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Job Analysis

Chapter. 4. Job Analysis. Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region. Learning Objectives After discussing Chapter 4, students should be able to:.

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Job Analysis

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  1. Chapter 4 Job Analysis Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region

  2. Learning ObjectivesAfter discussing Chapter 4, students should be able to: • Explain the importance of job analysis, the uses of job analysis, and the relationship of job analysis to internal alignment. • Discuss the key difference(s) between job-based, skill-based and competency-based pay structures. • Identify and describe the key components of the job-based approach to the job analysis process. • Discuss the difference(s) between the quantitative and conventional methods to collect job analysis information. • Describe the key criteria to judge job analysis.

  3. Chapter Topics • Structures Based on Jobs, People, or Both • Job-based Approach: Most Common • Job Analysis Procedures • What Information Should be Collected? • How Can the Information be Collected? • Job Descriptions Summarize the Data • Job Analysis: Bedrock or Bureaucracy? • Judging Job Analysis

  4. Exhibit 4.1: Many Ways to Create Internal Structure

  5. What Is Job Analysis? The systematic process of collecting information that identifies similarities and differences in the work.

  6. Internal relationships in organization Job descriptions Job evaluation Job structure Job analysis Exhibit 4.3: Determining theInternal Job Structure 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 An ordering of jobs based on their content or relative value • 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?

  7. Why Perform Job Analysis? • Potential uses for job analysis exist for every major human resource function • An internal structure provides a work-related rationale for pay differences • Uses of job analysis in compensation • Establishes similarities and differencesin work content of jobs • Helps establish an internallyfair and aligned job structure

  8. Exhibit 4.4: 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.

  9. Exhibit 4.4: 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

  10. What Information Should be Collected? • Analysis begins with a review of information already collected • Types of information collected • Related to job • Related to employee

  11. Data Collection for Job Analysis • Data Related to Job • Job Identification • Job Content • Example: Exhibit 4.7 • Data Related to Employee • Employee Characteristics • Internal Relationships • External Relationships • Example: Exhibit 4.8

  12. 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) Exhibit 4.6: Job Analysis -Data Related to Job

  13. 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 Exhibit 4.6: Job Analysis -Data Related to Employee

  14. Information to be Collected:Other Issues • Essential elements and Americans with Disabilities Act (ADA) • Requires that essential elementsof a job must be specified • Level of analysis • Broad vs. narrow • Affected by several factors • Time and expense of collecting data • Need for flexibility in designing jobs • Need to provide promotional opportunities

  15. How Can the Information Be Collected? • Conventional Methods • Exhibit 4.9 • Quantitative Methods • Exhibit 4.7 • Exhibit 4.8 • Exhibit 4.10 • Exhibit 4.11

  16. Who Is Involved in Job Analysis? • Who collects the information? • Who provides the information? • What about discrepancies? • Top management support is critical

  17. Characteristics of Job Descriptions • It 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 scope and contents of a job • It does not describe all details of a job • It provides an outline of the essential functions and major duties of a job

  18. 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 Job Specifications • 3. XXX • 4. XXX Job Descriptions

  19. Issues Related to Job Descriptions • Provides a word picture of a job • Exhibit 4.2: Contemporary JobDescription for RN • Exhibit 4.12: Job Description for a Manager • Exhibit 4.13: Job Description for Nurse 100 Years Ago • Describing managerial/professional jobs • Verify accuracy of job description

  20. Times for Reviewing Jobs andRevising Descriptions • Assigning a new incumbent to a job • When major changes are made in product or outputs provided by work unit or individual • Introduction of new equipment,methods, or procedures to workplace • Reorganization of work unit • Implementation of a new pay system • When a new responsibility (a major work activity area) is added to job

  21. Issue Job Analysis: Bedrock or Bureaucracy?

  22. Judging Job Analysis Reliability Validity Acceptability Usefulness

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