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CHAPTER 2CHAPTER 2

JOB ANALYSISJOB ANALYSISANDAND

WORKFORCE FLEXIBILITYWORKFORCE FLEXIBILITY

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1. What is job analysis?

The documentation of the

major responsibilities,duties, and tasks of a job,as well as the kinds ofknowledge, skills, and

abilities needed to performthe job.

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Defining responsibilities, duties, andDefining responsibilities, duties, and

tasks. (See text, p. 61.)tasks. (See text, p. 61.) ResponsibilityResponsibility

The major groupings of activities (i.e., duties)The major groupings of activities (i.e., duties)performed in a job.performed in a job.

DutyDuty

Clusters of specific actions (i.e., tasks) with aClusters of specific actions (i.e., tasks) with acommon purpose used to carryout each majorcommon purpose used to carryout each major

responsibility.responsibility.

TaskTask

A specific action taken for a specific purpose.A specific action taken for a specific purpose.

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EXAMPLE: Sales ManagerEXAMPLE: Sales Manager

I. RESPONSIBILITIESI. RESPONSIBILITIES

Planning sa

les campaigns.

Planning sa

les campaigns.

Assisting in recruiting and hiring sales staff.Assisting in recruiting and hiring sales staff.

Training sales staff.Training sales staff.

Supervising sales staff.Supervising sales staff.

Developing pricing and discounting policies.Developing pricing and discounting policies.

Directing and assisting in customer service.Directing and assisting in customer service.

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I. RESPONSIBIITIESI. RESPONSIBIITIES -- Training Sales StaffTraining Sales Staff

II. DUTIESII. DUTIES

Researching sales literature.Researching sales literature.

Developing training curriculum.Developing training curriculum.

Selecting training methods (manuals, powerSelecting training methods (manuals, powerpoints, computer software, etc.)points, computer software, etc.)

Obtaining equipment, materials, facility, etc.Obtaining equipment, materials, facility, etc.

Scheduling training programs.Scheduling training programs. Assessing trainee learning.Assessing trainee learning.

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I. RESPONSIBIITIESI. RESPONSIBIITIES -- Training Sales StaffTraining Sales Staff

II. DUTIESII. DUTIES -- Researching Sales LiteratureResearching Sales Literature

III. TASKSIII. TASKS

Searching on Internet for sales training.Searching on Internet for sales training.

Reviewing sales training magazines and books.Reviewing sales training magazines and books.

Reviewing product literature.Reviewing product literature.

Reviewing customer brochures, etc.Reviewing customer brochures, etc.

Contacting training consultants.Contacting training consultants.

Contacting other companies forContacting other companies forbenchmarking.benchmarking.

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B. PurposesB. Purposes

JOB

ANALYSIS

RECRUITING SELECTION

TRAINING CAREER

PLANNING

COMPENSATION

PERFORMANCE APPRAISAL

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Purposes Illustrated(Legal, Staffing, & Appraisal)

Legal ComplianceSpecifying required duties to properly classify jobs intoExempt or Nonexempt categories under the Fair Labor

Standards Act Of 1938.

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Legal ComplianceSpecifying required duties to properly classify jobs intoExempt or Nonexempt categories under the Fair Labor


RecruitingConstructing accurate and detailed job advertisements in

order to attract qualified and truly interested applicantsfor further screening.

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Legal Compliance

Specifying required duties to properly classify jobs intoExempt or Nonexempt categories under the Fair Labor


Recruiting

Constructing accurate and detailed job advertisements inorder to attract qualified and truly interested applicants

for further screening.

Selection

Choosing tests that measure the kinds of KSAs identified ina job analysis for a specific job.

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Legal ComplianceSpecifying required duties to properly classify jobs into Exempt or

Nonexempt categories under the Fair Labor Standards Act Of1938.

Recruiting

Constructing accurate and detailed job advertisements in order toattract qualified and truly interested applicants for further

screening.

SelectionChoosing tests that measure the kinds of KSAs identified in a job

analysis for a specific job.

Performance AppraisalUsing job analysis to identify the relevant performance targets

used in annual employee appraisals.

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Purposes Illustrated(Training, Career Development, & Compensation)

Training

Developing training programs that cover the kindsof tasks and skills needed for a specific job.

