1. Chapter 4
Job Analysis
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2. 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?
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3. Learning Objectives Job descriptions summarize the data
Job analysis: bedrock or bureaucracy?
Judging job analysis
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4. 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
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5. 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
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6. Exhibit 4.1 - Many Ways to Create Internal Structure
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7. 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
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8. Exhibit 4.3- Determining the Internal Job Structure
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9. Job Analysis Procedures
Collect information about specific tasks or behaviors
Position- Group of tasks performed by one person
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10. Exhibit 4.4 - Job Analysis Terminology
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11. 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
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12. Exhibit 4.6 - Typical Data Collected for Job Analysis
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13. 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
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14. Exhibit 4.9 - The McFry Nine Step Program
Source: Jerry Newman, My Secret Life on the McJob, (New York: McGraw-Hill, 2007).
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15. 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
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16. 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
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17. How can the Information be Collected?
Conventional methods
Questionnaires and interviews
Advantage
Involvement increases understanding of process
Disadvantage
Open to bias and favoritism
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18. 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
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19. 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
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20. 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
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21. 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
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22. 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
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23. 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
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24. 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
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25. 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
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26. 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
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27. 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
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28. 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
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29. Judging Job Analysis Currency Usefulness
Job information must be up to date
Usefulness
Practicality of information collected
Can be used for multiple purposes
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30. 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?
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