LECTURE 2

JOB ANALYSIS

Di akhir kuliah pelajar akan

dapat:
Menerangkan konsep analisis
pekerjaan, deskripsi kerja dan
spesifikasi kerja.
Memahami keperluan melakukan
analisis kerja.
Mengenalpasti strategi dan
pendekatan yang digunakan dalam
analisis kerja.

Dessler & Tan CH, 2009

Job Analysis is the procedure
to determine the duties of the
people doing these jobs, and
the kind of people needed to
do these jobs.

I-Wei Chang & Kleiner, Brian H,

2002

Job analysis is a systematic

process of obtaining valid
job information to aid
management in decisionmaking.

systematic process
meaning
The job analysis is carefully
planned to meet specific
objectives.
Systematic process is
implemented in such a manner
that it ensures employee
corporation, and utilises job
analysis methods that are
acceptable within the HRM field.

valid means
Indicates the method by which
the information was obtained for
job analysis is accurately
followed.
Also means the information
obtained meets the purpose for
which the job analysis was
conducted.

DESKRIPSI KERJA
Satu senarai kerja,
tanggungjawab, hubungan
dan tanggungjawab dalam
membuat laporan, keadaan
kerja dan tanggungjawab
pemantauan.

SPESIFIKASI KERJA
Satu senarai keperluan
manusia, atau jenis orang
yang akan diambil untuk
kerja tersebut. Ini
termasuklah tahap
akademik, personaliti,
kemahiran, kebolehan,
pengalaman, pengetahuan
dan sebagainya.

Determining Job
Requirements
Nature of:
Basis for:
Job
Analysis
What employee does

What employee does

Why
Whyemployee
employeedoes
doesitit
How
Howemployee
employeedoes
doesitit

Determining
Determiningjob
job
requirements
requirements

Job Description

Summary
Summarystatement
statementof
ofthe
thejob
job
List
Listof
ofessential
essentialfunctions
functionsof
ofthe
the
job
job

Job
Specification

Personal
Personalqualifications
qualificationsrequired
required
in
interms
termsof
ofskills,
skills,education
educationand
and
experience
experience

Employee
Employeeorientation
orientation
Employee
Employeeinstruction
instruction
Disciplinary
Disciplinaryaction
action

Recruitment
Recruitment
Selection
Selection
Development
Development

The
Process of
Job
Analysis

Langkah-langkah dalam membuat

analisis kerja
LANGKAH 1: Kenalpasti bagaimana maklumat analisis
pekerjaan dapat
dimanfaatkan.
LANGKAH 2: Menyemak semula semua latar belakang
maklumat eg.
carta organisasi, carta proses dan deskripsi kerja.
LANGKAH 3: Pilih kerja yang perlu di analisis.
LANGKAH 4: Analisis keadaan sebenar kerja tersebut dengan
mengumpul data tentang aktiviti kerja,
tingkahlaku pekerja
yang diperlukan, suasana kerja, kemampuan dan
kemahiran pekerja.
LANGKAH 5: Menyemak semula semua maklumat dengan
pekerja dan
penyelia yang melakukan tugas tersebut.

Popular Approaches to Job

Analysis
Functional
Functional Job
Job
Analysis
Analysis
Position
Position Analysis
Analysis
Questionnaire
Questionnaire
Critical
Critical Incident
Incident
Method
Method
HRIS
HRIS and
and Job
Job
Analysis
Analysis

Pendekatan kuantitatif kumpul

inventori
fungsi dan aktiviti kerja
Soalselidik untuk kenalpasti
sejauhmana
kerja yang dilakukan mempamerkan
kerja
Pendekatan
yang dilakukan
dianggap memberi
yang sepatutnya
gambaran pekerjaan itu kritikal
terhadap
kejayaan kerja
Pendekatan HRIS menggunakan
software
untuk memproses data tentang kerja.

Job Analysis Methods

Interviews
Observations
Questionnaires
Supervisors
Publications
Expert Opinion

Bagaimana dengan Analisis

Pekerjaan di Sekolah?

Analisis Pekerjaan untuk staf

profesional dalam pendidikan
pertama kali digunapakai oleh
Bolton 1970.
Bolton juga merekabentuk
Analisis Pekerjaan untuk para
pendidik di sekolah.

Human Resource Planning

Model
FORECASTING
FORECASTING
DEMAND
DEMAND

Considerations
Considerations

Product/service
Product/service
demand
demand
Technology
Technology
Financial resources
Financial resources
Absenteeism/turnover
Absenteeism/turnover
Organizational growth
Organizational growth
Management
Management
philosophy
philosophy

Techniques
Techniques

Techniques
Techniques

Trend analysis
Trend analysis
Managerial estimates
Managerial estimates
Delphi technique
Delphi technique

BALANCING
BALANCING
SUPPLY
SUPPLYAND
AND
DEMAND
DEMAND

(Shortage)
(Shortage)
Recruitment
Recruitment

External
External
Considerations
Considerations

Staffing tables
Staffing tables
Demographic changes
Markov analysis
Demographic changes
Markov analysis
Education of the
Skills inventories
Education of the
Skills inventories
workforce
Management
workforce
Management

inventories
Labor
LaborMobility
Mobility
inventories
Government policies
Replacement charts
Government policies
Replacement charts
Unemployment rate
Succession Planning
Unemployment rate
Succession Planning
FORECASTING
FORECASTING
SUPPLY
SUPPLY

Full-time
Full-time
Part-time
Part-time
Recalls
Recalls

(Surplus)
(Surplus)
Reductions
Reductions

Layoffs
Layoffs
Terminations
Terminations
Demotions
Demotions
Retirements
Retirements

Assessing human resource needs,

involve 4 aspects (Rebore, 2004)
1. Human Resources Inventories developing
human resource profile eg, age, date employed,
sex, job title, education or training. This is to
analyze the various tasks necessary to meet the
school (districts) objectives. Tasks are matched
against the skills of current employees.
2. Enrollment projections for a five-year period.
3. Overall objectives of the school (district) must be
reviewed within the context of changing needs
(budgets, economics changes).
4. All the inventories, enrollment and school
districts objectives must be organized into a
human resource forecast.

Human resources forecasting:

5 commonly methods (Rebore, 2004)
1. Expert Estimate experienced staff members use
their experience and judgment to estimate future
needs.
2. Historical Comparison past trends are projected
into the future.
3. Task Analysis each person in each type of
position is studied to determine demand.
Sometimes, effective to uncover specific quality
shortages within a school system.
4. Correlation correlation of some variables eg.
HRM requirements to decreasing enrollment,
fiscal resources and new programs.
5. Modelling refer to decision-making models.

Perancangan dan Ramalan

Pekerjaan

Merupakan satu persoalan tentang

sejauhmana sesebuah organisasi
dapat memastikan
it has the right number of people ,
with the right skills, in the right
place, and at the right time
and that these people are capable
of effectively carrying out those tasks
that will aid the organization in
achieving its objectives.

Kesimpulan
Analisis kerja merupakan satu proses
sistematik untuk menentukan deskripsi
dan spesifikasi kerja.
Beberapa kaedah digunakan untuk
mendapatkan data yang sah mengenai
kerja dan pekerjaan seperti pemerhatian,
temubual, soalselidik dan catatan dairi.
Perancangan sumber manusia mesti
mengambil kira semua aspek ramalan
penawaran dan permintaan tenaga kerja.