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CHAPTER 2CHAPTER 2
JOB ANALYSISJOB ANALYSISANDAND
WORKFORCE FLEXIBILITYWORKFORCE FLEXIBILITY
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1. What is job analysis?
The documentation of the
major responsibilities,duties, and tasks of a job,as well as the kinds ofknowledge, skills, and
abilities needed to performthe job.
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Defining responsibilities, duties, andDefining responsibilities, duties, and
tasks. (See text, p. 61.)tasks. (See text, p. 61.) ResponsibilityResponsibility
The major groupings of activities (i.e., duties)The major groupings of activities (i.e., duties)performed in a job.performed in a job.
DutyDuty
Clusters of specific actions (i.e., tasks) with aClusters of specific actions (i.e., tasks) with acommon purpose used to carryout each majorcommon purpose used to carryout each major
responsibility.responsibility.
TaskTask
A specific action taken for a specific purpose.A specific action taken for a specific purpose.
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EXAMPLE: Sales ManagerEXAMPLE: Sales Manager
I. RESPONSIBILITIESI. RESPONSIBILITIES
Planning sa
les campaigns.
Planning sa
les campaigns.
Assisting in recruiting and hiring sales staff.Assisting in recruiting and hiring sales staff.
Training sales staff.Training sales staff.
Supervising sales staff.Supervising sales staff.
Developing pricing and discounting policies.Developing pricing and discounting policies.
Directing and assisting in customer service.Directing and assisting in customer service.
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I. RESPONSIBIITIESI. RESPONSIBIITIES -- Training Sales StaffTraining Sales Staff
II. DUTIESII. DUTIES
Researching sales literature.Researching sales literature.
Developing training curriculum.Developing training curriculum.
Selecting training methods (manuals, powerSelecting training methods (manuals, powerpoints, computer software, etc.)points, computer software, etc.)
Obtaining equipment, materials, facility, etc.Obtaining equipment, materials, facility, etc.
Scheduling training programs.Scheduling training programs. Assessing trainee learning.Assessing trainee learning.
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I. RESPONSIBIITIESI. RESPONSIBIITIES -- Training Sales StaffTraining Sales Staff
II. DUTIESII. DUTIES -- Researching Sales LiteratureResearching Sales Literature
III. TASKSIII. TASKS
Searching on Internet for sales training.Searching on Internet for sales training.
Reviewing sales training magazines and books.Reviewing sales training magazines and books.
Reviewing product literature.Reviewing product literature.
Reviewing customer brochures, etc.Reviewing customer brochures, etc.
Contacting training consultants.Contacting training consultants.
Contacting other companies forContacting other companies forbenchmarking.benchmarking.
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B. PurposesB. Purposes
JOB
ANALYSIS
RECRUITING SELECTION
TRAINING CAREER
PLANNING
COMPENSATION
PERFORMANCE APPRAISAL
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Purposes Illustrated(Legal, Staffing, & Appraisal)
Legal ComplianceSpecifying required duties to properly classify jobs intoExempt or Nonexempt categories under the Fair Labor
Standards Act Of 1938.
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Purposes Illustrated(Legal, Staffing, & Appraisal)
Legal ComplianceSpecifying required duties to properly classify jobs intoExempt or Nonexempt categories under the Fair Labor
Standards Act Of 1938.
RecruitingConstructing accurate and detailed job advertisements in
order to attract qualified and truly interested applicantsfor further screening.
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Purposes Illustrated(Legal, Staffing, & Appraisal)
Legal Compliance
Specifying required duties to properly classify jobs intoExempt or Nonexempt categories under the Fair Labor
Standards Act Of 1938.
Recruiting
Constructing accurate and detailed job advertisements inorder to attract qualified and truly interested applicants
for further screening.
Selection
Choosing tests that measure the kinds of KSAs identified ina job analysis for a specific job.
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Purposes Illustrated(Legal, Staffing, & Appraisal)
Legal ComplianceSpecifying required duties to properly classify jobs into Exempt or
Nonexempt categories under the Fair Labor Standards Act Of1938.
Recruiting
Constructing accurate and detailed job advertisements in order toattract qualified and truly interested applicants for further
screening.
SelectionChoosing tests that measure the kinds of KSAs identified in a job
analysis for a specific job.
Performance AppraisalUsing job analysis to identify the relevant performance targets
used in annual employee appraisals.
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Purposes Illustrated(Training, Career Development, & Compensation)
Training
Developing training programs that cover the kindsof tasks and skills needed for a specific job.
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Purposes Illustrated(Training, Career Development, & Compensation)
Training
Developing training programs that cover the kindsof tasks and skills needed for a specific job.
