HOW MANAGERS / HR DEPARTMENTS DEPEND ON ACCURATE JOB ANALYSIS INFORMATION

INTRODUCTION

SEQUENCE

Aim Definition Job Analysis Type of information collected through job analysis Approaches Uses of job analysis information by HR managers Conclusion

AIM

To highlight important uses of job analysis information by HR managers

DEFINITION

Systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization. OR The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.
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JOB ANALYSIS IDENTIFIES

  

Time it takes to complete relevant tasks. Tasks that are grouped together under a single job position. Ways to design or structure a job for maximizing employee performance.

Employee behavioral pattern associated with performance of the job.

 

Traits and attributes of a proper candidate for the job. Ways the data can be used to develop human resource management.
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TYPE OF INFORMATION COLLECTED

  

  

Work activities Human behaviors Machines, tools, equipment and work aids Performance standards Job context (Environment) Human requirements

TYPE OF INFORMATION COLLECTED

WORK ACTIVITIES

    

Cleaning Selling Teaching Painting How, why and when the activities are performed

HUMAN BEHAVIORS

   

Sensing Communicating Deciding Writing

MACHINES, TOOLS, EQUIPMENT, WORK AIDS

   

Equipment used Materials processed Knowledge dealt with or applied Services rendered

PERFORMANCE STANDARDS

Information about the job s performance standards in terms of quality or quantity).

These standards will be used when appraising employees.

JOB CONTEXT (ENVIRONMENT)

   

Physical working conditions Work schedule Organizational context Social context (the number of people with whom the employee would normally interact)

HUMAN REQUIREMENTS
Job-related knowledge and skills o Education o Training o Work experience Personal attributes o Aptitudes o Physical characteristics o Personality o Interests

APPROACHES

A document providing information regarding tasks, duties, and Duties Responsibilities Tasks responsibilities of job

Job Analysis

Job Descriptions Job Specifications

A written explanation of the knowledge, skills, abilities, traits, and other characteristics (KSAOs) necessary for effective performance Knowledge Skills Abilities on a given job

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USES OF JOB ANALYSIS

 Human Resource Planning  Recruitment  Selection  Training and Development  Performance Appraisal  Compensation and Benefits  Safety and Health  Employee and Labor Relations  Legal Considerations  Job Analysis for Teams
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Duties

Responsibilities

Tasks

Job Analysis

Knowledge

Skills

Abilities

USES OF JOB ANALYSIS

Human Resource Planning  Involves getting the right number of qualified people into the right job at the right time .

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USES OF JOB ANALYSIS

Recruitment & Selection
Job analysis is very important for contents as  Job duties that should be included in advertisements of vacant positions  Appropriate salary level for the position to help determine what salary should be offered to a candidate  Minimum requirements (education and/or experience) for screening applicants  Interview questions  Selection tests/instruments (e.g., written tests; oral tests; job simulations)  Applicant appraisal/evaluation forms  Orientation materials for applicants/new hires 18

USES OF JOB ANALYSIS

Training and Development Job Analysis can be used in training needs assessment to identify or develop:

 Training content  Assessment tests to measure effectiveness of training  Equipment to be used in delivering the training  Methods of training (i.e., small group, computer-based, video, classroom )
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USES OF JOB ANALYSIS

Performance Appraisal  Job analysis includes information about the jobs performance standards  Performance appraisal compares employees actual performance against these standards.  Job Analysis can be used in performance review to identify or develop:
    

Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
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USES OF JOB ANALYSIS

Compensation and Benefits  Estimate value of each job and its appropriate compensation based on job s required skill, education level, safety hazard, level of responsibility etc.  Relative worth of job determined to group jobs into different classes
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USES OF JOB ANALYSIS

Safety and Health  Job analysis information helps create a healthy and safe working environment.  Jobs with hazardous conditions methods or procedures can be identified and redesigned to eliminate or reduce exposure to health and safety hazards.

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USES OF JOB ANALYSIS

Employee and Labor Relations  Misunderstandings and disagreement among managers, employees and unions over job content is a major source of disputes.  Job analysis information can help avoid such disputes by providing a Clear description of tasks and responsibilities and Identifying the formal qualifications, skills, abilities, knowledge and experience required to successfully perform the work
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USES OF JOB ANALYSIS

L g l si r ti s

Identify requirements in compliance with labor law. Compliance with Civil Rights Legislation. EEO (Equal Employment Opportunity)

 

compliance etc..

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CONCLUSION

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HUMAN RESOURCE INFORMATION SYSTEM GOAL: INTEGRATE CORE PROCESSES INTO SEAMLESS SYSTEM
Input Data Types Job Analysis Recruitment Selection/Job Posting/ Employee Referral T&D Performance Appraisal Compensation Benefits Safety Health Labor Relations Employee Relations Output Data Uses* Employee Tracking Diversity Programs Hiring Decisions Training Programs/Elearning/Management Succession Contribute Toward Achievement of:

Organizational Strategic Plans

Human Resource Information System

Compensation Programs Benefit Programs (e.g., prescription drug programs) Health Programs (e.g., Employee Assistance Programs) Bargaining Strategies Employee Services

Human Resource Management Plans

*Certain data are available to employees at work or at home. Examples: supervisors might access just-intime training for conducting performance appraisal reviews. Operative employees might enter time and labor data. All employees may be able to review 401(k) balances, transfer funds, make benefit elections, set annual performance goals, update personnel data.
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