1. A Prelude to Recruitment and Placement
Job Analysis
A Prelude to Recruitment and Placement

2. Job Analysis – What is it and how is it used?
The procedure for determining
the duties
skill requirements
person specification
of a job
for making hiring decisions
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3. Jobs: Analyze, Describe and Provide Specifications
Determining duties and skills
Listing job duties, responsibilities, reporting, conditions, supervision
“Human requirements”

4. Are there Legal Issues Related to Job Analysis?
The need to consider the legal context that requires the organisation to address
No. of hours of work per week.
Title VII of the 1964 Civil Rights Act
Equal Employment Opportunity Act (1972)
Uniform Guidelines on Employee Selection Procedures (1978)
Americans with Disabilities Act (1990)

5. What Information do I Collect?
Work activities
Human behaviors
Machines, tools, equipment and work aids
Performance standards
Job context
Human requirements

6. Work activities Cleaning Selling Teaching Painting
How, why and when the activities are performed
Work activities. First, he or she collects information about the job’s actual work activities, such as cleaning, selling, teaching, or painting. This list may also include how, why, and when the worker performs each activity.

7. Human behaviors Sensing Communicating Deciding Writing Job demands
Lifting
Walking
Jumping jacks?
Human behaviors. The specialist may also collect information about human behaviors like sensing, communicating, deciding, and writing. Included here would be information regarding job demands such as lifting weights or walking long distances.

8. Machines, Tools, Equipment, Work Aids
Products made
Materials processed
Knowledge
Services
Machines, tools, equipment, and work aids. This category includes information regarding products made, materials processed, knowledge dealt with or applied (such as finance or law), and services rendered (such as counseling or repairing).

9. Job Context Working conditions Schedule Organizational context
Social context
Job context. Included here is information about such matters as physical working conditions, work schedule, and the organizational and social context—for instance, the number of people with whom the employee would normally interact.
Information regarding incentives might also be included here.

10. Human Requirements Job-related knowledge and skills
Education
Training
Work experience
Personal attributes
Aptitudes
Physical characteristics
Personality
Interests
Human requirements. This includes information regarding the job’s human requirements, such as job-related knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, physical characteristics, personality,
interests).

11. Uses of Job Analysis Information
Recruiting and
Selection
Decisions
Performance
Appraisal
Job Evaluation—
Wage and Salary
(Compensation)
Training
Requirements
Job Description
and
Job Specification
Figure 3-1

12. Uses of Job Analysis Information
Recruitment and selection
Compensation
Performance Appraisal
Training
Discovering unassigned duties
Other compliance requirements

13. Recruitment and Selection
Executive recruiting
Electronic recruiting
Monster
International
How to recruit
Assessment and selection
NOTE: Each button shown for each line-item will take you to an existing site where you can explore the topic further.
Executive recruiting:
Electronic recruiting:
Monster:
International:
How to recruit:
Assessment and selection:
Recruitment and Selection Job analysis provides information about what the job
entails and what human characteristics are required to perform these activities.
This information, in the form of job descriptions and specifications, helps management
decide what sort of people to recruit and hire.

14. Compensation Job value Salary Bonus Relative job worth
Compensation Job analysis information is crucial for estimating the value of each
job and its appropriate compensation. Compensation (such as salary and bonus)
usually depends on the job’s required skill and education level, safety hazards,
degree of responsibility, and so on—all factors you can assess through job analysis. Furthermore, many employers group jobs into classes (say, secretary III and
IV). Job analysis provides the information to determine the relative worth of each
job—and thus its appropriate class.
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15. Performance Appraisal
How to do it
Standards
Self-appraisal
The discussion
Setting goals
How to get a raise
Performance Appraisal A performance appraisal compares each employee’s actual
performance with his or her performance standards. Managers use job analysis to
determine the job’s specific activities and performance standards.

