analysis (cont’d) Structured Procedures (cont’d) Managerial Job Analysis Procedures Management Position Description Questionnaire (MPDQ) Supervisory Task Description Questionnaire (STDQ) Professional and Managerial Position Questionnaire (PMPQ) Cognitive Task Analysis Copyright © Houghton Mifflin Company. All rights reserved.

Phase 3: Data Collection and Analysis Collecting Job Data Getting the Organization Ready Sources of Bias Job Analysis Interviews Analyzing Job Data Reporting and Rechecking Job Data Copyright © Houghton Mifflin Company. All rights reserved.

Phase 4: Assessing Job Analysis Methods Purposes served Versatility Standardization level User acceptance Training required Sample size needed Copyright © Houghton Mifflin Company. All rights reserved.

Assessing Job Analysis Methods (cont’d) Off-the-shelf Reliability Legality Time to complete Cost Examine validity of the “job descriptive inference” Copyright © Houghton Mifflin Company. All rights reserved.

The New Strategic View of Job Analysis Job Analysis Methods Should Be: Future-oriented Linked to key strategic issues More generic in their approach Copyright © Houghton Mifflin Company. All rights reserved.

The New Strategic View (cont’d) Competency Modelling Task competencies Results competencies Outcome competencies Knowledge, skill, and attitude competencies Superior performer differentiators Attribute bundles Copyright © Houghton Mifflin Company. All rights reserved.

Job Analysis Adding Value? Dollar costs versus dollar benefits Non-dollar costs versus non-dollar benefits Dollar and non-dollar costs/benefits difficult to assess Critical issue is does job analysis help employees perform better Copyright © Houghton Mifflin Company. All rights reserved.

Review Traditional Job Analysis The Job Analysis Process Phase 1: The Scope of the Job Analysis Phase 2: The Methods of Job Analysis Phase 3: Data Collection and Analysis Phase 4: Assessing Traditional Job Analysis Methods The New Strategic View of Job Analysis Traditional and New Strategic Views of Job Analysis: Working Together Job Analysis: Adding Value to the Organization Copyright © Houghton Mifflin Company. All rights reserved.