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.

Job description
A list of a jobs duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilitiesone product of a job analysis.

Job specifications
A list of a jobs human requirements, that is, the requisite education, skills, personality, and so on another product of a job analysis.

Type of information collected:

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

Figure 4.1 Information Collected by HR Specialists

Figure 4.2 Uses of Job Analysis Information

Recruitment and selection

Selection of people to recruit based on job requirements and human characteristics needed to perform these jobs

Performance appraisal
Compares employees performance with standards which are derived from job analysis

Job evaluation / compensation

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

Training requirements
Training requirements based on job and required skills which are listed in the job description

Step 1: Step 2:

Decide how youll use the information. Review relevant background information organization chart/job description

Step 3:
Step 4: Step 5:

Select representative positions.

Actually analyze the job. Verify the job analysis information.

Step 6:

Develop a job description and job specification.

Organization chart
A chart that shows the organization-wide distribution of work, with titles of each position and interconnecting lines that show who reports to and communicates to whom.

Job specification
A list of a jobs human requirements i.e. the requisite education, skills, personality etc.

Figure 4.3 Methods of Collecting Information

Information sources Individual employees Groups of employees with same job Supervisors with knowledge of the job

Interview formats Structured (Checklist) Unstructured Advantages Quick, direct way to find overlooked information. Disadvantages Distorted information

Interview Guidelines
The job analyst and supervisor should work together to identify the workers who know the job best.
Quickly establish rapport with the interviewee. Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers. Ask the worker to list his or her duties in order of importance and frequency of occurrence. After completing the interview, review and verify the data.

Information source Have employees fill out questionnaires to describe their job-related duties and responsibilities. Questionnaire formats Structured checklists Opened-ended questions

Advantages Quick and efficient way to gather information from large numbers of employees Disadvantages Expense and time consumed in preparing and testing the questionnaire

Information source Observing and noting the physical activities of employees as they go about their jobs

Advantages Provides first-hand information Reduces distortion of information Disadvantages Time consuming Difficulty in capturing entire job cycle Of little use if job involves a high level of mental activity

Information source Workers keep a chronological diary/ log of what they do and the time spent in each activity

Advantages Produces a more complete picture of the job Employee participation Disadvantages Distortion of information Depends upon employees to accurately recall their activities

A job description A written statement of what the worker actually does, how he or she does it, and what the jobs working conditions are.

Sections of a typical job description

Job identification
Job summary Responsibilities and duties

Authority of incumbent
Standards of performance Working conditions

Job specifications

Source: Courtesy of HR Department, Pearson Education.

Sample Job Description, Pearson Education (contd)

Source: Courtesy of HR Department, Pearson Education.

Job identification
Job title: name of job Date: when the description was written Prepared by: who wrote the description

Job summary
Describes the general nature of the job Lists the major functions or activities

Relationships (chain of command)

Reports to: employees immediate supervisor
Supervises: employees that the job incumbent directly supervises

Works with: others with whom the job holder will be expected to work and come into contact with internally.
Outside the company: others with whom the job holder is expected to work and come into contact with externally.

Responsibilities and duties

A listing of the jobs major responsibilities and duties (essential functions)
Defines limits of jobholders decision-making authority, direct supervision, and budgetary limitations.

Standards of Performance and Working Conditions

Lists standards the employee is expected to achieve under each of the job descriptions main duties Standards must be specific Examples:

To show what kind of person to recruit and for what qualities that person should be tested on Either listed in a section of job description or in a separate document

Specifications Based on Judgment

Self-created judgments (common sense) Basic question: What does it take in terms of education, intelligence and training to do this job well?

Specifications Based on Statistical Analysis

Attempts to determine statistically the relationship between a predictor or human trait and an indicator or criterion of job effectiveness. Five-step procedure:

Analyze the job and decide how to measure job performance Select personal traits (like finger dexterity) that you believe should predict successful performance Test candidates for these traits Measure these candidates subsequent job performance Statistically analyze relationship between the human trait (finger dexterity) and job performance
Figure 4.8 Determining Job Specifications Through Statistical Analysis

Job
Generally defined as a set of closely related activities carried out for pay.

From Specialized to Enlarged Jobs

Job enlargement
Assigning workers additional same level activities, thus increasing the number of activities they perform. Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.

Job enrichment

 Job rotation
Moving a trainee from department to department to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company Systematically moving workers from one job to another to enhance work team performance.

Job Analysis in a Jobless World

Dejobbing
Broadening the responsibilities of the companys jobs Encouraging employee initiative.

External factors leading to dejobbing.

Rapid product and technological change Global competition Deregulation, Political instability, Demographic changes Rise of a service economy

Internal factors leading to dejobbing

Flatter organizations Work teams Re-engineering

Competencies
Demonstrable characteristics of a person that enable performance of a job.

Competency-based job analysis

Describing a job in terms of the measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) an employee must exhibit to do a job well.

Why Use Competency Analysis?

Support HPWS
Traditional job descriptions (with their lists of specific duties) may actually backfire if a high-performance work system is the goal. HPWS encourages employees to work in a self-motivated manner.

Figure 4.9 Encouraging Employees to Work in a Self-Motivated Way

Why Use Competency Analysis? (contd) Maintain a strategic focus

Describing the job in terms of the skills, knowledge, and competencies the worker needs is more strategic. Measurable skills, knowledge, and competencies are the heart of any companys performance management process.

Measure performance

A small group of workers with authority to manage their own work Set their own targets and schedule Inspect their own work Review performance as a group Allows workers to control their work arrangements and job conditions Requires technical and decision-making skills

Note: The light blue boxes indicate the minimum level of skill required for the job.

1. Quality steering team MD & managers 2. Process management team Heads of department 3. Self-managed team Operators and technicians

Employees are authorized to spend up to a specific amount to please a dissatisfied guest. Credo:
Do everything you can to never lose a guest.

SMTs recruit their co-workers, decide on work procedures, and handle their own budget.

1. Steering team
Senior management to provide direction

2. Resource team
Professionals to support process teams

3. Process team
Employees to manufacture products or provide services

The process team leader should:

Coordinate activities Encourage participation Facilitate team decision-making Communicate performance targets

Role of team members

Understand team goals Participate to solve problems, make decisions Perform tasks to achieve standards Monitor results

Process teams are authorized to:

Change methods & procedures Ensure customer satisfaction & safety Work overtime (within budget) Schedule activities Allocate resources Prioritize tasks