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4
Job Analysis and the
Talent
Management Process
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4-1
Learning Objectives
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.
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4-2
Learning Objectives
3. Write
job
descriptions,
including
summaries and job functions.
4. Write a job specification.
5. Explain competency-based job analysis,
including what it means and how it’s
done in practice.
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4-3
Job Analysis
• Organizations consist of
jobs that have to be staffed.
• Job
analysis
is
the
procedure through which
you determine the duties of
these positions and the
characteristics of the people
to hire them.
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4-4
Job Analysis
• Job analysis produces
information for writing
o job descriptions (a list of
what the job entails) and
o job spesifications (what
kind of people to hire for
the job).
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4-5
The Nature of Job Analysis
• Job analysis
o 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
o A list of a job’s duties, responsibilities, reporting
relationships, working conditions, and supervisory
responsibilities—one product of a job analysis.
• Job specifications
o A list of a job’s “human requirements,” that is, the
requisite education, skills, personality, and so on—
another product of a job analysis.
The Basics of Job Analysis
• Work activities
• Behaviors
• Machines, tools,
equipment, and work
aids
• Performance
standards
• Job context
• Human requirements
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4-7
Work activities
•
•
•
•
•
Cleaning
Selling
Teaching
Painting
How, why and when the
activities are performed
Human behaviors
•
•
•
•
•
Sensing
Communicating
Deciding
Writing
Job demands
o Lifting weights
o Walking long distances
Machines, Tools,
Equipment, Work Aids
• Products made
• Materials
processed
• Knowledge
• Services
Job Context
• Working conditions
• Schedule
• Organizational
context
• Social context
• The number of
people with whom
the employee would
normally interact.
Performance Standards
• Job’s performance
standards in terms
of quantity or quality
levels.
3-12
Human Requirements
• Job-related knowledge
and skills
o Education
o Training
o Work experience
• Personal attributes
o
o
o
o
Aptitudes
Physical characteristics
Personality
Interests
Uses of Job Analysis
Information
•
•
•
•
Recruitment and selection
Performance appraisal
Compensation
Training
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4-14
Uses of Job Analysis
Information
Figure 4–1
4–15
Recruitment and Selection
• Job
analysis
provides
information about what the job
entails and what human
characteristics are required to
perform these activities.
• This information, in the form of
job
descriptions
and
specifications,
helps
management decide what sort
of people to recruit and hire.
Compensation
• Job analysis information is
crucial for estimating the
value of each.
• Usually depends on the job’s
required skill and education
level, safety hazards, degree
of responsibility, and all
factors you can assess
through job analysis.
Performance Appraisal
• Managers use job analysis to
• determine the job’s specific
activities
and
performance
standards.
• 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.
Conducting a Job Analysis
1. How will information
be used?
2. Background
information
(organization charts,
process charts)
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4-20
Charting the Organization
• Organization chart
oA
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
o A work flow chart that shows the flow
of inputs to and outputs from a
particular job.
Conducting a Job Analysis
3. Representative
positions
4. Collect and analyze
data
5. Verify
6. Job description and
specification
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4-22
Job Analysis Guidelines
• Make the job analysis a joint effort by a
human resources manager, the
worker and the worker’s supervisor.
• Make sure the questions and the
process are both clear to the
employees.
• Finally, use several different job
analysis tools. Do not rely just on a
questionnaire, for instance, but
supplement your survey with a short
follow-up interview.
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4-23
Use at least three methods
of collecting job analysis
information, including
interviews, questionnaires,
and observation.
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4-24
Collecting Job Analysis
Information
•
•
•
•
•
Interviews
Questionnaires
Observation
Quantitative techniques
Internet-based
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4-25
Collecting Job Analysis
Information – Interviews
• The Interview
o Typical questions
• What is the job being performed?
• What are the education, experience, skill, and certification and
licensing requirements?
• What are the job’s physical demands? The emotional and mental
demands?
o Structured interviews
o Checklist format
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4-26
The Interview
• Information sources
o Individual employees
o Groups of employees
o Supervisors with knowledge of
the job
• Advantages
o Quick, direct way to find
overlooked information.