16. Training The job description should show
the activities and skills—and therefore the training—that the job requires.

17. Discovering Unassigned Duties
Job analysis can also help reveal unassigned duties that are or are not being recognized
For example, your company’s production manager says she’s responsible for a
dozen or so duties, such as production scheduling and raw material purchasing.
Missing, however, is any reference to managing raw material inventories. On further
study, you learn that none of the other manufacturing people are responsible
for inventory management, either. You know from your review of other jobs like
these that someone should be managing inventories. You’ve uncovered an essential
unassigned duty, thanks to job analysis.

18. EEO Compliance Job analysis also plays a big role in EEO compliance
U.S. Federal Agencies’ Uniform Guidelines on Employee Selection stipulate that job analysis is a crucial step in validating all major personnel activities. For example, employers must be able to show that their selection criteria and job performance are actually related. Doing this, of course, requires knowing what the job entails—which in turn requires a job analysis.
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19. Steps in Job Analysis Decide how to use the information
Review relevant background information
Select representative positions
Conduct the analysis
Verify with the worker and supervisor
Develop a job description and job specification
Step 1 Decide how you’ll use the information, since this will determine the data
you collect and how you collect them. Some data collection techniques—like
interviewing the employee and asking what the job entails—are good for writing
job descriptions and selecting employees for the job. Other techniques, like the
position analysis questionnaire described later do not provide qualitative
information for job descriptions. Instead, they provide numerical ratings for each
job; these can be used to compare jobs for compensation purposes.
Step 2 Review relevant background information such as organization charts,
process charts, and job descriptions.
Step 3 Select representative positions. Why? Because there may be too many similar
jobs to analyze. For example, it is usually unnecessary to analyze the jobs of
200 assembly workers when a sample of 10 jobs will do.
Step 4 Actually analyze the job—by collecting data on job activities, required
employee behaviors, working conditions, and human traits and abilities needed
to perform the job. For this step, use one or more of the job analysis methods
explained later in this chapter.
Step 5 Verify the job analysis information with the worker performing the job
and with his or her immediate supervisor. This will help confirm that the information
is factually correct and complete. This review can also help gain the
employee’s acceptance of the job analysis data and conclusions, by giving that
person a chance to review and modify your description of the job activities.
Step 6 Develop a job description and job specification. These are two tangible
products of the job analysis. The job description (to repeat) is a written statement
that describes the activities and responsibilities of the job, as well as its important
features, such as working conditions and safety hazards. The job specification summarizes
the personal qualities, traits, skills, and background required for getting
the job done; it may be in a separate document or in the same document as the
job description.

20. Process Chart for Analyzing Work Flow
Input from
Plant Managers
Input from
Suppliers
Job Under
Study—
Inventory Control
Clerk
Inventory
Output to
Plant Managers
Information
Output to
Plant Managers

21. Methods of Collecting Job Analysis Information
The interview
Questionnaire
Observation
Participant diary/logs
U.S. Civil Service Procedure
Quantitative techniques
Multiple sources of information

22. Collecting Job Analysis Information
Joint effort between HR, the worker and the supervisor
“SME’s” (Subject Matter Experts)
The next slide suggests what some of the considerations employees may have with respect to being involved in job analysis.

23. Employees may be Concerned Because of –
Resistance to change
Possible changes to job duties
Changes to pay
Lack of trust of consequences
The same job title may have different responsibilities and pay rates in different departments
QUESTIONS TO ASK YOUR STUDENTS
From the perspective of the employee, what are some of the things that can occur when a job analysis begins?
What do employees think can happen to them?

24. Widely Used: The Interview
Individual interviews with each employee
Group interviews with groups of employees who have the same job
Supervisor interviews with one or more supervisors who know the job.
They use group interviews when a
large number of employees are performing similar or identical work, since
it can be a quick and inexpensive way to gather information.
It’s a relatively simple and quick way to collect information,
including information that might never appear on a written form.
Distortion of information is the main problem—whether due to outright falsification
or honest misunderstanding.

