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Job Analysis

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244 Section 2 Staffing the Organization

Terms to Know
competencies 217 job description 221 organization chart 221
duty 216 job family 221 performance standards 221
essential job functions 227 job responsibilities 216 position 214
job 214 job specifications 221 task 216
job analysis 214 marginal functions 227 work analysis 215

Using the Internet


Conducting a Job Analysis
Your organization is in need of performing a job clude according to the EEOC guidelines. Your job is to
analysis on all your current jobs. The top level of educate some of the senior managers who are not cur-
management has asked you, the HR manager, to rent on these issues. Prepare a brief summary for your
make a presentation on the process. Included in this presentation from the web site found at:
presentation should be the uses and importance of http://ijoa.org.
job analysis, some of the legal consequences of poor
job analysis, and just what a job analysis should in-

CASE
Job Analysis Guides Reorganization at Bethphage
Bethphage, with approximately 3,000 employees, is a years ago, Bethphage took a comprehensive look at
nonprofit organization that provides living and reha- all jobs. To provide Bethphage’s Board, Dr. Jacox, and
bilitative services for individuals with developmental senior managers with an understanding of the jobs in
disabilities through operating entities in 15 states and the organization, a job analysis of all jobs and entities
several foreign countries. Dr. David Jacox, CEO, and was required.
the Board of Directors identified that due to continu- Raul Saldivar, Senior Vice-President of Human Re-
ing growth the structure of the organization needed sources, and a committee of managers and executive
to be reexamined. Previously Bethphage had the par- directors from throughout Bethphage guided the
ent corporation serving as headquarters and provid- comprehensive look at all jobs in the firm. Like many
ing corporate functions. Then there were four organizations, Bethphage had a small HR staff that
regional corporations throughout the United States was busy with many other HR activities. Conse-
and internationally, each with its own board of di- quently, Saldivar gave the responsibility for conduct-
rectors. Concern about coordination of efforts and ing the job analyses and preparing the job
the legal issues associated with having so many “gov- descriptions and specifications to Kelli Jorgensen,
erning” bodies led to a need for an organizational re- Bethphage’s Compensation and Benefits Manager.
structuring. Jorgensen developed an extensive 12-page job
Job analysis efforts tied to HR activities provided analysis questionnaire tailored to the various job
key information for the parent company board and functions common throughout Bethphage. Then
senior managers throughout all entities. The process questionnaires were distributed to all employees in all
of changing Bethphage’s organization structure took locations. In spite of grumbling from some employees
several years and was done in several phases. Three about the questionnaire length, over 90% of the ques-
Chapter 7 Analyzing and Identifying Jobs 245

tionnaires were returned within the allotted period to lished procedures so that all jobs are reviewed each
the appropriate departmental and agency managers year and the compensation structures are updated.
for review. They were then sent to Jorgensen and the Several beneficial outcomes are based on the compre-
HR staff. At that point several HR interns from a local hensive job analysis developed by Bethphage:
university began the arduous task of writing approxi-
mately 300 job descriptions and specifications. Once ● The HR department has been able to use the job
draft descriptions were available, Jorgensen coordi- analysis process for developing job descriptions for
nated their review by the appropriate managers and new jobs.
team leaders. Then the drafts were revised, reviewed ● Bethphage’s new compensation program enables
by the compensation committee, and prepared for the HR department to ensure a more equitable sys-
use in developing a coordinated compensation sys- tem of pay increases and to provide a more accu-
tem. The entire process of conducting the job analy- rate method for developing pay structures and
sis and developing final job descriptions and determining pay levels.
specifications took four months of intensive effort. ● Over the past few years, Bethphage also has pro-
The process of developing the compensation and per- vided managers with a better system for conduct-
formance appraisal systems took another nine ing performance evaluations to ensure that they
months, and the refinement and implementation of are promptly and accurately completed, and that a
all components of the “new and improved” HR activ- pay-for-performance system is developed and
ities took over a year. used.
Once the compensation system had been installed
for most of the jobs below the senior management As a result of all these activities managers through-
level, the next phase of reorganization proceeded two out Bethphage are now using the HR department on
years later. Bethphage redefined its executive struc- a consultative basis for organizational decisions of all
ture, beginning by establishing one Board of Direc- types. The job analysis activities were the foundation
tors for the entire organization and dissolving the for all of the actions taken by Bethphage.29
separate regional corporations. A revised manage-
ment structure was created by the addition of a Senior
Vice-President of Operations, Linda Timmons, to
whom all regional directors report. The structural re-
organization affected only about 15—20 jobs at the
Questions
managerial level; those jobs were analyzed and re- 1. Discuss why job analysis was an essential part of
designed before developing new job descriptions, the corporate change process at Bethphage.
compensation groupings, and ranges. 2. How does the process described in the case illus-
Now that all phases of the reorganization have trate the linkage between job analysis and other
been completed, Saldivar and Jorgensen have estab- HR activities?

Notes
1. Based on http://www.census. 4. E. E. Lawler III, “From Job-Based to els: Does One Size Fit All?” ACA
Gov/Press-Release/ff98-04.html; Competency-Based Organization,” Journal, Spring 1996, 56—65.
Human Resources Report, April 21, Journal of Organizational Behavior 8. Kenneth H. Pritchard, “Introduction
1998, 400; Alan Farnham, “Where 15 (1994), 3—15. to Competencies,” White Paper,
Have All the Secretaries Gone?” 5. Michael A. Bennett, “Competen- 1997, Society for Human Resource
Fortune, May 12, 1997, 152—154. cies Under the Microscope,” ACA Management. http://www.shrm.org/
2. Jody Barnes Nelson, “The Bound- News, June 1996, 7—10. docs/whitepapers.
ary-less Organization: Implications 6. For more details on the steps in the 9. Cathy Gedvilas, “Rewarding the
for Job Analysis,” Human Resource interview process, see David D. ‘New Breed’ Information Workers,”
Planning 20, (1997), 39—50. Dubois, The Competency Case Book ACA News July/August 1998,
3. Robert D. Behn, “Job Descriptions (Amherst MA: HRD Press, 1998). 30—35.
vs. Real Performance,” Governing, 7. Patricia K. Zingheim, et al. “Com- 10. Bennett, “Competencies,” 7—10.
January 1997, 60. petencies and Competency Mod-

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