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Training

Developing training programs that cover the kindsof tasks and skills needed for a specific job.

Career DevelopmentSpecifying career paths comprised of sequences

of jobs with specific duties and KSAs.

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TrainingDeveloping training programs that cover the kinds of tasks

and skills needed for a specific job.

Career DevelopmentSpecifying career paths comprised of sequences of jobs

with specific duties and KSAs.

CompensationEvaluating job duties and KSAs to determine the worth or

value added of different jobs for setting equitablewages and salaries.

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3. Job Analysis Process

1. Who does the job analysis?

2. What methods are used to

collect the information?

3. Using a qualitative versus

quantitative approach.

4. Job descriptions.

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1. Who does the job analysis?

HR staff or outside consultants

guide the job analysis process,

including (a) questionnaire design,

(b) collecting the information, and(c) documenting information.

Employees who perform the jobs

and their supervisors provide the

information and are often referred

to as Subject Matter Experts

(SMEs).

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2. What methods are used to collect the

job information?

Observation Good for

(a) simple jobs that are

not too complicated and

(b) jobs that involvephysical manipulation of

tools, equipment, etc.

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2. What methods are used to collect job

information?

Observation Good for (a)simple jobs that are not toocomplicated and (b) jobs thatinvolve physical

manipulation of tools,equipment, etc.

Interview Good when (a)job duties take place overdifferent periods of time

(impractical to observe) and(b) jobs are complex andrequire detailed explanationsby the SMEs.

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information?




(impractical to observe)and (b) jobs are complexand require detailedexplanations by the SMEs.

Employee Diary Good when

(a) job duties take place over

different periods of time and

(b) it is difficult to schedule

interviews with employees.

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information?




(impractical to observe)and (b) jobs are complexand require detailedexplanations by the SMEs.

Employee Diary Good when

(a) job duties take place over

different periods of time and

(b) it is difficult to schedule

interviews with employees.

Questionnaire Good for (a)

insuring uniformity of the

information collected for

different jobs and (b) insuringcompleteness of the

information gathered.

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3. Should a qualitative or quantitative3. Should a qualitative or quantitative

approach be used?approach be used?

1.1. Open Ended QuestionnairesOpen Ended Questionnaires..

Provides full and detailed information needed to

construct Job Descriptions.

2.2. Quantitative QuestionnairesQuantitative Questionnaires..

Provide scores for jobs on a set of work-skillcharacteristics like those in Figure 2.4 and 2.5.

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Examples of Quantitative QuestionnairesExamples of Quantitative Questionnaires

Functional Job Analysis (FJA) See Figure 2.4

Used by the Office of Personnel Management in the

federal government to score jobs and place them

into job families for testing and training decisions.

The FJA measures three primary characteristics of

work People, Data, and Things.

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Examples of Quantitative QuestionnairesExamples of Quantitative Questionnaires

Position Analysis Questionnaire (PAQ)

See Figure 2.4

Used to score jobs and group them into jobfamilies for testing, training, compensation,

and legal decisions such as classification

of jobs into Exempt and Non-Exempt

categories under the Fair Labor StandardsAct of 1938.

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4. What is included in a Job Description?4. What is included in a Job Description?

1. Identifying Information Title/Department

Location

Supervisor

Date completed

Who provided information

Who reviewed

Proper signatures

2. Job Summary

Brief description of major

responsibilities and their

purpose within the work flow

and department.

3. Responsibilities, Duties,and Tasks

Detailed description of the major

responsibilities, duties, and

tasks of the job.

4. Job Specifications

a. List of KSAs.

b. List of qualifications that

include education, training, and

experience.c. Special credentials such as

licenses, certification, etc.

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4. Flexible Workforce

1. Temporary Used to (a) fill-in for workerswhile on leave and (b) try out employees forpermanent jobs.

2. Part Time Used to (a) perform excess orspecialized work and (b) lower overallcompensation costs.

3. Subcontracting/Outsourcing Used to (a)lower operating costs and (b) obtain

specialized expertise and services.

4. Consultants/Contract Workers Used for(a) one-time projects and (b) obtainingspecialized expertise.

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Documents

3420 CHAP 2