25. Sample Interview Questions
What is the job being performed?
What are the major duties of your position? What exactly do you do?
What physical locations do you work in?
What are the education, experience, skill, and [where applicable] certification and licensing requirements?
In what activities do you participate?
What are the job’s responsibilities and duties?

26. Sample Interview Questions (continued)
What are the basic accountabilities or performance standards that typify your work?
What are your responsibilities? What are the environmental and working conditions involved?
What are the job’s physical demands? The emotional and mental demands?
What are the health and safety conditions?
Are you exposed to any hazards or unusual working conditions?

27. Interviewing Questions after the clip:
How well was the interview planned?
Was rapport established?
Were needs uncovered?
Did the interviewer relate?
What did the non-verbal behaviors suggest?

28. How to Conduct a Questionnaire Session
Use a specific questionnaire
Establish rapport
Follow a structured approach
List duties in order of importance or frequency of occurrence
Review and verify the data
NOTE: The following three slides represent a sample job description from Portland State University. You may wish to have your students conduct an IICE (Instant In-Class Exercise) and try to answer some of the questions.
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29. Observation
Observation may be combined with interviewing
Take complete notes
Talk with the person being observed – explain what is happening and why
Ask questions
Direct observation is especially useful when jobs consist mainly of observable
physical activities—assembly-line worker and accounting clerk are examples. On
the other hand, observation is usually not appropriate when the job entails a lot
of mental activity (lawyer, design engineer). Nor is it useful if the employee only
occasionally engages in important activities, such as a nurse who handles emergencies.
And reactivity—the worker’s changing what he or she normally does
because you are watching—can also be a problem.

30. Diaries and Logs Time-consuming Self-reporting
Remembering what was done earlier
Can use dictating machines and pagers
Another approach is to ask workers to keep a diary/log of what they do during
the day. For every activity he or she engages in, the employee records the activity
(along with the time) in a log. This can produce a very complete picture of the
job, especially when supplemented with subsequent interviews with the worker
and the supervisor.
diary/logs
Daily listings made by workers of every activity in which they engage along with the time each activity takes.

31. U.S. Civil Service Commission
Knowledge
Skills
Abilities
Physical activities
Special environmental conditions
Typical work incidents
Worker interest areas

32. Quantitative Job Analysis Techniques
Position Analysis Questionnaire
The U.S. Department of Labor approach
Functional job analysis
Qualitative approaches like interviews and questionnaires are not always suitable.
For example, if your aim is to compare jobs for pay purposes, you may want to be
able to assign quantitative values to each job. The position analysis questionnaire,
the Department of Labor approach, and functional job analysis are three popular
quantitative methods.

33. Sample Position Analysis Questionnaire
The Position Analysis Questionnaire (PAQ) developed by McCormick, Jeanneret, and Mecham (1972) is a structured job analysis instrument to measure job characteristics and relate them to human characteristics. It consists of 194 job elements that represent in a comprehensive manner the domain of human behavior involved in work activities. The items that fall into five categories:
Information input (where and how the worker gets information),
Mental processes (reasoning and other processes that workers use),
Work output (physical activities and tools used on the job),
Relationships with other persons, and
Job context (the physical and social contexts of work).
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34. Position Analysis Questionnaire Items
Information Input
Mental Processes
Work Output
Relationships with Other Persons
Job Context
Other Job Characteristics
Under Information Input:
Verbal Sources
Verbal instructions, orders, requests, conversations, interviews, discussions, or formal meetings (Consider only verbal communication that is relevant to job performance.)
Under Mental Processes:Decision Making
Indicate the level of decision making typically involved in the job, considering the number and complexity of the factors that must be taken into account, the variety of alternatives available, the consequences and importance of the decisions, the background experience, education, and training required, the precedents available for guidance, and other relevant considerations.
Under Work Output:Precision tools or instruments
Hand-held powered tools or instruments used to perform operations requiring great accuracy or precision, such as small dentist drills or laboratory equipment used for accurate or fine work.
Under Relationships with Other Persons:Advising
Counseling or guiding individuals with regard to problems to be resolved on legal, financial, scientific, technical, clinical, spiritual, or other professional principles.
Under Job Context:Awkward or confining work space
Conditions that are cramped or uncomfortable.
Under Other Job Characteristics:Repetitive Activities
Performance of the same physical or mental activities repeatedly, without interruption, for periods of time.

