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Chapt 5 - HRM

The document discusses job analysis, which is a systematic process of collecting information about the skills, duties, and knowledge required to perform jobs in an organization. This information is used to develop job descriptions and specifications, which form the basis for HR functions like recruitment, training, performance evaluation, and more. It also discusses approaches to conducting job analysis like questionnaires, interviews, and observation.

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Raniel R Billones
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393 views

Chapt 5 - HRM

The document discusses job analysis, which is a systematic process of collecting information about the skills, duties, and knowledge required to perform jobs in an organization. This information is used to develop job descriptions and specifications, which form the basis for HR functions like recruitment, training, performance evaluation, and more. It also discusses approaches to conducting job analysis like questionnaires, interviews, and observation.

Uploaded by

Raniel R Billones
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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1

Chapter 5

Job Analysis
Job
Position

Job Specification

Job Description
Definitions
3

 Job - Consists of a group of tasks that must be performed for


an organization to achieve its goals.
 Position - Collection of tasks and responsibilities performed
by one person; there is a position for every individual in an
organization.
 Job Specification: Statement of the needed knowledge,
skills, and abilities (KSAs) of the person who is to perform
the job.
 Job Description: Statement of the tasks, duties, and
responsibilities (TDRs) of a job to be performed.
Job Analysis

 Job Analysis:
 Systematic process of obtaining information about
the skills, duties, and knowledge required for
performing jobs in an organization.
 HR managers use the information to develop job
descriptions and job specifications that are the basis for
recruitment, training, employee performance appraisal
and career development.
 The ultimate purpose of job analysis is to improve
organizational performance and productivity.
Job Analysis: A Basic Human Resource Management Tool
5

Tasks Responsibilities Duties


Human Resource Planning
Recruitment
Job Selection
Descriptions Training and Development
Job Performance Appraisal
Analysis Job Compensation and Benefits
Specifications Safety and Health
Employee and Labor
Relations
Legal Considerations
Job Analysis for Teams
Knowledge Skills Abilities
Reasons For Conducting Job Analysis
6

 Staffing : would be disorganized if recruiter did not know


qualifications needed for job.
 Training and Development : if specification lists a particular
knowledge, skill, or ability, and the person filling the position does
not possess all the necessary qualifications, training and/or
development is needed.
 Compensation and Benefits: value of job must be known before
dollar value can be placed on it.
 Safety and Health : helps identify safety and health
considerations.
Summary of Types of Data Collected Through
Job Analysis
7

 Work Activities – work activities and processes; activity


records ; procedures used; personal responsibility.
 Personal requirements for the job – personal
characteristics such as personality and interests; education
and training required; work experience.
 Machines, tools, equipment, and work aids used.
Conducting Job Analysis
8

 The people who participate in job analysis


should include, at a minimum:

1. The employee.
2. The employee’s immediate supervisor.
Performing Job Analysis

Step 1 : Select jobs to study.


Step 2 : Determine information to collect: Tasks, responsibilities,
skill requirements, etc.
Step 3 : Identify sources of data: Employees, supervisors/managers.
Step 4: Methods of data collection:
 Interviews
 Questionnaires
 Observation
 Diaries and Records
Performing Job Analysis

Step 5: Evaluate and validate data collection:


 Other employees
 Supervisors/managers

Step 6: Write job analysis report.

10
Popular Approaches to Job Analysis

Position
Analysis
Questionnaire
Functional Job Computerized Job
Analysis Analysis

Critical Incident
Method
Popular Approaches to Job Analysis
12

1. Position Analysis Questionnaire (PAQ model) :


 is a structured questionnaire of job analysis to
measure job characteristics and relate them to human
characteristics.
 it consists of 195 job elements that describe common
human work behaviors.
Popular Approaches to Job Analysis
13

2. Critical Incident Method:


Situation analysis technique in which actions or
behavior of an employee (during, for example, a
customer service event) is recorded and examined to
ascertain the actual requirements of a successful
operation.
a method for improving an employee's performance by

writing down and examining examples of what they did


particularly well or badly and how it affected their
work.
Popular Approaches to Job Analysis

3. Functional Job Analysis (FJA):


 Quantitative approach to job analysis that uses a collected
list of the various functions or work activities that can
make up any job.
 FJA breaks down job roles into seven areas: things, data,
worker instructions, reasoning, people, maths and
language.
 Analysis of worker actions within these areas plays a key
part of the Functional Job Analysis process.
Job Descriptions

Job Title

Job Description

1. Title. Job Identification


2. Statement.

3. Essential Functions.
1. XXX
2. XXX
3. XXX
4. XXX Essential
4. Specifications. Functions
1. XXX
2. XXX
3. XXX
4. XXX

Job Specifications
Key Elements of a Job Description

1. Job Title:
 Indicates job duties and organizational level.
2. Job Identification:
 Distinguishes job from all other jobs.
3. Essential Functions (Job Duties):
 Indicate responsibilities entailed and results to be.
accomplished
4. Job Specifications:
 Basic skills required to perform the job and physical
demands of the job.
Problems with Job Descriptions

1. If poorly written, they provide little guidance to the


jobholder.
2. They are not always updated as job duties or
specifications change.
3. They may break up the law by containing.
specifications not related to job success.
4. They can limit the scope of activities of the
jobholder, reducing organizational flexibility.
Job Design

 Job Design:
 An result of job analysis that improves jobs through
technological and human considerations in order to
enhance organization efficiency and employee job
satisfaction.
 Job Enrichment:
 Enhancing a job by adding more meaningful tasks and
duties to make the work more rewarding or satisfying.
 Providing opportunities for achievement, recognition,
growth, responsibility, and performance.
Job Enrichment Factors

1. Increasing the level of difficulty and responsibility of


the job.
2. Allowing employees to retain more authority and
control over work outcomes.
3. Providing unit or individual job performance reports
directly to employees.
4. Adding new tasks to the job that require training and
growth.
5. Assigning individuals specific tasks, thus enabling
them to become experts.

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