Job analysis:

The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.

Identifies what employees are expected to do

JOB ANALYSIS

A systematic investigation of the tasks , duties and responsibilities of a job and the necessary knowledge, skills and abilities a person needs to perform the job adequately.

Process by which jobs are divided to determine what tasks, duties and responsibilities, relationships to other jobs, conditions, personal capabilities required for satisfactory performance. Job analyst: larger Organization HR.

Approaches to Job analysis: Two basic approaches Job oriented: Concerned with what gets done: tasks, duties and responsibilities job content) Employee oriented: How the job is done: Human behavior required to perform the job When a new job/ design is created When to analyze

No evidence of job analysis conducted. Changes in technology, restructuring , redesign Replacement of long serving employee New sources of recruitment , leading to new employee who may have different expectation from those hired in the past.

The Job analysis process Job analysis objectives

Job description Job specification Job design Hr planning Recruitment Selection Type of information to be collected. What is performed? Where it is performed? How is it performed? Why it is performed? When it is performed?

Sources of data Job incumbent Supervisor Job analyst Experts Records Plans HRIS

Method of data collection Observation Questionnaires Diaries/ Logs Critical Incidents reports

Form of data analysis Qualitative Quantitative

Components of job analysis

Job content: Describes the duties and responsibilities of the job ranging from global statement to very detailed descriptions of tasks and procedural steps. Job requirement: Identifies the formal qualification, knowledgement, skills abilities , personal characterizes. Job context: Refers to situational and supporting information regarding the particular job, Resources, work setting etc. , culture , working condition, physical demand, team or individual.

Job description : A written statement explaining the purpose of a job, what activities are performed . Job specification: Focus on skills, abilities, knowledge, personal characteristics. Job design identifies what work must be performed, how it will be informed, where it is to be performed and who will perform it.

Job Analysis Background Research 1) Organizational charts (e.g., how the job is connected to other positions and where it is located in the overall company)
2) Communication with other job analysts. 3) Existing job descriptions 4) Training manuals 5) Procedure and policy manuals 6)

Components of Job description

Job identification; job title;department;reporting relationship Job objective Duties and responsibilities Relationships Knowledge Problem solving Authority Accountability Special circumstances Performance standard Union Licenses.

Job description
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3. 4. 5. 6.

Job Identification Job Summary Relationships Responsibilities and Duties Standards of Performance Working Conditions and Physical Environment

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 Experience Qualification Skills , abilities, and knowledge Personal characteristics Special requirements

Observation The interview Questionnaire Participant diary/logs Quantitative techniques Multiple sources of information

Observation:The job analyst observes an employee working and records a description of the tasks and duties performed. Direct observation is mostly used for manual jobs or predominantly made up of observer able actions . Interviews: Interviewing the job holder and their supervisors. The job analyst visit the job location and meet the employees performing the jobs.

Diaries? logs: Job information could be obtained by getting employees to maintain written records of what they do in performing their jobs. Form of time log or daily dairy. This method is useful when analyzing professional and management jobs that are difficult to observe.

Critical incident report Snapshot accounts of effective/ ineffective job performance . Information related in describing what led to the incident, what the employees actually did and why the performance was effective / ineffective.( Success/ failures) Job analysis techniques

Position Analysis Questionnaire (PAQ). PAQ is a structured questionnaire for quantitatively assessing jobs. developed by McCormick, Jeanneret, and Mecham (1972) Contained 194 questions divided into six major categories: 1. Information Input: where and how the employee get the information needed to perform the jobs? 2. Mental process: What reasoning, decision- making, planning and information processing activities are involved in performing the jobs. 3.Physical activities: What physical activities does the employee perform and what tools or devices are used? 4.Relationship s with other people: What relationships with other people are required in the jobs? 5.Job Context: In what physical or social context s is the work performanced/ 6.Other job characteristics: What activities, conditions or characters, other than those describe above , are relevant to the jobs?

Advantage :

Used to analyze almost ant type of job. Widely used and both valid and reliable. Management Position Description Questionnaire(MPDQ): 197 item , behaviorally oriented, structured questionnaire for describing comparing, classifying and evaluating management positions. Divided into 10 sections: General information; decision making; planning and organizing; supervising and controlling; consulting and involving; contacts ; monitoring business indicators; overall ratings; Know-how; and an organizational charts. Advantage: Useful for selecting managerial employees, planning careers, diagnosing training needs and

Position classification Inventory: It is a job analysis inventory based on Holland RIASEC theory used to classify occupations and to asses person job fit. Describe skills required within specialized occupations Compare employee views and supervisors views of the position Enhance person job fit. Understand sources of satisfaction and dissatisfaction with a position or occupation. New Multiple method approach: Computer technology and sophisticated quantitative techniques . Used multiple dimensional perspectives s on the source of information of job information, the type of data analyzed and the responses formats. Designed to concurrently support multiple HR applications Structured questionnaires to be completed by