• Disadvantages
o Distorted information
• Interview formats
o Structured (Checklist)
o Unstructured
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.
4–28
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?
Collecting Job Analysis
Information
• Questionnaires
o Questionnaires also may be structured or
unstructured, depending on the situation and
job under review.
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4-31
Questionnaires
• Information source
o Have employees fill out
questionnaires to describe
their job-related duties and
responsibilities.
• Questionnaire formats
o Structured checklists
o Opened-ended questions
4–32
• Advantages
o Quick and efficient way to
gather information from large
numbers of employees
• Disadvantages
o Expense and time consumed
in preparing and testing the
questionnaire
Collecting Job Analysis
Information
• Observation
o Observation, while extremely useful is very timeconsuming in that one individual will be needed to
observe the worker for extended periods of time.
o In addition, the observer may miss some key job
activities if they are not performed regularly.
o Direct observation is especially useful when jobs
consist mainly of observable physical activities—
assembly-line worker and accounting clerk are
examples.
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4-33
Observation
• Information source
o Observing and noting the
physical activities of
employees as they go
about their jobs.
• Advantages
o Provides
first-hand
information
o Reduces
distortion
of
information
• Disadvantages
o Time consuming
o Difficulty in capturing entire
job cycle
o Of little use if job involves a
high level of mental activity.
4–34
Participant Diary/Logs
• Information source
o Workers
keep
a
chronological diary/ log of
what they do and the time
spent in each activity.
• Advantages
o Produces a more complete
picture of the job
o Employee participation
• Disadvantages
o Distortion of information
o Depends upon employees
to accurately recall their
activities
4–35
Sample Report
Based on
Department of
Labor Job
Analysis
Technique
The most important
product of job analysis is
the job description.
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4-37
Job Description
• The employer always
uses the job analysis to
(at least) produce a job
description.
• The job description is a
written statement of what
the worker actually does,
how he or she does it
and what the job’s
working conditions are.
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4-38
Writing Job Descriptions
• Sections of a typical job description
o Job identification
o Job summary
o Responsibilities and duties
o Authority of incumbent
o Standards of performance
o Working conditions
o Job specifications
4–39
The Job Description
• Job identification
o Job title: name of job
o Preparation date: when the description
was written
o Prepared by: who wrote the description
• Job summary
o Describes the general nature of the job
o Lists the major functions or activities
The Job Description
(cont’d)
• Relationships (chain of command)
o Reports to: employee’s immediate supervisor
o Supervises: employees that the job incumbent
directly supervises
o Works with: others with whom the job holder
will be expected to work and come into contact
with internally.
o Outside the company: others with whom the
job holder is expected to work and come into
contact with externally.
4–41
Relationships Statement for
Human Resource Director
Works with all
department
managers and
executive
management
Vice President
Employee Relations
Human Resource
Director
Department
Secretary
Human Resource
Clerk
Test
Administrator
Labor Relations
Manager
Works with
employment
agencies,
recruiters, union
reps, state and
federal agencies,
vendors
The Job Description
(cont’d)
• Responsibilities and duties
o A listing of the job’s major responsibilities
and duties (essential functions)
o Defines limits of jobholder’s decisionmaking authority, direct supervision, and
budgetary limitations.
4–43
Responsibilities and Duties
• Examples
o Establishes marketing goals to ensure share
of market
o Maintaining balanced and controlled
inventories
• Defines the limits of job holder’s authority
o Purchasing authority
o Discipline
o Interviewing and hiring
The Job Description
(cont’d)
• Standards of performance
and working conditions
o Lists
the
standards
the
employee is expected to
achieve under each of the job
description’s main duties and
responsibilities.
o Working conditions include the
location, tools, environment
(hot, cold, etc.) and the like.
Standards of Performance Example
Duty: Meeting Daily Production Schedule
o Work group produces no fewer than 426
units per working day
o Next workstation rejects no more than an
average of 2% of units
o Weekly overtime does not exceed an
average of 5%
Sample Job
Description,
Pearson
Education
4–47
Sample Job
Description,
Pearson
Education
Writing Job Specifications
• What human traits and
experience are required
to
do
this
job
effectively?
