Chapter 4: Job Analysis

1. Chapter 4: Job Analysis SHRM (學分班)

2. Nature of Job Analysis Job analysis(工作分析) • Procedure to determine the duties and skill requirements of a job and the kind of person who should be hired for it. Job description (工作分析的產物1:工作說明書) • List of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities -- one product of a job analysis. Job specification (工作分析的產物2:工作規範) • A list of a job’s “human requirements,” (i.e. education, skills, personality, etc -- another product of a job analysis.

3. Types of Information Collected • Work activities工作活動 • Human behaviors • Machines, tools, equipment, and work aids • Performance standards • Job context工作內涵 • Human requirements

4. Uses of Job Analysis Information • Recruitment and selection • Compensation • Performance appraisal • Training • Career Development

5. Uses of Job Analysis Information Figure 4–1

6. Steps in Job Analysis Step 1: Decide how you will use the information - for writing JD, Qualitative approach - for compensation, quantitative approach Step 2:Review relevant background information - Org. chart, process chart, old job description Step 3:Select representative positions. -? Select the average one, or the exemplar? Step 4:Actually analyze the job.

7. Charting the Organization Organization chart 組織圖 • A chart that shows the organizationwide distribution of work, with titles of each position and interconnecting lines that show who reports to and communicates to whom. Process chart 工作流程圖 • More detailed picture of the work flow. • A work flow chart that shows the flow of inputs to and outputs from a particular job.

8. Process Chart for Analyzing a Job’s Workflow Figure 4–2

9. Steps in Job Analysis Step 5:Verify the job analysis information. - With the worker & the immediate supervisor. Step 6:Develop a job description and job specification.

10. Information sources Individual employees Groups of employees Supervisors with knowledge of the job Advantages Quick, direct way to find overlooked information. Disadvantages Distorted information (資訊扭曲) Interview formats Structured (Checklist) Unstructured (Fig. 4-3) Methods of Collecting Job Analysis Information: The Interview 使用得最廣

11. Information source Have employees fill out questionnaires to describe their job-related duties and responsibilities. Questionnaire formats Structured checklists Opened-ended questions Advantages Quick and efficient way to gather information from large numbers of employees Disadvantages Expense and time consumed in preparing and testing the questionnaire Methods of Collecting Job Analysis Information: Questionnaires

12. Information source Observing and noting the physical activities of employees as they go about their jobs. Advantages Provides first-hand information Reduces distortion of information Disadvantages Time consuming Difficulty in capturing entire job cycle Of little use if job involves a high level of mental activity. Methods of Collecting Job Analysis Information: Observation

13. Observation • 適合可觀察的行為活動 • 如生產線員工 • 不適合心智活動多的工作 • 如律師、高階主管 • 或work cycle長的工作 • 難事後分析比較

14. Information source Workers keep a chronological diary/ log of what they do and the time spent in each activity. Advantages Produces a more complete picture of the job Employee participation Disadvantages Distortion of information (eg. 誇大) Depends upon employees to accurately recall their activities Methods of Collecting Job Analysis Information: Participant Diary (工作日誌) 什麼樣的工作常被要求寫工作日誌?

15. Quantitative Job Analysis Techniques • Position analysis questionnaire (PAQ) • A questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs. • Fig. 4-4 • 194 items, 5 basic activities, www.paq.com • 量化後比較以決定每項工作之薪给水準

16. Quantitative Job Analysis Techniques • Functional Job Analysis (FJA) 加上以下四個層面分級 • 執行任務所需特定指示(specific instruction)的程度 • 執行任務所需推論與判斷 (reasoning and judgment)的程度 • 執行任務所需的數理程度(math ability) • 執行任務所需的表達與語言能力(verbal and language)

17. 小結 • 結合多種工作分析的方法 • 讓資料來源多元化 • 個人、群體、主管等

18. Writing Job Descriptions Job description • A statement of what the worker actually does, how he or she does it, and what the job’s working conditions are. Sections of a typical job description • Job identification • Job summary • Responsibilities and duties • Authority of incumbent • Standards of performance • Working conditions • Job specifications

19. Sample Job Description, Pearson Education Source: Courtesy of HR Department, Pearson Education. Figure 4–5

20. Source: Courtesy of HR Department, Pearson Education. Figure 4-5

21. The Job Description (cont) Relationships (chain of command) • Reports to: employee’s immediate supervisor • Supervises: employees that the job incumbent directly supervises • Works with: others with whom the job holder will be expected to work and come into contact with internally. • Outside the company: others with whom the job holder is expected to work and come into contact with externally.

22. Job Analysis in a “Jobless” World Job • defined as “a set of closely related activities carried out for pay.”

23. From Specialized to Enlarged Jobs Job enlargement 工作擴大化 • Assign workers additional same level activities, thus increasing the number of activities they perform. Job enrichment 工作豐富化 • Redesign jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.

24. From Specialized to Enlarged Jobs (cont) Job rotation工作輪調 • Move trainees from department to department to broaden their experience and identify strong and weak points to prepare the person for an enhanced role with the company • Systematically move workers from one job to another to enhance work team performance.

25. Dejobbing Broadening the responsibilities of the company’s jobs Encouraging employee initiative. Internal factors leading to dejobbing Flatter organizations Work teams External factors leading to dejobbing. Rapid product and technological change Global competition Deregulation, Political instability, Demographic changes Rise of a service economy. Why Managers Are Dejobbing Their Companies

26. Competency-Based Job Analysis Competencies • Demonstrable characteristics of a person that enable performance of a job. Competency-based job analysis • Describing a job in terms of the measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) an employee must exhibit to do a job well.