April 28, 2004

© 2003 Prentice Hall. Inc.3-1

April 28, 2004

Billie Jo Timm on Management & HR Job Analysis Experiential Exercise LearningInMotion


Instructor presentation questions: [email protected]

Job Analysis

A Prelude to Recruitment and

Placement


After Studying This Chapter,You Should Be Able To:

Discuss the nature of job analysis, including what it is and how it’s used

Use at least three methods of collecting job analysis information

Write job descriptions including summaries and job functions using the Internet and traditional methods

Write job specifications using the Internet as well as your judgment.

Explain job analysis in a “jobless” world, including what it means and how it’s done in practice


Part 1: The Nature of Job Analysis

Job analysis defined Uses of job analysis information Steps in job analysis


Service-Oriented Strategy

Change job descriptions, top to bottom Change recruiting Philosophy: Our commitment to satisfying

customers and creating shareholder value directs virtually every decision we make.

Working at U.S. Bank (next slide)


Job Analysis – What is it and how is it used?

The procedure for determining the duties and skill requirements of a job and the kind of person who should be

hired for it.

Check this “A+” site out and list some of the purposes for which job analysis is used.


Jobs: Analyze, Describe and Provide Specifications

Determining duties and skills

Listing job duties, responsibilities, reporting, conditions, supervision

“Human requirements”


Are there Legal Issues Related to Job Analysis?

Title VII of the 1964 Civil Rights Act Equal Employment Opportunity Act (1972)

Uniform Guidelines on Employee Selection Procedures (1978)

Americans with Disabilities Act (1990)


What Information Do I Collect?

Work activities Human behaviors Machines, tools, equipment and work

aids Performance standards Job context Human requirements


Work Activities

Cleaning Selling Teaching Painting How, why and when the

activities are performed


Human Behaviors

Sensing Communicating Deciding Writing Job demands

Lifting Walking Jumping jacks?


Machines, Tools, Equipment, Work Aids

Products made Materials

processed Knowledge Services


Performance Standards

Check out these sites for samples of work standards. What are some of the common threads? National Health and Safety Job descriptions and performance standards


Job Context

Working conditions Schedule Organizational

context Social context


Human Requirements

Job-related knowledge and skills Education Training Work experience

Personal attributes Aptitudes Physical characteristics Personality Interests


Uses of Job Analysis Information

Job Analysis

Recruiting andSelection Decisions

Performance Appraisal

Job Evaluation—Wage and Salary

Decisions(Compensation)

TrainingRequirements

Job Descriptionand

Job Specification

Figure 3-1


Uses of Job Analysis Information

Recruitment and selection Compensation Performance Appraisal Training Discovering unassigned duties EEO compliance


Recruitment and Selection

Executive recruiting

Electronic recruiting

Monster

International

How to recruit

Assessment and selection


Compensation

Job value Salary Bonus Relative job worth


Performance Appraisal

How to do it Standards Self-appraisal The discussion Setting goals How to get a raise


Training

The job description should show the activities and skills—and therefore the training—that the job requires.


Discovering Unassigned Duties

Job analysis can also help reveal unassigned duties.


EEO Compliance

EEO Compliance Job analysis also plays a big role in EEO compliance


Steps in Job Analysis

1. Decide how to use the information

2. Review relevant background information

3. Select representative positions

4. Conduct the analysis

5. Verify with the worker and supervisor

6. Develop a job description and job specification


Input fromPlant Managers

Input fromSuppliers

Job UnderStudy—

Inventory ControlClerk

InformationOutput to

Plant Managers

InventoryOutput to

Plant Managers

Process Chart for Analyzing Work Flow


Part 2: Methods of Collecting Job Analysis Information

The interview Questionnaire Observation Participant diary/logs U.S. Civil Service Procedure Quantitative techniques Multiple sources of information


Collecting Job Analysis Information

Joint effort between HR, the worker and the supervisor

“SME’s” (Subject Matter Experts)


Employees may be concerned because of –

Resistance to change Possible changes to job duties Changes to pay Lack of trust of consequences The same job title may have different

responsibilities and pay rates in different departments


Widely Used: The Interview

Individual interviews with each employee

Group interviews with groups of employees who have the same job

Supervisor interviews with one or more supervisors who know the job.


Sample Interview Questions

What is the job being performed? What are the major duties of your position? What

exactly do you do? What physical locations do you work in? What are the education, experience, skill, and

[where applicable] certification and licensing

requirements? In what activities do you participate? What are the job’s responsibilities and duties?