35. U.S. Department of Labor Procedure
Data examples
Synthesizing
Copying
People examples
Instructing
Persuading
Things examples
Setting up
Tending
Department of Labor (DOL) Procedure The U.S. Department of Labor (DOL)
job analysis procedure also provides a standardized method by which different
jobs can be quantitatively rated, classified, and compared. The heart of this analysis
is a data, people, and things rating for each job.
Here’s how the procedure works. As Table 3-1 on page 12 shows, a set of basic
activities called worker functions describes what a worker can do with respect to
data, people, and things. With respect to data, for instance, the basic functions
include synthesizing, coordinating, and copying. With respect to people, they
include mentoring, negotiating, and supervising. With respect to things, the basic
functions include manipulating, tending, and handling.
Department of Labor job analysis procedure
Standardized method for rating, classifying, and comparing virtually every kind
of job based on data, people, and things.
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36. Basic Department of Labor Worker Functions
DATA
PEOPLE
THINGS
0 Synthesizing
0 Mentoring
0 Setting up
1 Coordinating
1 Negotiating
1 Precision working
2 Analyzing
2 Instructing
2 Operating—controlling
3 Compiling
3 Supervising
3 Driving—operating
Basic
4 Computing
4 Diverting
4 Manipulating
Activities
5 Copying
5 Persuading
5 Tending
6 Comparing
6 Speaking—signaling
6 Feeding—offbearing
7 Serving
7 Handling
8 Taking instructions — helping

37. Functional Job Analysis
Used beginning in the 1940’s
Seven scales to describe what workers do in jobs:
(1) Things
(2) Data
(3) People
(4) Worker Instructions
(5) Reasoning
(6) Math
(7) Language
Functional job analysis is similar to the DOL method, but differs in two ways.
First, functional job analysis rates the job not just on data, people, and things, but
also on four more dimensions: the extent to which specific instructions are necessary
to perform the task; the extent to which reasoning and judgment are required
to perform the task; the mathematical ability required to perform the task; and
the verbal and language facilities required to perform the task. Second, functional
job analysis also identifies performance standards and training requirements. It
therefore lets you answer the question, “To do this task and meet these standards,
what training does the worker require?”

38. Writing Job Descriptions
Job Identification
Job Summary
Relationships
Responsibilities and Duties
Standards of Performance
Working Conditions and Physical Environment

39. Sample Job Description
NOTE: This is the sample from the text.
Figure 3 - 7

40. Sample Job Descriptions, Dictionary of Occupational Titles
NOTE: Clicking on the photograph will take you directly to the DOT for a tour of what they post on their site.

41. Job Identification Title Fair Labor Standards Act (FLSA) Date
Approvals
Supervisor’s title
Salary
Grade level
The job identification section contains several types of information. The job title specifies the name of the job, such as supervisor of data processing operations, marketing manager, or inventory control clerk. The FLSA status section permits quick identification of the job as exempt or nonexempt.
Date is the date the job description was actually written, and prepared by indicates who wrote it.
There is also space to indicate who approved the description and perhaps a space that shows the location of the job in terms of its plant/division and department/section.
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42. Job Summary General nature Major functions or activities
Includes general statements
The job summary should describe the general nature of the job, and includes only
its major functions or activities.
Include general statements like “performs other assignments as required” with
care. Such statements can give supervisors more flexibility in assigning duties.

