Job Analysis JA: Class Objectives

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Job Analysis (JA) Class Objectives

• Develop an Understanding of
• What is Work Flow Design
• What is Job Analysis (Job ? Person Framework)
• Uses of JA methods
• JA Components
• Job Description (JA) Elements
• JA Decisions
• JA Implementation Process
• Sources of JA Information
• JA Types and Methods

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What Is Work Flow Design

• Work Flow Design is the process of analyzing the
  tasks necessary to produce a product or service.
  Ignore Figure 4.1, page 103
• The Transformational Model (Work Flow)
• Activity/Input ? Raw Inputs, Equipment, Human
  Resources ? Output

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What Is Job Analysis (JA)

• JA is a systematic process of collecting
  descriptive information of the tasks
  (activities), duties, responsibilities (TDRs) and
  results required in a job and the knowledge,
  skills abilities (KSAs) an individual must
  possess to perform the job successfully.

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JOB PERSON FRAMEWORK
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Job Design Issues

• Efficiency (Industrial Engineering)
• Mental Capacity (Information Processing, Memory,
  etc.)
• Motivation Job Enlargement, Job Enrichment,
  Teamwork, Flexibility (Flextime, Job Sharing,
  Telework)
• Hackman-Oldham Model (Characteristics Continuum)
• Skill Variety, Task Identity, Task Significance,
  Autonomy, Feedback
• Job Enlargement (Job Extension, Job Rotation)
• Job Enrichment (Empowerment through
  decision-making, Self-managing Teams)
• Ergonomics (Physiology and the Work
  Environment/Demands)

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WHY JOB ANALYSIS

• Jobs are the method of allocating TDRs which must
  be performed in an organization for it to be
  successful and obtain its goals
• Job Requirements and Employee Specifications
  Change
• Organizational Structure Realignment
• New Jobs
• Job Re-design

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Uses of Job Analysis

• Human Resource Planning (Career Planning)
• Recruitment
• Selection
• Training Development
• Compensation
• Performance appraisal
• Legal Issues/EEO/AA Compliance

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JA Components

• Job group of positions that are identical as to
  their major TDRs
• Position collection of TDRs that comprise a
  single employees work assignment
• Knowledge body of information required to
  perform the job
• Skill level of proficiency (application)
  required in performing a specific task
• Ability trait or capability an individual
  possesses at the time they begin to perform a task

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Job Analysis Information

• What worker does (mental physical TDRs)
• Attributes Required (KSAs)
• Why work is done
• What must be performed
• How the job will be performed
• When and where work is done
• Authority Relationships
• Working Conditions Machines/Equipment
• Job End Results

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Elements of the Job Description

• Job Duties
• Listed in order of importance or time required
• Indicates
• weight or value of duties (TDRs)
• results to be accomplished
• tools and equipment used
• Start phrases with active verbs subject implied
• Stress brevity

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Elements of the Job Description (cont)

• Authority Relationships
• Incumbent - who and type of supervision
• Supervisor - who and type of supervision
• Standards of Performance
• Working Conditions (Demands)
• Job Specifications - Knowledge, Skills and
  Abilities To Perform Job

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Job Analysis Decisions

• Set Objectives - What is the purpose
• Determine Which Jobs to Analyze
• Job Analysis Objective
• Jobs that are highly representative
• Jobs critical to organizational success
• Many applicants or positions
• Specific problems legal, performance,
  compensation, etc..
• New jobs or jobs that have recently changed

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Job Analysis Decisions (cont.)

• Who Will Perform the Job Analysis
• Sources of Data
• Incumbents (Present Job Holders)
• Immediate and Knowledgeable Supervisors
• Third Party Sources (Vendors, Consultants,
  Customers)
• Organizational records (old job descriptions
  organizational charts)
• Outside sources (Dictionary of Occupational
  Titles)

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Keys to Successful Implementation

• State the Purpose and Objective
• A Trend Today is Dejobbing
• Communicate to Managers and Employees
• Train Analyst
• Train and Use Subject Matter Experts (SME)

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JA Implementation Process

• Planning/Organization Stage
• Why (Purpose), who, what, when, where, how
  (technique/method)
• Do It Stage (Conduct the JA collect job
  information
• Use It Stage
• Use to meet the Purpose
• Develop Job Description (JD)
• Job Requirements Employee Specifications
• Knowledge, skills and abilities to necessary to
  perform essential job duties and responsibilities
• Identification of the human traits and
  experiences required to do the job

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Source of JA Data

• Incumbents
• Advantages Know the job as it is actually done
• Disadvantages
• Low motivation to be involved
• Tendency to exaggerate importance
• Fear Consequences of JA Results
• Inadequate writing or speaking skills
• Supervisors
• Advantages
• Less likely to exaggerate
• Know purpose of job
• advantages

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Source of DataSupervisors

• Disadvantages of Supervisors
• Know what should be done rather than what is
  actually done
• Often not familiar with new job requirements or
  KSAs
• Other Sources (360 Approach)
• Internal Sources (Peers, Supervisors and
  Co-workers in other departments)
• External Sources Vendors, Clients, Customers
• Anyone who has direct access and involvement with
  the Job!

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JATypes and Methods

• Types of Job Analysis
• Task inventories CODAP, FJA (Functional Job
  Analysis), Fleishman
• PAQ - Position Analysis Questionnaire (Behavioral
  Oriented)
• Methods of Data Collection
• Observation
• Work Samples
• Interview
• Questionnaire