• It shows what kind of
person to recruit and for
what
qualities
you
should test that person.
Chapter 4-49
Writing Job Specifications
• Specifications for trained personnel
o Focus on traits like length of previous service,
quality of relevant training, and previous job
performance.
• Specifications for untrained personnel
o Focus on physical traits, personality, interests, or
sensory skills that imply some potential for
performing or for being trained to do the job.
4–50
Job Analysis in a “Jobless”
World
• From specialized
to enlarged jobs
• Empowerment
From Specialized to
Enlarged Jobs
• Job enlargement
o Assigning workers additional same level
activities, thus increasing the number of
activities they perform.
• Job enrichment
o Redesigning jobs in a way that increases the
opportunities for the worker to experience
feelings of responsibility, achievement, growth,
and recognition.
From Specialized to
Enlarged Jobs (cont’d)
• Job rotation
o 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.
o Systematically moving workers from one job to
another to enhance work team performance.
4–53
Trends and De-Jobbing
Rapid product and
technological changes
Competition
Global
Changes
Demographics
Traditional Organization
Chart
P re sid e nt
C h ie f E x e c utiv e O ffic er
E x e cu tiv e A s s is ta nt
V ic e P re sid e nt
S a le s
D irec tor
E a s t R e g ion
V ic e P re sid e nt
M a rke ting
D irec tor
W e s t R e g ion
D irec tor
P u b lic R e la tio ns
V ic e P re sid e nt
H u m an R e so u rc es
D irec tor
C o m p e n sa tion
a n d B e n e fits
M a na g er
M a na g er
M a na g er
C le rk
M a na g er
M a na g er
M a na g er
A d m inis tra tor
V ic e P re sid e nt
O p e ratio ns
V ic e P re sid e nt
F in a n ce
D irec tor
T ra in in g a nd
D e v elo p m e nt
D irec tor
M a nu fac turing
D riec tor
A u dit a nd
A c co u nting
M a na g er
L o g is tics
Tax
P la n t M a na g er
F in a n ce
P la n t M a na g er
A c co u nting
T e c h . W riter
M a na g er
M a na g er
S r. T ra in er
M a na g er
M a na g er
S r. T ra in er
S a le s
S a le s
S a le s
S a le s
S a le s
C le rk
A c co u nting
A c co u nting
Flatter Organizations
Executive and
Operations
Team
Technical
Development
Team
Manufacturing
Engineering
Team
People
Systems
Team
Finance
Team
Purchasing and
Suppllier Quality
Team
Sales, Service and
Marketing
Team
How Organizations are
Responding
•
•
•
•
•
•
The boundaryless organization
Re-engineering
“Broadbanding” job descriptions
Performance-based job descriptions
Empowered employees
Skills matrices
Flat and Boundaryless
Organizations
General
Electric
WAL
Procter & Gamble
MART
IKEA
Apollo Hospital has been growing in size as it offers quality, prompt-caring services to
the patients. Dr. Chandrashekar the Administrator is a person with good medical
knowledge but lacks knowledge and skills involved in human resources management.
The hospital has large quantities of medicine, equipment, spare parts of important
machines installed in the hospital. As usual, the Hospital has employed a “storekeeper”
with no previous experience of Hospital Stores.
Mr. Ramakant the storekeeper was working earlier in an engineering firm and had
sufficient knowledge of such stores. Ramakant reports to the purchase Executive
whose job is to order requisite materials for requirements of the entire Hospital. Dr.
Chandrashekhar has been receiving various complaints from the staff and doctors of
non-availability of medicines, drugs, spares of equipment and other consumables
required in the Hospital having 500 beds.
Since the hospital so far did not employ a qualified Personnel Manager, the
administrators are not aware of the job analysis procedures, nor do they have job
description and job specification of any of the jobs being performed.
Questions:
(1) Write down the job analysis, job description and job specification of a storekeeper’s
job.
(2) What specific standards and specification would you include in the job description
and job specification.
(3) Which are the staff members from whom you would collect useful information and
requirements of this job?