Lesson 7 HRM

Concepcion Holy Cross College
Minane Concepcion, Tarlac
Subject: Human Resource Management

Professor: Mr. Mark Gerald Sarong
Lesson 7
Job Analysis
Job analysis is the process of studying a job to determine which activities and responsibilities it includes, its relative
importance to other jobs, the qualifications necessary for the performance of the job, and the conditions under which the
work is performed. An important concept in job analysis is that the job, not the person doing the job, is assessed, even
though human resources (HR) may collect some job analysis data from incumbents. Job analysis is often confused with
job evaluation, but the two activities are quite different. Job evaluation is the process of comparing a job to other jobs
within the organization to determine the appropriate pay rate.
Information Collection
Job analysis involves collecting information on characteristics that differentiate jobs. The following factors help make
distinctions between jobs:
 Knowledge, skills, and abilities (KSAs) needed

 Work activities and behaviors
 Interactions with others (internal and external)
 Performance standards
 Financial budgeting and impact
 Machines and equipment used
 Working conditions
 Supervision provided and received
If an employer has not already done so, grouping jobs with related functions is helpful in the job analysis process by
identifying the job family, job duties, and tasks of related work. For example:
Job family. Grouping of related jobs with broadly similar content.

Job. Group of tasks, duties, and responsibilities an individual performs that make up his or her total work
assignment.
Task. A specific statement of what a person does, with similar tasks grouped into a task dimension (i.e., a
classification system).
A technical service job family, for example, could be identified as follows:
Job family. Technical Service.
Job. Technical service representative.
Task. Provides technical support to customers by telephone.
Job Analysis Methods
 Open-ended questionnaire
- Job incumbents and/or managers fill out questionnaires about the KSAs necessary for the job. HR compiles
the answers and publishes a composite statement of job requirements. This method produces reasonable job
requirements with input from employees and managers and helps analyze many jobs with limited resources.
 Highly structured questionnaire
- These questionnaires allow only specific responses aimed at determining the frequency with which specific
tasks are performed, their relative importance and the skills required. The structured questionnaire is helpful
to define a job objectively, which also enables analysis with computer models.
Interview
- In a face-to-face interview, the interviewer obtains the necessary information from the employee about the KSAs
needed to perform the job. The interviewer uses predetermined questions, with additional follow-up questions
based on the employee's response. This method works well for professional jobs.
Observation
- Employees are directly observed performing job tasks, and observations are translated into the necessary KSAs
for the job. Observation provides a realistic view of the job's daily tasks and activities and works best for short-
cycle production jobs.
Work diary or log
- A work diary or log is a record maintained by the employee and includes the frequency and timing of tasks. The
employee keeps logs over a period of days or weeks. HR analyzes the logs, identifies patterns and translates
them into duties and responsibilities. This method provides an enormous amount of data, but much of it is difficult
to interpret, may not be job-related and is difficult to keep up-to-date.
Behavioral event interview
Behavioral event interviewing, a competency-based job analysis, differs from the traditional job analysis, which focuses
solely on the evaluation of tasks, duties and responsibilities. In behavioral event interviewing:
 A team of senior managers identifies future performance areas critical to the organization's business and strategic
plans.
 HR assembles panels composed of individuals who are knowledgeable about the organization's jobs (i.e., subject
matter experts). These groups may be employees, managers, supervisors, trainers and others.
 A facilitator interviews panel members to obtain examples of job behaviors and actual occurrences on the jobs.
 The facilitator develops detailed descriptions of each identified competency, including descriptive phrases for
clarity.
 HR rates the competencies, and panel members identify KSAs required to meet them.
 HR identifies performance standards for each job. The organization must develop and implement selection,
screening, training and compensation instruments, or processes that focus on competencies.
Use of Job Analysis Data
 Job descriptions and specifications

 Compensation decisions
 Selection assessments

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Concepcion Holy Cross College

Minane Concepcion, Tarlac

Subject: Human Resource Management

 Knowledge, skills, and abilities (KSAs) needed

Job family. Grouping of related jobs with broadly similar content.

Job Analysis Methods

 Highly structured questionnaire

Work diary or log

Behavioral event interview

Use of Job Analysis Data

 Job descriptions and specifications

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