Chapter 6 Job Analysis

1
Chapter 6 Job Analysis

• The roles of employees, supervisors and
  compensation analysts in reviewing jobs

2
Basics of Job analysis

• Jobs can be as broad flexible as an
  organization wants them to be
• Job analysis involves the identification
  description of what is happening on the job
• Review of job content, specialization skill
• Job analysis provides the foundation of pay to
  improve equal treatment

3
Preliminary considerations

• Level of participation in the process of
  management employees
• Entire organization must support the program and
  be involved in planning, collecting data
  analyzing data and making necessary changes as
  identified by the program

4
Planning the Analysis Program

• Step One Determine the organizational use of job
  content and other related data
• Employment- Requirements for selection
• Training- Focused on competencies
• Organizational design staffing-Review to
  redesign jobs, combine create efficiency

5
Step One- Organizational Use of Job Analysis

• Compensation
• Performance Review
• Safety and Health
• Affirmative Action Planning
• Hiring the disabled ( essential duties)

6
Step2-Learn about structure, organization jobs

• Organizational chart (staff v line)
• Process chart
• Procedures manuals

7
Step 3 Data Collection Methods

• Interview (worker, mgmt. SME)
• Observation
• Questionnaire
• Diary/Log
• Combination

8
Step 4Schedule Work Steps

• Determine us of analysis
• Decide on instruments
• Identify jobs for study
• Appraising knowledge willingness of employees
  to participate
• Develop timelines for administering instruments

9
Gaining employee acceptance cooperation

• Communicate your goals
• Employee understanding of jobs
• Complete agreement between employees and
  supervisors as to responsibilities duties
• Setting appropriate compensation
• Communication medium letter, tape

10
Collecting and Describing Job Data

• Activity Task
• Responsibility Critical area of the job
• Duty
• Behavior
• Essential Job Function

11
Collecting data from incumbents

• Employees have difficulty describing jobs
• Descriptions must be precise
• Precise verb(s) must be used to convey activities
• Right verb is the one incumbents and reviewers
  understand
• Use quantitative words

12
Editing/Reviewing job activity data

• Were all the major responsibilities included?
• Do all the duties fit into those responsibilities
• Is there anything missing?
• Are there too many responsibilities?
• Should we subdivide responsibilities/
• Review action verb as

13
Revising and Reviewing Job Facts

• Need to describe what is and what should be
  happening

14
Designing questionnaires

• Insert only necessary responses
• Indicate answers should be brief
• Consider degree of structure
• Narratives often cause omission
• Checklists consider everything to be covered

15
Alternate Job Analysis Methodologies

• PAQ
• Job Inventory Programs

16
Job Analysis Interview

• This is an intrusion of sorts into the
  jobholders territory
• Assume every job is valuable to the organization
• Coordinate before/verify after
• Establish rapport
• Use structured interview
• Allow for questions