Sample Interview Questions (continued)

What are the basic accountabilities or performance

standards that typify your work? What are your responsibilities? What are the

environmental and working conditions involved? What are the job’s physical demands? The emotional

and mental demands? What are the health and safety conditions? Are you exposed to any hazards or unusual working

conditions?


Interview Guidelines

• The job analyst and supervisor should identify the workers who know the job best and would be objective•Establish a rapport with the interviewee•Follow a structured guide or checklist•Ask a worker to list duties in order of importance and frequency of occurrence•Review and verify data


How to Conduct a Questionnaire Session

Use a specific questionnaire Establish rapport Follow a structured approach List duties in order of importance or

frequency of occurrence Review and verify the data

© 2003 Prentice Hall. Inc.3-34PORTLAND STATE UNIVERSITY

PPOSITION DESCRIPTION * * PLEASE READ INSTRUCTIONS BEFORE COMPLETING THIS FORM * * ( ) New ( ) Revised SECTION 1. POSITION INFORMATION a. Class Title:b. Class No.: c. Effective Date:d. Position No.:e. Working Title:f. Work Unit: g. Agency No.:h. Employee Name: i. Work Location (City‑County): _________________________________________________________________________________j. Position: ( ) Permanent ( ) Seasonal ( ) Limited Duration ( ) Academic Year

( ) Full Time ( ) Part Time ( ) Intermittent ( ) Job Share _________________________________________________________________________________k. FLSA: ( ) Exempt ( ) Non‑Exempt l. Eligible for Overtime: ( ) Yes ( ) No _________________________________________________________________________________SECTION 2. PROGRAM/POSITION INFORMATION a. Describe the program in which this job exists. Include program purpose, who's affected, size, and scope. Include relationship to agency mission. b. Describe the purpose of this position, and how it functions within this program, by completing this statement:

The purpose of this job/position is to . . .


SECTION 3. DESCRIPTION OF DUTIES List major duties. Note percentage of time duties are performed. If this is an existing position, mark "N" for new duties or "R" for revised duties.% of Time N/R DUTIES_________________________________________________________________________________ SECTION 4. WORKING CONDITIONS Describe special working conditions, if any, that are a regular part of this job. Include frequency of exposure to these conditions. ________________________________________________________________________________ SECTION 5. GUIDELINES a. List any established guidelines used to do this job, such as state or federal laws or regulations, policies, manuals or desk procedures. b. How are these guidelines used to perform the job? SECTION 6. WORK CONTACTS With whom outside of co-workers in this work unit must this position regularly come in contact?

Who Contacted How Purpose How Often? SECTION 7. JOB‑RELATED DECISION MAKING Describe the kinds of decisions likely to be made by this position. Indicate affect of these decisions where possible.


SECTION 8. REVIEW OF WORK Who reviews the work of this position? (List classification title and position number.) How? How often? Purpose of the review?SECTION 9. SUPERVISORY DUTIES TO BE COMPLETED ONLY FOR POSITIONS IN MANAGEMENT SERVICE a. How many employees are directly supervised by this position? _______ Through Subordinate Supervisors?

_______ b. Which of the following supervisory/management activities does this job perform?

( ) Plans Work ( ) Responds to Grievances ( ) Hires/Fires (or Effectively Recommends)( ) Assigns Work ( ) Disciplines/Rewards ( ) Prepares and Signs Performance Appraisals( ) Approves Work

SECTION 10. ADDITIONAL JOB‑RELATED INFORMATION Any other comments that would add to an understanding of this position: SPECIAL REQUIREMENTS: List any special mandatory recruiting requirements for this position: BUDGET AUTHORITY: If this position has authority to commit agency operating money, indicate in what area, how much (biennially) and type of funds:_________________________________________________________________________________SECTION 11. ORGANIZATIONAL CHART

Attach a current organizational chart. See instructions for detail to be included on the chart. _________________________________________________________________________________________________Employee Signature Date Supervisor Signature Date _________________________________________________Appointing Authority Signature Date


Observation

Observation may be combined with interviewing

Take complete notesTalk with the person being observed – explain what is happening and whyAsk questions


Diaries and Logs

Time-consuming Self-reporting biases Remembering what

was done earlier Can use dictating

machines and pagers


U.S. Civil Service Commission

1. Knowledge2. Skills3. Abilities4. Physical activities5. Special environmental conditions6. Typical work incidents7. Worker interest areas


Quantitative Job Analysis Techniques

Position Analysis Questionnaire PAQ The U.S. Department of Labor approach Functional job analysis FJA


The Techniques of Job Analysis

Technique

Employee Group Focused On

* The term job incumbent refers to the person currently filling a particular job.