POSITION DESCRIPTION

* * PLEASE READ INSTRUCTIONS BEFORE COMPLETING THIS FORM * * ( ) New ( ) Revised

SECTION 1. POSITION INFORMATION a. Title: b. c. Effective Date: d. Position No.: e. Working Title: f. Work Unit: g. Agency No.: h. Employee Name: i. Work Location (City-County): _______________________________________________________________ __________________ j. Position: ( ) Permanent ( ) Seasonal ( ) Limited Duration ( ) Academic Year ( ) Full Time ( ) Part Time ( ) Intermittent ( ) Job Share _______________________________________________________________ __________________ k. FLSA: ( ) Exempt ( ) Non-Exempt l. Eligible for Overtime: ( ) Yes ( ) No _______________________________________________________________ __________________ SECTION 2. PROGRAM/POSITION INFORMATION

SECTION 3. DESCRIPTION OF DUTIES

List major duties. Note percentage of time duties are performed. If this is an existing position, mark "N" for new duties or "R" for revised duties. % of Time N/R DUTIES ____________________________________________________ _____________________________

SECTION 4. WORKING CONDITIONS

Describe special working conditions, if any, that are a regular part of this job. Include frequency of exposure to these conditions. ____________________________________________________ ____________________________

SECTION 5. GUIDELINES

Functional Job Analysis(FJA) Used beginning in the 1940s Developed by US training & employment Service . Seven scales to describe what workers do in jobs:
(1) Things/ activities (2) Data (3) People A disctinction made between what gets done and what employees do to get things done

Competency Profiling:
Person-oriented approaches like critical incident reporting and behavioral events Interviews to identify the skills and behaviors needed to perform a job. Which is known as competency profiling. Competency: An underlying characteristics of a person that leads to or causes superior or effective performance. Attributes: 1. Underlying characteristics : Persons characteristics. 2. Causality: Competency causes or predicts behavior and performance. 3. Performance: competency that predict effective performance . 4. Overall: Motives : What drives, directs behaviors.

Disadvantage: Ambiguous meaning of competency Sometimes refer to behaviors or actions, or abilities or characteristics underlying behaviors , or outcomes or results of actions. In valid or unreliable without situational customization. Focus on past rather present: Based on successful performance in the past rather than what will make for successful performance in the future. Competencies: Creativity and sensitivity are ignored as it is difficult to measure.

Sample Task Ratings

Frequency 5 = almost all of the time 4 = frequently 3 = occasionally 2 = seldom 1 = not performed at all Relative time 5 = much above average 4 = above average 3 = about average 2 = below average 1 = not performed at all Importance of performing successfully 5 = extremely important 4 = very important 3 = moderately important 2 = slightly important 1 = of no importance Importance for new hire 5 = extremely important 4 = very important 3 = moderately important 2 = slightly important 1 = of no importance Distinguishes between sup & ad performance 5 = a great deal 4 = considerably 3 = moderately 2 = slightly 1 = not at all Damage if error 5 = extreme damage 4 = considerable damage 3 = moderate damage 2 = very little damage 1 = virtually no damage

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Behaviorally Event Interview(BEI)

Behaviriorally event Interview: Development of critical incident reporting. Information about job, about what the job holder thinks, feels and hopes to achieve in the job. Advancement over the critical incident approach because it identifies the competencies, required to do the jobs well rather than just justifying aspects of the job.

Uses of Job Analysis Results

IDENTIFY AND RATE JOB TASKS & KSAs JOB ANALYSIS CONNECT TASKS TO KSAs

JOB DESCRIPTIONS

RECRUITMENT

APPLICATION BLANKS PAPER & PENCIL TESTS SITUATIONAL INTERVIEW IDENTIFY TRAINING NEEDS & TECHNIQUES DEVELOP SELECTION DEVICE (S)

PERFORMANCE TEST (HANDS-ON) SIMULATION TESTS

DEVELOP TRAINING ASSESSMENTS

FEEDBACK AND GOAL SETTING

DEVELOP PERFORMANCE EVALUATIONS

CAREER DEVELOPMENT

Job Analysis Process for Employment Selection

1. 2. Identification of work activities and development of job task statements Develop a list of KSAs necessary for adequate performance of the job tasks Site observations to confirm and substantiate the above findings Evaluate job tasks and KSA statements to discern (and document) their jobrelatedness Generate test items and evaluate their job-relatedness

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6. Construct test instruments and assess their validity for purposes of selection/promotion decisions.