Title: Chapter 4 Analyzing Jobs
1Chapter 4Analyzing Jobs
2HRM and Competitive Advantage
HR Planning Job Analysis
Recruitment Selection
Output Retention Legal Compliance Company Image
Competence Motivation Work Attitudes
Cost Leadership Product Differentiation
Training/Develop. Performance App. Compensation Pr
oductivity Imp.
Workplace Justice Unions Safety
Health International
3Linking Job Analysis Practices to Competitive
Advantage
Competent, Motivated Employees With Positive Job
Attitudes
Effective Job Analysis
Competitive Advantage
Job-Related HRM
Minimized HRM-Related Lawsuits
4Uses of Job Analysis
Training Development
Recruitment/ Selection
Performance Appraisal
Compensation
Job Analysis Foundations
Performance Improvement Programs
Employee Discipline
Safety Health
5Job Analysis Decisions
- What type of information will be collected?
- How will the information be collected?
- How will the information be recorded or
documented?
6Job Analysis Information
Worker Requirements knowledge, skills, abilities
Job Context plant assembly line
Job Content assemble boxes
7Job Content Information
- What the worker does
- The purpose of the action
- The tools, equipment, or machinery used in the
process - Task importance
- Expected performance levels
- Training needed
8Job Context
- Reporting relationships
- Supervision received
- Judgment
- Authority
- Personal contacts
- Working conditions
- Physical demands
- Personal demands
9Worker Requirements Information
- Knowledge
- Skills
- Ability
- Personal characteristics
- Credentials
10How to Gather Job Information
- Interviews
- Observation
- Questionnaires
11Job Analysis Interview
12Strengths of Job Analysis Interview
- Most frequently used
- Can be used to collect all types of job analysis
information - The only way to collect some types of job
analysis information
13Weakness of Job Analysis Interview
- Incumbents may inflate their jobs
- May reveal only a superficial view of the job
- Time consuming
14Job Analysis Observation
15Job Analysis Observation Strengths
- Can determine real rather than estimated time
spent on tasks - Not subject to self-report biases or
misunderstandings - Can check consistency of results by comparing
notes - Useful for complex jobs
- Useful for identifying subtasks
16Job Analysis Observation Weaknesses
- Irregularly performed tasks are difficult to
capture. - Not all tasks are observable.
- Some workers behave atypically when observed.
17Job Analysis Questionnaires
18Types of Job Analysis Questionnaires
- Job analysis inventory
- Task inventory
- Ability inventory
19Job Analysis Questionnaires Strengths
- Can get information from several people
simultaneously - Information can be collected quickly
- Can be used to group jobs
- Can be used to determine workers training needs
20Job Analysis Questionnaires Weaknesses
- Limited applicability
- Bias and self-inflated responses are possible
21Determining How Job Analysis Information will be
Recorded
- Job descriptions---general purpose
- Job descriptions---special purpose
- Ability Requirements Approach
- Position Analysis Questionnaire
- Critical Incident Technique
- Versatile Job Analysis
22General Purpose Job Description
Job Identification Job Summary Essential
Functions Job Specifications
23General Purpose Job Descriptions
- Strengths
- Vital HRM tool
- Can be used for many purposes
- Weaknesses
- Brief
- Deficient for some purposes
24VERJAS
- Duties
- Tasks
- Task ratings
- importance
- needed training
- Job context
- Competencies
25Ability Requirements Approach
- Mental abilities
- Perception abilities
- Psychomotor abilities
- Physical abilities
- Sensory abilities
26Ability Requirements Approach
- Strengths
- Useful for employee selection
- Can be used to set medical standards for jobs
- Comprehensive research based
- Weaknesses
- Information limited in scope
- Does not provide job context information
- Does not specify knowledge skills needed for a
job
27Position Analysis Questionnaire
operating machines equipment
decision, communicating, general
responsibilities
work environment
public/customer contacts
clerical-related activities
supervising, directing, estimating
Job
technical-related activities
physical activities
service-related activities
work schedules
aware of work environment
routine repetitive activities
28Position Analysis Questionnaire
- Strengths
- Useful for compensation
- Can group jobs into families
- Versatile
- Weaknesses
- Not as useful for grouping jobs for selection
- Does not identify tasks or skills
29How to Obtain Critical Incidents
- Think of a specific performance incident that
gave you some feeling about how well an
individual was doing his/her job. - What were the circumstances leading up to the
incident? - What specifically did the individual do that made
you feel he/she was a good, average, or poor
performer?
30Critical Incidents
- Strengths
- Useful for identifying selection criteria
- Useful for identifying training needs
- Weaknesses
- Does not provide a complete job description
- Time consuming
31Line Managers and Job Analysis
- Help complete the job analysis.
- Implement job analysis results.
- Communicate job responsibilities.
- Review and maintain accuracy of job descriptions.
32When Managers do Job Analysis
- 1. State the purpose of the interview.
- 2. Structure the interview.
- 3. Steer the interview.
- 4. Record the interview.
- 5. Close the interview.
33Documenting Job Analysis Information with VERJAS
- 1. Identify duties.
- 2. Identify tasks.
- 3. Evaluate tasks.
- 4. Evaluate job context.
- 5. Evaluate worker competencies (worker
requirements).
34HRM Department and Job Analysis
- Gain upper management support.
- Plan and implement the job analysis project.
35Planning and Implementing a Job Analysis Project
- Determine goals and objectives.
- Choose methods for collecting and recording job
analysis information. - Select subject-matter experts.
- Gather data.
- Establish a project schedule.
- Document the data.
- Disseminate the information.
- Manage the study.