Data-CollectionMethod

AnalysisResults Description

1. Task InventoryAnalysis

Any —largenumber ofworkers needed

Question-naire

Rating of tasks

Tasks are rated by jobincumbent,* supervisor, or job analyst. Ratings may be characteristics such as importance of task and time spent doing it.

2. CriticalIncidentTechnique

Any Interview Behavioraldescrip-tion

Behavioral incidents representing poor through excellent performanceare generated for eachdimension of the job.


The Techniques of Job Analysis (cont.)

Technique




3. PositionAnalysisQuestion-naire (PAQ)

Any Question-naire

Rating of194 jobelements

Elements are rated on sixscales (for example, extentof use, importance to job). Ratings are analyzedby computer.

4. FunctionalJobAnalysis(FAQ)

Any Groupinterview/Question-naire

Rating ofhow jobincumbentrelates topeople, data, andthings

Originally designed to improve counseling andplacement of peopleregistered at local stateemployment offices. Taskstatements are generatedand then presented to jobincumbents to rate on suchdimensions as frequencyand importance.



Technique




5. MethodsAnalysis(MotionStudy)

Any Question-naire

Rating of194 jobelements

Elements are rated on sixscales (for example, extentof use, importance to job). Ratings are analyzedby computer.

6. Guide-linesOriented JobAnalysis

GOJA

Any Interview Skills andknowledgerequired

Job incumbents identifyduties as well as know-ledge, skills, physicalabilities, and othercharacteristics neededto perform the job.



Technique




7. Manage-ment PositionDescriptionQuestion-naire (MPDQ)

Managerial Question-naire

Checklistof 197items

Managers check itemsdescriptive of theirresponsibilities.

8. Hay Plan Managerialorganization

Interview Impact ofjob on organiza-tion

Managers are interviewedregarding such issues as their responsibilities andaccountabilities. Responsesare analyzed according tofour dimensions: objectives,dimensions, nature andscope, accountability.


Sample PAQ

Figure 3 - 4


Position Analysis Questionnaire (PAQ) Items

Information Input Mental Processes Work Output Relationships with Other Persons Job Context Other Job Characteristics


U.S. Department of Labor Procedure

Data examples Synthesizing Copying

People examples Instructing Persuading

Things examples Setting up Tending


Basic Department of Labor Worker Functions

DATA PEOPLE THINGS

0 Synthesizing 0 Mentoring 0 Setting up1 Coordinating 1 Negotiating 1 Precision working2 Analyzing 2 Instructing 2 Operating—controlling

3 Compiling 3 Supervising 3 Driving—operatingBasic 4 Computing 4 Diverting 4 ManipulatingActivities 5 Copying 5 Persuading 5 Tending

6 Comparing6 Speaking—signaling

6 Feeding—offbearing

7 Serving 7 Handling8 Taking instructions — helping

Table 3-1


Functional Job Analysis (FJA)

Used beginning in the 1940’s Seven scales to describe what

workers do in jobs: (1) Things

(2) Data

(3) People

(4) Worker Instructions

(5) Reasoning(6) Math(7) Language


Part 3: Writing Job Descriptions

1. Job Identification2. Job Summary3. Relationships4. Responsibilities and Duties5. Standards of Performance6. Working Conditions and Physical

Environment


Sample Job Description

Figure 3 - 7


Sample Job Descriptions, Dictionary of Occupational Titles


Want to Create Your Own Job Description?

Click here to start creating a job description for yourself or a position you are seeking. Or, create one for your Professor!


Job Identification

Title Fair Labor Standards Act (FLSA) Date Approvals Supervisor’s title Salary Grade level


Job Summary

General nature Major functions or

activities Includes general

statements


Relationships Statement for Human Resource Director

Departm entSecretary

Hum an ResourceClerk

TestAdm inistrator

Labor RelationsManager

Hum an ResourceDirector

V ice PresidentEm ployee Relations

Works with all department managers and executive management

Works with employment agencies, recruiters, union reps, state and federal agencies, vendors


Responsibilities and Duties

Examples Establishes marketing goals to ensure share

of market Maintaining balanced and controlled

inventories Defines the limits of job holder’s authority

Purchasing authority Discipline Interviewing and hiring


Standards of Performance - Example

Duty: Meeting Daily Production Schedule Work group produces no fewer than 426

units per working day Next workstation rejects no more than an

average of 2% of units Weekly overtime does not exceed an

average of 5%


Job Descriptions

Check this web site for sample job descriptions.

