© 2008 Prentice Hall, Inc. © 2008 Prentice Hall, Inc. All rights reserved.All rights reserved.

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

1

Human Resource Human Resource ManagementManagement

ELEVENTH EDITIONELEVENTH EDITION

G A R Y D E S S L E RG A R Y D E S S L E R

Job AnalysisJob Analysis

Chapter 4Chapter 4

Part 2 | Recruitment and PlacementPart 2 | Recruitment and Placement

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After studying this chapter, you should be able to:After studying this chapter, you should be able to:

1.1. Discuss the nature of job analysis, including what it is Discuss the nature of job analysis, including what it is and how it’s used.and how it’s used.

2.2. Use at least three methods of collecting job analysis Use at least three methods of collecting job analysis information, including interviews, questionnaires, and information, including interviews, questionnaires, and observation.observation.

3.3. Write job descriptions, including summaries and job Write job descriptions, including summaries and job functions, using the Internet and traditional methods.functions, using the Internet and traditional methods.

4.4. Write job specifications using the Internet as well as Write job specifications using the Internet as well as your judgment.your judgment.

5.5. Explain job analysis in a “jobless” world, including Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.what it means and how it’s done in practice.

© 2008 Prentice Hall, Inc. All rights reserved. 4–3

Methods of Collecting Job Analysis Methods of Collecting Job Analysis Information: The InterviewInformation: The Interview

• Information SourcesInformation Sources Individual employeesIndividual employees

Groups of employeesGroups of employees

Supervisors with Supervisors with knowledge of the jobknowledge of the job

• AdvantagesAdvantages Quick, direct way to find Quick, direct way to find

overlooked informationoverlooked information

• DisadvantagesDisadvantages Distorted informationDistorted information

• Interview FormatsInterview Formats Structured (Checklist)Structured (Checklist)

UnstructuredUnstructured

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Methods of Collecting Job Analysis Methods of Collecting Job Analysis Information: QuestionnairesInformation: Questionnaires

• Information SourceInformation Source Have employees fill out Have employees fill out

questionnaires to describe questionnaires to describe their job-related duties and their job-related duties and responsibilitiesresponsibilities

• Questionnaire FormatsQuestionnaire Formats Structured checklistsStructured checklists Open-ended questions Open-ended questions

• AdvantagesAdvantages Quick and efficient way to Quick and efficient way to

gather information from gather information from large numbers of large numbers of employeesemployees

• DisadvantagesDisadvantages Expense and time Expense and time

consumed in preparing consumed in preparing and testing the and testing the questionnairequestionnaire

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Methods of Collecting Job Analysis Methods of Collecting Job Analysis Information: ObservationInformation: Observation

• Information SourceInformation Source Observing and noting the Observing and noting the

physical activities of physical activities of employees as they go employees as they go about their jobsabout their jobs

• AdvantagesAdvantages Provides first-hand Provides first-hand

informationinformation Reduces distortion of Reduces distortion of

informationinformation

• DisadvantagesDisadvantages Time consumingTime consuming Difficulty in capturing Difficulty in capturing

entire job cycleentire job cycle Of little use if job involves Of little use if job involves

a high level of mental a high level of mental activityactivity

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Methods of Collecting Job Analysis Methods of Collecting Job Analysis Information: Participant Diary/LogsInformation: Participant Diary/Logs

• Information SourceInformation Source Workers keep a Workers keep a

chronological diary/ log of chronological diary/ log of what they do and the time what they do and the time spent on each activityspent on each activity

• AdvantagesAdvantages Produces a more complete Produces a more complete

picture of the jobpicture of the job

Employee participationEmployee participation

• DisadvantagesDisadvantages Distortion of informationDistortion of information

Depends upon employees Depends upon employees to accurately recall their to accurately recall their activitiesactivities

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Quantitative Job Analysis TechniquesQuantitative Job Analysis Techniques

Position Analysis Questionnaire

Functional Job Analysis

Quantitative Job Analysis

Department of Labor (DOL) Procedure

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Writing Job DescriptionsWriting Job Descriptions

JobIdentification

JobSummary

Responsibilities and Duties

Authority of the Incumbent

Standards of Performance

Working Conditions

JobSpecifications

Sections of a Typical Job Description

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Writing Job SpecificationsWriting Job Specifications

Specifications for Trained Versus

Untrained Personnel

Specifications Based on Statistical Analysis

“What traits and experience are required

to do this job well?”

Specifications Based on Judgment

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Job Analysis in a “Jobless” WorldJob Analysis in a “Jobless” World

JobEnlargement

Job Enrichment

Job Design:Specialization and

Efficiency?

Job Rotation

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Job Analysis in a “Jobless” World (cont’d)Job Analysis in a “Jobless” World (cont’d)

Flattening the Organization

Reengineering Business

Processes

Dejobbing the Organization

Using Self-Managed Work

Teams

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K E Y T E R M SK E Y T E R M S

job analysisjob analysis

job descriptionjob description

job specificationsjob specifications

organization chartorganization chart

process chartprocess chart

diary/logdiary/log

position analysis questionnaire position analysis questionnaire (PAQ)(PAQ)

U.S. Department of Labor (DOL) U.S. Department of Labor (DOL) job analysis procedurejob analysis procedure

functional job analysisfunctional job analysis

Standard Occupational Standard Occupational Classification (SOC)Classification (SOC)

job enlargementjob enlargement

job rotationjob rotation

job enrichmentjob enrichment

dejobbingdejobbing

boundaryless organizationboundaryless organization

reengineeringreengineering

competenciescompetencies

competency-based job analysiscompetency-based job analysis

performance managementperformance management