Post on 18-Jan-2015
description
transcript
Company
LOGO
Job & Task Analysis
By : Nabil Diab, PhD Candidate
OM7501
Northcentral University
Feb 2010
1
Overview
1. Introduction
5. Job Analysis Goal
4. Methods of Job Analysis
2. Job Analysis Process
6. Example 1
7. Example 2
8. Summary
8. References
3. Major Multifaceted Nature
2
Introduction
An important concept of Job Analysis is that the analysis is conducted of the Job, not the person.
Job Analysis is a process
to identify and determine
in detail the particular job
duties and requirements
and the relative
importance of these
duties for a given job ( hr-
guide.com, 1999).
The history of job analysis
can be traced back to
Socrates in the fifth century
B.C. and his description of
the ideal state ( Primoff &
Fine, 1988). In 1916,
Frederick Taylor referred to
job analysis as the first of
the four principles of
scientific management
(Ash,1988).
Job Analysis is “the
collection and analysis of
any type of job-related
information by any method
for any purpose. It may be
looked at as a way to
analyze reality,” (Ash, 1988,
p.3).
3
Job Analysis
Process
Source: Based on reference information contained in the web document “Job Analysis in the
AMEDD”, which is located at
http://www.cs.amedd.army.mil/simcenter/job_analysis_in_the_amedd.htm 4
The Major Multifaceted Nature of
the Job Analysis
Employee
Training Safety
and
Health
Selection
Source: Based on DeCenzo & Robbins, “Human Resource Management” , 1999, p.
145
Job
Analysis
5
Methods of Job Analysis
ObservationQuestionnaires
DiaryInterview
•Analyst
observes
incumbent
Directly
Videotape
•Individual
•Group
Questions
about the
job’s tasks
&
responsibilities
Employees
record
information
into diaries
of their daily
tasks
Uses experts to
gather
information about
job
characteristics
Takes
past
incidents
of good
and bad
behavior
6
Job Analysis Goal:
Match Person & Job
Person
KSAs
Talents & Interests
Motivation
Job
Tasks & Duties
Rewards
Job
Outcomes
Performance
Satisfaction
7
Example 1
• Common Elements
– Job Title
– Job Summary
– Tasks & Duties
• “Task Statements”
– Qualifications
– Other information
• Title:
• Safety Manager
• Summary:
• Function & Scope:
• To provide professional knowledge and expertise in
the administration and support of environmental
health and safety programs.
Responsible for the overall coordination and
implementation of environmental health and safety
programs to assure compliance with
regulatory agency guidelines and institutional
policies.
• Education:
• Required:
• Bachelor's degree/
• Preferred:
• Bachelor's degree in Engineering, Applied or Basic
Science, Environmental Science, Industrial
Hygiene, or a related field.
• Other Knowledge, Skills, and Abilities:
Eligible to be certified in one of the following:
Certified Safety Professional (CSP) by Board of
Certified Safety Professional
Certified Industrial Hygienist (CIH) by American
Board of Industrial Hygiene
Certified Biological Safety Professional (CBSP) by
American Biological
Safety Association
Source: Based on reference information contained in the web document “ UTD
Human Resources Management”, which is located at
http://www.utdallas.edu/hrm/compensation/jobdescriptions/6616.php58
Example 1-
Task Statement Format
• Performs what action?
Example: “Supervise”
• To whom or what is the action performed?
Example: Ensures compliance with all applicable federal, state and local legislation and codes governing environmental health and safety
Source: Based on reference information contained in the web document “ UTD Human Resources Management”, which is located at
http://www.utdallas.edu/hrm/compensation/jobdescriptions/6616.php5
• Additional information
Example: Responsible for duties
as assigned relating to internal
controls including safe-guarding
of department assets, reliability
of department financial
information, and compliance with
applicable laws, regulations,
policies and procedures.
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Example 1-
Purpose
Decide
purposes
of the
job analysis
project
Source: Based on reference information contained in the web document “ UTD Human Resources Management”, which is located at
http://www.utdallas.edu/hrm/compensation/jobdescriptions/6616.php5
How do you want to use
the Job Descriptions?
