After

After studying
studying this
this chapter,
chapter,
you
you should
should be
be able
able to:
to:
1. Discuss the nature of job analysis, including what it is
and how it’s used.
2. Use at least three methods of collecting job analysis
information, including interviews, questionnaires, and
observation.
3. Write job descriptions, including summaries and job
functions, using the Internet and traditional methods.
4. Write job specifications using the Internet as well as
your judgment.
5. Explain job analysis in a “jobless” world, including what
it means and how it’s done in practice.

4–1
4–1
4–1
The Nature of Job Analysis
 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 job’s duties, responsibilities, reporting
relationships, working conditions, and supervisory
responsibilities—one product of a job analysis.
 Job specifications
– A list of a job’s “human requirements,” that is, the
requisite education, skills, personality, and so on—
another product of a job analysis.
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Types of Information Collected
 Work activities
 Human behaviors
 Machines, tools, equipment, and work aids
 Performance standards
 Job context
 Human requirements

4–3
Uses of Job Analysis Information
 Recruitment and Selection
 Compensation
 Performance Appraisal
 Training
 Discovering Unassigned Duties
 EEO Compliance

4–4
Uses of Job Analysis Information

Figure 4–1
4–5
Steps in Job Analysis
 Step 1: Decide how you’ll use the
information.
 Step 2: Review relevant background
information.
 Step 3: Select representative positions.
 Step 4: Actually analyze the job.
 Step 5: Verify the job analysis information.
 Step 6: Develop a job description and job
specification.

4–6
Charting the Organization
 Organization chart
– A chart that shows the organizationwide
distribution of work, with titles of each position
and interconnecting lines that show who reports
to and communicates to whom.
 Process chart
– A work flow chart that shows the flow of inputs to
and outputs from a particular job.

4–7
Process Chart for Analyzing a Job’s Workflow

Figure 4–2
4–8
Methods of Collecting Job Analysis
Information: The Interview
 Information sources  Interview formats
– Individual employees – Structured (Checklist)
– Groups of employees – Unstructured
– Supervisors with
knowledge of the job
 Advantages
– Quick, direct way to
find overlooked
information.
 Disadvantages
– Distorted information

4–9
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.

4–10
Methods of Collecting Job Analysis
Information: Questionnaires
 Information source  Advantages
– Have employees fill out – Quick and efficient way
questionnaires to to gather information
describe their job- from large numbers of
related duties and employees
responsibilities.  Disadvantages
 Questionnaire formats – Expense and time
– Structured checklists consumed in preparing
– Opened-ended and testing the
questions questionnaire

4–11
Methods of Collecting Job Analysis
Information: Observation
 Information source  Advantages
– Observing and noting – Provides first-hand
the physical activities information
of employees as they – Reduces distortion of
go about their jobs. information
 Disadvantages
– Time consuming
– Difficulty in capturing
entire job cycle
– Of little use if job
involves a high level of
mental activity.
4–12
Methods of Collecting Job Analysis
Information: Participant Diary/Logs
 Information source  Advantages
– Workers keep a – Produces a more
chronological diary/ log complete picture of the
of what they do and job
the time spent in each – Employee participation
activity.
 Disadvantages
– Distortion of
information
– Depends upon
employees to
accurately recall their
activities

4–13
Quantitative Job Analysis Techniques
 The position analysis questionnaire (PAQ)
– A questionnaire used to collect quantifiable data
concerning the duties and responsibilities of various
jobs.
 The Department of Labor (DOL) procedure
– A standardized method by which different jobs can
be quantitatively rated, classified, and compared.
 Functional job analysis
– Takes into account the extent to which instructions,
reasoning, judgment, and mathematical and verbal
ability are necessary for performing job tasks.

4–14
Sample Report
Based on
Department of
Labor Job
Analysis
Technique

Figure 4–6
4–15
Writing Job Descriptions
 A job description
– A written statement of what the worker actually
does, how he or she does it, and what the job’s
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

4–16
 Sample Job
Description,
Pearson
Education

Source: Courtesy of HR Department,

Pearson Education.

Figure 4–7a
4–17
Sample Job
Description,
Pearson
Education

Source: Courtesy of HR
Department, Pearson
Education.
Figure 4–7b
4–18
 “Marketing Manager” Description
from
Standard Occupational Classification

20. 11-2021 Marketing Managers

Abstract: 11-2021 Marketing Managers. Determine the demand
for products and services offered by a firm and Its competitors and
identify potential customers. Develop pricing strategies with the
goal of maximizing the firm’s profits or share of the market while
ensuring the firm’s customers are satisfied.

Source: www.bis.gov, accessed November 13, 2003.

Figure 4–8
4–19
The Job Description
 Job identification
– Job title: name of job
– FLSA status section: Exempt or nonexempt
– Preparation 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

4–20
The Job Description (cont’d)
 Relationships (chain of command)
– Reports to: employee’s 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.

4–21
The Job Description (cont’d)
 Responsibilities and duties
– A listing of the job’s major responsibilities and
duties (essential functions)
– Defines limits of jobholder’s decision-making
authority, direct supervision, and budgetary
limitations.
 Standard Occupational Classification
– Classifies all workers into one of 23 major groups
of jobs which are subdivided into 96 minor groups
of jobs and detailed occupations.

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 SOC’s
Major
Groups of
Jobs

Note: Within these major groups

are 96 minor groups, 449 broad
occupations, and 821 detailed
occupations.

