DB 2

Outline of Job Analysis

Job analysis is the systematic study of the tasks, duties and responsibilities of a job and the qualities needed to perform it. There are a collection of methods for understanding what a job consists of and what is required in order to perform the job. These methods include:

Observation: When the observation method is used, a manager, job analyst, or industrial engineer observes the individual performing the job and takes notes to describe the tasks and duties performed. Observation may be continuous or based on intermittent sampling. It’s more useful for repetitive jobs and in conjunction with other methods.

Interview: A trained job analyst interviews a job incumbent, usually utilizing a standardized format. Sometimes more than one worker is interviewed, and the results are aggregated. Another variation is the group interview, where several incumbents are interviewed at the same time.

Critical Incident: Behaviorally based critical incidents are used to describe work, and a job analyst determines the degree of each behavior that is present or absent in the job.

Diary: The job incumbent records activities and tasks in a log as they are performed.

Checklist: A worker or supervisor check items on a standardized task inventory that apply to the job.

Questionnaire: There are two types of questionnaires: The structured questionnaire uses a standardized list of work activities, called a task inventory that job incumbents or supervisors may identify as related to the job. In addition, the respondent may also identify additional information such as how much time is spent on the task, the amount of supervision required, and/or the expertise required. The open-ended questionnaire asks the job incumbent to describe the work in his or her own words.

Technical Conference: Several experts often called subject matter experts on the job collaborate to provide information about the work performed. A job analyst facilitates the process and prepares the job description based on the consensus of the technical experts.

In certain applications, two or more methods may be combined. An example is the observation-interview.

The Human Resource specialist normally collects one or more of the following types of information through the job analysis:

Work activities. First, he or she collects information about the job’s actual work

Activities, such as cleaning, selling, teaching, or painting

Human behaviors: The specialist may also collect information about human behaviors like sensing, communicating, deciding, and writing. Included here would be information regarding job demands such as lifting weights or walking long distances.

Machines, tools, equipment, and work aids: This category includes information regarding tools used, materials processed, knowledge dealt with or applied such as finance or law, and services rendered such as counseling or repairing.

Performance standard: The employer may also want information about the job’s performance standards in terms of quantity or quality levels for each job duty, for instance. Management will use these standards to appraise employees.

Job context: Included here is information about such matters as physical working conditions, work schedule, and the organizational and social context for instance, the number of people with whom the employee would normally interact. Information regarding incentives might also be included here.

Human requirements: This includes information regarding the job’s human requirements, such as job-related knowledge or skills like education, training, work experience and required personal attributes.

Steps in Job Analysis

There are six steps in doing a job analysis.

Step 1

Step 2

Review relevant background information such as organization charts, process charts, and job descriptions. Organization charts show the organization wide division of work, how the job in question relates to other jobs, and where the job fits in the overall organization. The chart should show the title of each position and, by means of interconnecting lines, who reports to whom and with whom the job incumbent communicates.

Process chart provides a more detailed picture of the work flow.

Step 3

Select representative positions.

Step 4

Actually analyze the job by collecting data on job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job.

Step 5

Verify the job analysis information with the worker performing the job and with his or her immediate supervisor. This will help confirm that the information is factually correct and complete. This review can also help gain the employee’s acceptance of the job analysis data and conclusions, by giving that person a chance to review and modify your description of the job activities.

Step 6

Develop a job description and job specification. These are two tangible products of the job analysis.

Job Analysis Form

Referencez

Brannick, M. T., & Levine, E. L. (2002). Job analysis: Methods, research and applications for human resource management in the new millennium.

Harvey, R. J. (1997). Job analysis.

Gael, S. (1994). Job analysis: A guide to assessing work activities. Jossey-Bass Inc Pub.