• Job design
• Recruiting
• Selection
• Performance appraisal
• Training
• Compensation
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Example 1-
Method
Source: Based on reference information contained in the web document “ UTD Human Resources Management”, which is located at
http://www.utdallas.edu/hrm/compensation/jobdescriptions/6616.php5
Identify sources of job
data
– Job incumbents:
observation, interview,
questionnaire
– Supervisor of job:
interview,
questionnaire
– Other sources
• Decide what data
(information) is needed
– At a minimum, for each job
being analyzed, we need
data on:
• Tasks & duties
performed on the job
• Qualifications required
by the job
• Select specific procedures of job
analysis
– Narrative Job Descriptions
• Simplest method of job
analysis
• Collect qualitative data (no
numbers)
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Example 1-
Data Collection & Analysis
Source: Based on reference information contained in the web document “ UTD Human Resources Management”, which is located at
http://www.utdallas.edu/hrm/compensation/jobdescriptions/6616.php5
• Collect job data
– Get the organization ready
– Reduce sources of bias
– Conduct effective interviews
• Analyze the job data
• Report results to organization
– Write the job descriptions
• Periodically recheck the job data
– Update & revise the job
descriptions as needed
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Example 1-
Assessment
Source: Based on reference information contained in the web document “ UTD Human Resources Management”, which is located at
http://www.utdallas.edu/hrm/compensation/jobdescriptions/6616.php5
• Evaluate the Job Analysis project
– Continuous improvement: learn
from both successes & mistakes to
continuously get better
• Did the project finish on-time
and under-budget?
– If not, what went
wrong? What would
you do differently?
• Did you collect the correct
information?
– What additional
information would you
collect if you did the
project over?
– What information
would you not collect?
• Are the Job Descriptions
being used as intended?
– If not, what’s missing
to make them useful?
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Example 2
The Structured Job Analysis Procedures will be
used in this example by deploying the
Professional and Managerial Position Questionnaire
(PMPQ) which is a structured job analysis
questionnaire for professional, managerial, and
related positions such as those held by executives,
supervisors, engineers, technicians, teachers, and
other professionals .
Source: Based on reference information contained in the
web document “ Professional and Managerial Position
Questionnaire (PMPQ) “ , which is located at
http://www.paq2.com/pmpqmain.html
Source: Based on reference information contained in the web
document “ Job Description”, which is located at
https://www.jobdescription.com/content/complet1.asp
• Job Title:
• Marketing Manager
• Department:
• Marketing
• Reports To:
• President
• FLSA Status:
• Non-Exempt
• Prepared By:
• Michael Smith
• Prepared Date:
• December 1, 2004
• Approved By:
• Janet Jones
• Approved Date:
• December 15, 2004
• SUMMARY
Plans, directs, and coordinates the marketing of the
organization's products and/or services by performing
the following duties personally or through subordinate
supervisors.
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Example 2-
Structured Job Analysis Procedures
Structured Job Analysis Procedures
O*NET: Occupational Information Network database
Developed by the US Department of Labor
Standardized descriptors of skills, knowledges, tasks,
occupation requirements, and worker abilities, interests, and
values to assist you in building accurate job descriptions
Source: Based on reference information contained at
http://www.onetcenter.org/ 15
Summary
New Views of Job Analysis
Future-Oriented Strategic Job Analysis
Instead of describing how a job is today,
describe how it will be in the future
Competency Modeling
Define the job’s critical success factors, which
should be tied to the organization’s objectives
and strategy
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References• Ash, R. (1988). Job analysis in the world of work. In S. Gael (Ed.), The Job Analysis
Handbook for Business (pp. 3−13). New York: John Wiley and Sons.
• DeCenzo, David A. and Stephen P. Robbins. Human Resource Management. New York: John Wiley & Sons, 1999.
• Gael (1988a). The job analysis handbook for business, industry, and government, vol. 1. New York: John Wiley and Sons.
• Gatewood, R., & Feild, H. (1994). Human resource selection. Orlando, FL: The Dryden Press
• Ghorpade, J., & Atchison, T. (1980). The concept of job analysis: A review and some suggestions. Public Personnel Management, 9, 134−144.
• Hr-Guide.com, (1999). HR guide to the internet: Job analysis. Retrieved Feb 2, 2010, from http://www.job-analysis.net/G000.htm
• Mirabile, R. J. (1990). The power of job analysis. Training, 27(4), 70−74.
• Oswald, F. L. (2003). Job analysis: Methods, research, and applications for human resource management in the new millennium. Personnel Psychology, 56(3), 800−802.
• Primoff, E., & Fine, S. (1988). A history of job analysis. In S. Gael (Ed.), The job analysis handbook for business, industry and government, vol. 1. New York: John Wiley and Sons.
• Siddique, C. M. (2004). Job analysis: A strategic human resource management practice. International Journal of Human Resource Management, 15(1), 219−244.
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