Table 4–2
4–23
Is the Job Function Essential?
 What three or four main activities actually constitute the job? Is
each really necessary?
 What is the relationship between each task? Is there a special
sequence which the tasks must follow?
 Do the tasks necessitate sitting, standing, crawling, walking,
climbing, running, stooping, kneeling, lifting, carrying, digging,
writing, operating, pushing, pulling, fingering, talking, listening,
interpreting, analyzing, seeing, coordinating, etc.?
 How many employees are available to perform the job function?
Can the job function be distributed among other employees?
 How much time is spent on the job performing each particular
function? Are infrequent tasks less important to success?
 Would removing a function fundamentally alter the job?

4–24
Is the Job Function Essential? (cont’d)
 What happens if a task is not completed on time?
 Does the position exist to perform that function?
 Are employees in the position actually required to perform the
function?
 Is there a limited number of other employees available to
perform the function?
 What is the degree of expertise or skill required to perform the
function?
 What is the actual work experience of present or past
employees in the job?
 What is the amount of time an individual actually spends
performing the function?
 What are the consequences of not requiring the performance of
the function?
4–25
The Job Description (cont’d)
 Standards of performance and
working conditions
– Lists the standards the employee
is expected to achieve under each
of the job description’s main
duties and responsibilities.

4–26
Writing Job Specifications
 Specifications for trained personnel
– Focus on traits like length of previous service,
quality of relevant training, and previous job
performance.
 Specifications for untrained personnel
– Focus on physical traits, personality, interests, or
sensory skills that imply some potential for
performing or for being trained to do the job.

4–27
Writing Job Specifications (cont’d)
 Specifications Based on Judgment
– Self-created judgments (common sense)
– List of competencies in Web-based job
descriptions (e.g., www.jobdescription.com)
– O*NET online
– Standard Occupational Classification
 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.

4–28
Writing Job Specifications (cont’d)
 Steps in the Statistical Approach
– Analyze the job and decide how to measure job
performance.
– Select personal traits that you believe should
predict successful performance.
– Test candidates for these traits.
– Measure the candidates’ subsequent job
performance.
– Statistically analyze the relationship between the
human trait and job performance.

4–29
Writing Job Descriptions
 Step 1. Decide on a Plan
 Step 2. Develop an Organization Chart
 Step 3. Use a Job Analysis/Description
Questionnaire
 Step 4. Obtain Lists of Job Duties from O*NET
 Step 5. Compile the Job’s Human Requirements
from O*NET
 Step 6. Complete Your Job Description

4–30
Job Analysis in a “Jobless” World
 Job
– Generally defined as “a set of closely related
activities carried out for pay.”

4–31
From Specialized to Enlarged Jobs
 Job enlargement
– Assigning workers additional same level activities,
thus increasing the number of activities they
perform.
 Job enrichment
– Redesigning jobs in a way that increases the
opportunities for the worker to experience feelings
of responsibility, achievement, growth, and
recognition.

4–32
From Specialized to Enlarged Jobs
(cont’d)
 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.

4–33
Why Managers Are Dejobbing Their
Companies
 Dejobbing  External factors leading
– Broadening the to dejobbing.
responsibilities of the – Rapid product and
company’s jobs technological change
– Encouraging employee – Global competition
initiative. – Deregulation,
 Internal factors leading – Political instability,
to dejobbing – Demographic changes
– Flatter organizations – Rise of a service
– Work teams economy.

4–34
Competency-Based Job Analysis
 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.

4–35
Why Use Competency Analysis?
 To support HPWS
– Traditional job descriptions (with their lists of
specific duties) may actually backfire if a high-
performance work system is the goal.
 Maintain a strategic focus
– Describing the job in terms of the skills,
knowledge, and competencies the worker needs is
more strategic.
 Measuring performance
– Measurable skills, knowledge, and competencies
are the heart of any company’s performance
management process.
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Performance Management
 Performance management
– Managing all elements of the organizational
process that affect how well employees perform.
 Types of competencies
– General competencies
• reading, writing, and mathematical reasoning.
– Leadership competencies
• leadership, strategic thinking, and teaching others.
– Technical competencies
• specific technical competencies required for specific
types of jobs and/or occupations.

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 Background Data for Examples

Example of Job Title: Customer Service Clerk

Example of Job Summary:

Answers inquiries and gives directions to customers, authorizes
cashing of customers’ checks, records and returns lost charge cards,
sorts and reviews new credit applications, works at customer service
desk in department store.

Example of One Job Duty:

Authorizes cashing of checks: authorizes cashing of personal or
payroll checks (up to a specified amount) by customers desiring to
make payment by check. Requests identification—such as driver’s
license—from customers and examines check to verify date, amount,
signature, and endorsement. Initials check and sends customer to
cashier.

Figure 4–10
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4–39
4–40
4–41
 HR Scorecard
for Hotel Paris
International
Corporation*

Note: *(An abbreviated example showing selected HR

practices and outcomes aimed at implementing the
competitive strategy,“ To use superior guest services to
differentiate the Hotel Paris properties and thus increase
the length of stays and the return rate of guests and thus
boost revenues and profitability”)

Figure 4–11
4–42
 The Skills Matrix for One Job at BP

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

Figure 4–12
4–43
 Key Terms

job analysis Standard Occupational

job description Classification (SOC)
job specifications job enlargement
organization chart job rotation
process chart job enrichment
diary/log dejobbing
position analysis boundaryless organization
questionnaire (PAQ) reengineering
U.S. Department of Labor competencies
(DOL) competency-based job
job analysis procedure analysis
functional job analysis performance management

4–44