43. Responsibilities and Duties
Examples
Establishes marketing goals to ensure share of market
Maintaining balanced and controlled inventories
Defines the limits of job holder’s authority
Purchasing authority
Discipline
Interviewing and hiring
This section presents a list of the job’s major responsibilities and duties and lists each of the job’s major duties separately, and describe it in a few sentences.
You can use the Department of Labor’s
Dictionary of Occupational Titles here for itemizing
the job’s duties and responsibilities.
This section should also define the limits
of the jobholder’s authority, including his or
her decision-making authority, direct supervision
of other personnel, and budgetary limitations.

44. Standards of Performance - Example
Duty: Meeting Daily Production Schedule
Work group produces no fewer than 426 units per working day
Next workstation rejects no more than an average of 2% of units
Weekly overtime does not exceed an average of 5%
Some job descriptions contain a standards of performance section. This lists the
standards the employee is expected to achieve under each of the job description’s
main duties and responsibilities.
One straightforward way of setting standards is to finish the statement: “I will be
completely satisfied with your work when . . .” This sentence, if completed for
each duty listed in the job description, should result in a usable set of performance
standards.

45. Job Descriptions Check this web site for sample job descriptions.
What do you like about them?
What, if anything, is missing?
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46. Using the Internet for Writing Job Descriptions
The Dictionary of Occupational Titles (DOT) is being replaced by the U.S. Department of Labor by O*NET
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47. Writing Job Specifications
What human traits and experience are required to do the job well?
Specifications for trained versus untrained personnel
Specifications based on judgment
Specifications based on statistics
Writing job specifications for trained employees is relatively straightforward. The problems are more complex when you’re filling jobs with untrained people
(with the intention of training them on the job). Here you must specify qualities
such as physical traits, personality, interests, or sensory skills that imply some
potential for performing or for being trained to do the job.
Most job specifications come from the educated guesses of people like supervisors
and human resource managers. The basic procedure here is to ask, “What does it
take in terms of education, intelligence, training, and the like to do this job well?”
There are several ways to get educated guesses or judgments. You could simply
create them yourself, or you could choose them from the competencies listed in
Web-based job descriptions like those at
The Dictionary of Occupational Titles can also still be useful. For each job in the dictionary, job analysts and vocational counselors have made judgments regarding its human requirements. The dictionary assigns ratings and letters to human requirements or Traits.
Basing job specifications on statistical analysis is the more defensible approach, but
it’s also more difficult. The aim here is to determine statistically the relationship
between (1) some predictor or human trait, such as height, intelligence, or finger
dexterity, and (2) some indicator or criterion of job effectiveness, such as performance
as rated by the supervisor.

48. Job Related Behaviors Industriousness Thoroughness
Schedule flexibility
Attendance
Off-task behavior
Unruliness
Theft
Drug misuse

49. Statistics and Job Analysis
Analyze job
Select personal traits
Test
Measure subsequent job performance
Statistically analyze relationship between trait and performance
Basing job specifications on statistical analysis is the more defensible approach, but
it’s also more difficult. The aim here is to determine statistically the relationship
between (1) some predictor or human trait, such as height, intelligence, or finger
dexterity, and (2) some indicator or criterion of job effectiveness, such as performance
as rated by the supervisor.
This method is more defensible than the judgmental approach because equal
rights legislation forbids using traits that you can’t prove distinguish between
high and low job performers. Hiring standards that discriminate based on sex,
race, religion, national origin, or age may have to be shown to predict job performance.

50. Job Analysis – a Practical Approach
Decide on a plan
Develop an organization chart
Use a job analysis questionnaire
Obtain lists of job duties from O*NET
Compile the job’s human elements
Complete your job description
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51. Step 1: Decide on a Plan Broad outline
What do you expect your sales revenue to be next year?
What products will you emphasize?
Internally, what will expand, reduce, consolidate or grow
What new positions will you need?
Step 1. Decide on a Plan
Start by developing at least the broad outline of a corporate plan.