Career DevelopmentSpecifying career paths comprised of sequences
of jobs with specific duties and KSAs.
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Purposes Illustrated(Training, Career Development, & Compensation)
TrainingDeveloping training programs that cover the kinds of tasks
and skills needed for a specific job.
Career DevelopmentSpecifying career paths comprised of sequences of jobs
with specific duties and KSAs.
CompensationEvaluating job duties and KSAs to determine the worth or
value added of different jobs for setting equitablewages and salaries.
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3. Job Analysis Process
1. Who does the job analysis?
2. What methods are used to
collect the information?
3. Using a qualitative versus
quantitative approach.
4. Job descriptions.
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1. Who does the job analysis?
HR staff or outside consultants
guide the job analysis process,
including (a) questionnaire design,
(b) collecting the information, and(c) documenting information.
Employees who perform the jobs
and their supervisors provide the
information and are often referred
to as Subject Matter Experts
(SMEs).
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2. What methods are used to collect the
job information?
Observation Good for
(a) simple jobs that are
not too complicated and
(b) jobs that involvephysical manipulation of
tools, equipment, etc.
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2. What methods are used to collect job
information?
Observation Good for (a)simple jobs that are not toocomplicated and (b) jobs thatinvolve physical
manipulation of tools,equipment, etc.
Interview Good when (a)job duties take place overdifferent periods of time
(impractical to observe) and(b) jobs are complex andrequire detailed explanationsby the SMEs.
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2. What methods are used to collect job
information?
Observation Good for (a)simple jobs that are not toocomplicated and (b) jobs thatinvolve physical
manipulation of tools,equipment, etc.
Interview Good when (a)job duties take place overdifferent periods of time
(impractical to observe)and (b) jobs are complexand require detailedexplanations by the SMEs.
Employee Diary Good when
(a) job duties take place over
different periods of time and
(b) it is difficult to schedule
interviews with employees.
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2. What methods are used to collect job
information?
Observation Good for (a)simple jobs that are not toocomplicated and (b) jobs thatinvolve physical
manipulation of tools,equipment, etc.
Interview Good when (a)job duties take place overdifferent periods of time
(impractical to observe)and (b) jobs are complexand require detailedexplanations by the SMEs.
Employee Diary Good when
(a) job duties take place over
different periods of time and
(b) it is difficult to schedule
interviews with employees.
Questionnaire Good for (a)
insuring uniformity of the
information collected for
different jobs and (b) insuringcompleteness of the
information gathered.
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3. Should a qualitative or quantitative3. Should a qualitative or quantitative
approach be used?approach be used?
1.1. Open Ended QuestionnairesOpen Ended Questionnaires..
Provides full and detailed information needed to
construct Job Descriptions.
2.2. Quantitative QuestionnairesQuantitative Questionnaires..
Provide scores for jobs on a set of work-skillcharacteristics like those in Figure 2.4 and 2.5.
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Examples of Quantitative QuestionnairesExamples of Quantitative Questionnaires
Functional Job Analysis (FJA) See Figure 2.4
Used by the Office of Personnel Management in the
federal government to score jobs and place them
into job families for testing and training decisions.
The FJA measures three primary characteristics of
work People, Data, and Things.
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Examples of Quantitative QuestionnairesExamples of Quantitative Questionnaires
Position Analysis Questionnaire (PAQ)
See Figure 2.4
Used to score jobs and group them into jobfamilies for testing, training, compensation,
and legal decisions such as classification
of jobs into Exempt and Non-Exempt
categories under the Fair Labor StandardsAct of 1938.
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4. What is included in a Job Description?4. What is included in a Job Description?
1. Identifying Information Title/Department
Location
Supervisor
Date completed
Who provided information
Who reviewed
Proper signatures
2. Job Summary
Brief description of major
responsibilities and their
purpose within the work flow
and department.
3. Responsibilities, Duties,and Tasks
Detailed description of the major
responsibilities, duties, and
tasks of the job.
4. Job Specifications
a. List of KSAs.
b. List of qualifications that
include education, training, and
experience.c. Special credentials such as
licenses, certification, etc.
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4. Flexible Workforce
1. Temporary Used to (a) fill-in for workerswhile on leave and (b) try out employees forpermanent jobs.
2. Part Time Used to (a) perform excess orspecialized work and (b) lower overallcompensation costs.
3. Subcontracting/Outsourcing Used to (a)lower operating costs and (b) obtain
specialized expertise and services.
4. Consultants/Contract Workers Used for(a) one-time projects and (b) obtainingspecialized expertise.
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