What do you like about them?

What, if anything, is missing?


Using the Internet for Writing Job Descriptions

The Dictionary of Occupational Titles

(DOT) is being replaced by the U.S. Department of Labor

by O*NET


Part 4: Writing Job Specifications

What human traits and experience are required to do the job well? Specifications for trained versus untrained

personnel Specifications based on judgment Specifications based on statistics


Job Related Behaviors

Industriousness Thoroughness Schedule flexibility Attendance Off-task behavior Unruliness Theft Drug misuse


Statistics and Job Analysis

Analyze job Select personal traits Test Measure subsequent

job performance Statistically analyze

relationship between trait and performance


Job Analysis – a Practical Approach

1. Decide on a plan

2. Develop an organization chart

3. Use a job analysis questionnaire

4. Obtain lists of job duties from O*NET

5. Compile the job’s human elements

6. Complete your job description


Step 1: Decide on a Plan

Broad outline What do you expect your sales revenue

to be next year? What products will you emphasize? Internally, what will expand, reduce,

consolidate or grow What new positions will you need?


Step 2: Develop an Organization Chart

Click here to take you to a tutorial on creating an organization chart.


Step 3: Use a Job Analysis Questionnaire

JOB ANALYSISJob Title: Description of the Job:

Tasks Tools UsedStandards forPerformance

Conditions forPerformance


Step 3: Continued

CONTENT ANALYSISSubject Area Title: Content Description and Relevant Definitions:

Tasks Tools UsedStandards forPerformance

Conditions forPerformance


Step 4: Obtain Lists of Job Duties

Check out O*.NET Find the description of a retail salesperson Then, complete Step 5: Compiling the

job’s human requirements and Step 6: Completing your job description.


Part 5: Job Analysis in a “Jobless” World

From specialized to enlarged jobs

Why managers are “de-jobbing” their companies


Specialized to Enlarged Jobs

Job Enlargement = same-level activities Job Rotation = moving from one job to

another Job Enrichment = redesigning to

experience more responsibility, achievement, growth and recognition


Trends and De-Jobbing

Rapid product and technological

changes

Global Changes

Demographics

Competition


Traditional Organization Chart

E xecutive A ss is tant

M anage r

M anage r

M anage r

S a le s S a le s S a le s

M anage r

D irec torE as t Region

M anage r

M anage r

M anage r

S a le s S a le s

M anage r

D irec torW es t Region

V ice Pres identS a le s

M anage r

M anage r

D irec torPublic Re la tions

V ice Pres identM arke ting

C le rk

A dm inis tra tor

D irec torC om pens ation

and Benefi ts

T ech. W rite r

M anage r

S r. T ra iner

S r. T ra iner

D irec torT ra in ing andD e ve lopm e nt

V ice Pres identHum a n Resource s

L ogis tic s

Pla nt M a nager

Pla nt M a nager

D irec torM anufa c tur ing

V ice Pres identO pe ra tions

T ax

F ina nce

C le rk

A c counting

A c counting

A c counting

D riec torA udit and

A c counting

V ice Pres identF ina nce

Pres identC hie f E xecutive O ffice r


Flatter Organizations

T echnica lD evelopm ent

T ea m

Ma nufa cturingEngineering

T ea m

PeopleSystem s

T ea m

Fina nceT ea m

Purcha sing a ndSuppllier Q ua lity

T ea m

Sa les, Service a ndMa rketing

T ea m

Executive andO pera tions

T ea m


How Organizations are Responding

The boundaryless organization Re-engineering “Broadbanding” job descriptions Performance-based job descriptions Empowered employees Skills matrices


Flat and Boundaryless Organizations

I K E A

WAL MARTWAL MARTGeneral Electric

Procter & Gamble


The Skills Matrix for One Job at British Petroleum

H H H H H H H

G G G G G G G

F F F F F F F

E E E E E E E

D D D D D D D

C C C C C C C

B B B B B B B

A A A A A A A

Technical Expertise

Business Awareness

Communi-cation &

Interper-sonal

Decision Making & Initiative

Leadership

&

Guidance

Planning & Organiza-

tional Ability

Problem Solving

The highlighted boxes indicate the minimum level of skill required for the job.


Chapter Review

We reviewed the nature of job analysis, how it is used, some legal issues and three methods of collecting job analysis information.

We practiced writing job descriptions and looked at descriptions in detail.

We looked at the USCSC, USDOL, DOT and O*NET. We reviewed the six steps involved in job analysis and

reviewed traditional and contemporary methods of organizing.

WHEW!

Documents

April 28, 2004