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Chapter. 4. Job Analysis. Learning Objectives After studying Chapter 4, students should be able to:. Explain the importance of job analysis and its relationship to internal alignment. Discuss the difference between job-based, knowledge-based, and competency-based pay structures.

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  1. Chapter 4 Job Analysis

  2. Learning ObjectivesAfter studying Chapter 4, students should be able to: • Explain the importance of job analysis and its relationship to internal alignment. • Discuss the difference between job-based, knowledge-based, and competency-based pay structures. • Describe the job analysis process. • Discuss the difference between quantitative and conventional job analysis approaches.

  3. Many Ways to Create Internal Structure Business and Work-Related Internal Structure Person-based Skill Competencies Job-based (Chapter 6) (Chapter 6) PURPOSE Collect, summarize work information Job analysis Job descriptions (Chapter 4) Determine what to value Job evaluation: classes or compensable factors (Chapter 5) Assess value Factor degrees and weighting (Chapter 5) Translate into structure Job-based structure (Chapter 5)

  4. Job analysis is the systematic process of collecting information about the nature of specific jobs.

  5. Determining the InternalJob Structure Internal relationships in the organization Job descriptions Job evaluation Job structure Job analysis An ordering of jobs based on their content or relative value Collecting information about the nature of specific jobs Summary reports that identify, define, and describe the job as it is actually performed Comparison of jobs within an organization • Some Major Issues in Job Analysis • Why collect information? • What information is needed? • How to collect the information? • Who should be involved? • How useful are the results?

  6. Job Analysis • Job analysis involves the identification and description of what is happening on the job. • Job analysis identifies: • required tasks • knowledge and skills • working conditions

  7. Job Analysis Terminology JOB FAMILY Grouping of related jobs with broadly similar content, e.g. marketing, engineering, office support, technical. JOB Group of tasks performed by one person that make up the total work assignment of that person, e.g. customer support representative. TASK Smallest unit of analysis, a specific statement of what a person does; for example, answers the telephone. Similar tasks can be grouped into a task dimension, e.g. responsible for ensuring that accurate information is provided to customer.

  8. General Procedures forConventional Job Analysis • Develop preliminary job information • Conduct initial tour of work site • Conduct interviews • Conduct second tour of work site • Consolidate job information • Verify job description

  9. Typical Data Collected for Job Analysis • Data Related to Job • Job Identification • Job Content • Data Related to Employee • Employee Characteristics • Internal Relationships • External Relationships

  10. Job Identification Title Department in which job is located Number of people who hold job Job Content Tasks Activities Constraints on actions Performance criteria Critical incidents Conflicting demands Working conditions Roles (e.g., negotiator, monitor, leader) Job Analysis: Data Related to Job

  11. Employee Characteristics Professional/technical knowledge Manual skills Verbal skills Written skills Quantitative skills Mechanical skills Conceptual skills Managerial skills Leadership skills Interpersonal skills Internal Relationships Boss & other superiors Peers Subordinates External Relationships Suppliers Customers Regulatory Professional/Industry Community Union/Employee Groups Job Analysis: Data Related to Employee

  12. Job Analysis:How Can the Information be Collected? • Conventional Methods • Quantitative Methods

  13. The Conventional Techniquesof Job Analysis • Task Inventory Analysis • Critical Incident Technique • Position Analysis Questionnaire (PAQ) • Functional Job Analysis (FAQ) • Methods Analysis (Motion Study) • Guidelines-Oriented Job Analysis • Management Position Description Questionnaire (MPDQ)

  14. Who is Involved in Job Analysis? • Who Collects the Information? • Who Provides the Information? • How to Resolve Discrepancies

  15. Writing Job Descriptions • A job description is a written record of the duties and responsibilities of a specific job compiled through job analysis. • It consists of statements which identify and describe the scope and contents of a job.

  16. Writing Job Descriptions (continued) • A job description does not describe all the details of a job. • Rather, it provides an outline of the essential functions and major duties of a job.

  17. Job Title Job Description Job Identification 1. Job Title. 2. Job Identification. • 3. Essential Functions. • 1. XXX • 2. XXX Essential Functions • 3. XXX • 4. XXX 4. Job Specifications. • 1. XXX • 2. XXX • 3. XXX • 4. XXX Job Specifications Job Descriptions

  18. Times for Reviewing Jobs and Revising Descriptions Are: (1 of 2) • As part of periodic performance review. • When assigning a new incumbent to the job • When major changes are made in the product or outputs provided by a work unit or individual • With the introduction of new equipment, methods, or procedures to the workplace

  19. Times for Reviewing Jobs and Revising Descriptions Are: (2 of 2) • With the reorganization of the work unit • With the implementation of a new pay system • When a new responsibility (a major work activity area) is added to the job

  20. Judging Job Analysis Validity Reliability Practicality Acceptability

  21. Summary • Encouraging employee behaviors that help achieve an organization’s objectives and foster a sense of fairness among employees are two hallmarks of a useful internal pay structure. • A key strategic decision is how much to align a pay structure internally compared to aligning it to external market forces. This strategic decision focuses on sustaining the optimal balance of internally aligned and externally responsive pay structures that help the organization achieve its mission. Both are required.

  22. Summary (continued) • A key test of an effective and fair pay structure is acceptance of results by managers and employees. The best way to ensure acceptance of job analysis results is to involve employees as well as supervisors in the process. • Alternatives to job-based structures such as skill-based or competency-based systems are being experimented within many firms. The premise is that basing structures on these criteria will encourage employees to become more flexible, and fewer workers will be required for the same level of output.

  23. Review Questions • Job analysis has been considered the corner-stone of human resource management. How does it support managers making pay decisions? • What does job analysis have to do with internal alignment? • Describe the major decisions involved in job analysis. • Distinguish between task and behavioral data. • What is the critical advantage of quantitative approaches over conventional approaches to job analysis?

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