Job Analysis
Kelly Quirin Penn State University February 19, 2001
Overview
What is job analysis? How can you use this tool in your organization? Methods of job analysis How it works Real world example An exercise Summary
What is job analysis?
A systematic approach to collect information about a job such as tasks, responsibilities and the skills required to perform those tasks An important part of Human Resources (HR) planning
How can it be used in your organization?
Job analysis assists HR in determining:
Necessity of the job Equipment needed Skills required Supervision Working conditions Management/employee interaction
How can it be used in your organization?
Recruiting
Keyword searches on resumes that match job requirements
Selection Appraisal Salaries and Incentives Training and Development
The Multifaceted Nature of the Job Analysis
Labor Relations
Safety and Health
Recruiting
Selection
*DeCenzo and Robbins, p. 145
Job Analysis
Job Description
Strategic HR Planning Employee Training Employee Development
Compensate
Performance Appraisal
Job Specifications
Career Development
How can it be used in your organization?
Job analysis can also:
Help the company remain profitable and competitive Help the company keep up with technology Prevent employees from being overworked Help the company stay in compliance with government regulations
Nuts and bolts
What is analyzed?
Work activities Working conditions
Supervisors Location Schedule
Machines and equipment
Nuts and bolts
What is analyzed? (cntd.)
Job performance
Operations Standards Time
Experience, training, and skills Supervision and promotion patterns Products/services completed
Nuts and Bolts
Who is involved in the job analysis?
Management Supervisors Job analysts Job incumbent Unions Consultants
Methods of Job Analysis
Observation Interview Questionnaires Diary Technical Conference Critical Incident Technique
PAQ Individual Group
Methods of Job Analysis
Observation Method
Analyst observes incumbent
Directly Videotape
Useful when job is fairly routine Workers may not perform to expectations
Methods of Job Analysis
Interview Method
Individual
Several workers are interviewed individually The answers are consolidated into a single job analysis
Group
Employees are interviewed simultaneously Group conflict may cause this method to be ineffective
Methods of Job Analysis
Questionnaires
Employees answer questions about the jobs tasks and responsibilities Each question is answered using a scale that rates the importance of each task
Methods of Job Analysis
Questionnaires (ctnd.)
Position Analysis Questionnaire (PAQ)
A structured, behavioral questionnaire 194 items in 6 categories
Information input Mental processes Work output Relationships Job context Other characteristics
Methods of Job Analysis
Diary Method
Employees record information into diaries of their daily tasks
Record the time it takes to complete tasks
Must be over a period of several weeks or months
Methods of Job Analysis
Technical Conference Method
Uses experts to gather information about job characteristics
Methods of Job Analysis
Critical Incident Technique (CIT)
Takes past incidents of good and bad behavior Organizes incidents into categories that match the job they are related to
Involves 4 steps
Methods of Job Analysis
CIT steps
Brainstorm and create lists of dimensions of job behaviors List examples of effective and ineffective behavior for each dimension Form a group consensus on whether each incident is appropriately categorized Rate each incident according to its value to the company
How It Works
Conducting the job analysis
Know the purpose Gather Information about jobs to be analyzed
Books Charts Trade union literature Government agency literature
Use employee input
How It Works
Conducting the job analysis (ctnd.)
Choose an efficient method of collecting information Gather information from employee/supervisor about the job Draft a job description Obtain supervisor approval
A Real World Example
The Department of Labor
Job analyst uses observation and interview methods to gather information about an employee Information organized into 3 categories
Data People Things
A Real World Example
Work Functions Data 0. Synthesizing Coordinating Analyzing Compiling Computing People 0. Mentoring 1. Negotiating 2. Instructing 3. Supervision 4. Diverting Things 0. Setting up 1. Precision work 2. Operating 3. Driving 4. Manipulating
Copying
Comparing
5. Persuading
6. Speaking 7. Serving
5. Tending
6. Feeding 7. Handling
*U.S. Department of Labor, Dictionary of Occupational Titles, 4th ed. Revised (Washington, D.C.: Government Printing Office, 1991), p.xix.
8. Helping
A Real World Example
Job titles are listed in the
Each job is given a code
Ex. A recruiter might be assigned the code 2, 6, 7 if the job entails analyzing data (2), speaking to people (6), and handling different things (7)
See previous table
Dictionary of Occupational Titles
An Exercise
Bruce Spuhler, customer service manager at BGS Sports, wants to conduct a job analysis on how his employees interact with customers and other employees. What steps should Bruce take to implement a successful job analysis, and what method should he use to analyze his employees?
An Exercise
Possible Answer:
1. Determine the Purpose- to reinforce good behavior among employees and provide better customer service 2. Gather as much information as possible about retail and customer service, including past experiences with customers
An Exercise
3. Choose best method of job analysis -Critical Incident Technique -This would allow Bruce to discuss with his employees past incidents and whether they were effective or not -Assign values of effectiveness 4. Gather information from workers and other managers about the job
An Exercise
5. Draft a behavioral job description 6. Identify areas that need improvement, and implement training programs to improve those areas
Summary
Job analysis is an effective approach to gathering information about jobs There are 6 popular techniques to conducting job analyses Job analysis is directly related to nearly every function of Human Resource departments in organizations
References
Cascio, Wayne F. Managing Human Resources. New York: McGraw-Hill, Inc., 1992.
DeCenzo, David A. and Stephen P. Robbins. Human Resource Management. New York: John Wiley & Sons, 1999. Gomez-Mejia, Luis R. and David B. Balkin. Managing Human Resources. Upper Saddle River: Prentice- Hall, Inc., 2001. U.S. Department of Labor. Dictionary of Occupational Titles, 4th ed. Revised (Washington, D.C.: Government Printing Office, 1991), p. xix.