52. Step 2: Develop an Organization Chart
Next, develop an organization chart for the firm. Show who reports to the president and to each of his or her subordinates. Complete the chart by showing who reports to each of the other managers and supervisors in the firm.
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53. Step 3: Use a Job Analysis Questionnaire
Job Title:
Description of the Job:
Tasks
Tools Used
Standards for Performance
Conditions for Performance
Step 3. Use a Job Analysis/Description Questionnaire
Next, use a job analysis questionnaire to determine what the
job entails.

54. Step 3: Continued CONTENT ANALYSIS Subject Area Title:
Content Description and Relevant Definitions:
Tasks
Tools Used
Standards for Performance
Conditions for Performance

55. Step 4: Obtain Lists of Job Duties
Check out O*.NET
Find the description of a retail salesperson
Then, complete Step 5: Compiling the job’s human requirements and Step 6: Completing your job description.
Step 4: Obtain Lists Of Job Duties From O*Net
The list of job duties you uncovered in the previous step may or may not be complete. We’ll therefore use O*NET to compile a more comprehensive list.
Step 5: Compile the Job’s Human Requirements
From O*Net at
STEP 6: Complete Your Job Description
Finally, using Figure 3-8, write an appropriate job summary for the job. Then use the information obtained in Steps 4 and 5 to create a complete listing of the tasks, duties, and human requirements of each of the jobs you will need to fill.

56. Part 5: Job Analysis in a “Jobless” World
From specialized to enlarged jobs
Why managers are “de-jobbing” their companies

57. Specialized to Enlarged Jobs
Job Enlargement = same-level activities
Job Rotation = moving from one job to another
Job Enrichment = redesigning to experience more responsibility, achievement, growth and recognition
Job enlargement means assigning workers additional same-level activities, thus increasing the number of activities they perform. Thus, the worker who previously only bolted the seat to the legs might attach the back as well. Job rotation means systematically moving workers from one job to another.
job rotation
Systematically moving workers from one job to another.
Job enrichment means redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition—for instance, by letting the worker plan and control his or her own work instead of having it controlled by outsiders.

58. Traditional Organization Chart

59. Flatter Organizations
Flatter Organizations Instead of traditional pyramid-shaped organizations with
seven or more management layers, flat organizations with just three or four levels
are becoming more prevalent.
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60. How Organizations are Responding
The boundaryless organization
Re-engineering
“Broadbanding” job descriptions
Performance-based job descriptions
Empowered employees
Skills matrices
The Boundaryless Organization In a boundaryless organization the widespread
use of teams and similar structural mechanisms reduces and makes more
permeable the boundaries that typically separate departments (like sales and production)
and hierarchical levels.
Reengineering is “The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed.”
Work Teams Managers increasingly organize tasks around teams and processes rather than around specialized functions.

61. The Skills Matrix for One Job at British PetroleumG F E D C B A
Technical Expertise
Business Awareness
Communi-cation &
Interper-sonal
Decision Making & Initiative
Leadership
&
Guidance
Planning & Organiza-tional Ability
Problem Solving
In one firm—British Petroleum’s exploration division—the need for more efficient, faster-acting, flatter organizations and empowered employees inspired management to replace job descriptions with matrices listing skills and skill levels.
Senior managers wanted to shift employees’ attention from a job description/“that’s-not-my-job” mentality to one that would motivate them to obtain the new skills they needed to accomplish their broader responsibilities.
The solution was a skills matrix. They created skills matrices for various jobs within two groups of employees, those on a management track and those whose aims lay elsewhere (such as to stay in engineering).
HR prepared a matrix for each job or job family (such as drilling manager).
The focus then became developing the new skills needed for the employees’ broader, empowered, and often relatively undefined responsibilities.
The highlighted boxes indicate the minimum level of skill required for the job.