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Human Resource Management,
Arab World Edition
Gary Dessler, Akram Al Ariss

Chapter 4: Job Analysis

Lecturer:

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

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

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

Write job specifications using the internet as well as your judgment.

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

After studying this chapter, you should be able to:

Types of Information Collected

Work
activities

Human behaviors

Human requirements

Job
context

Machines, tools, equipment, and work aids

Performance standards

Information Collected via Job Analysis

FIGURE 4-1 Uses of Job Analysis Information

FIGURE 4-2 Process Chart for Analyzing a Job’s Workflow

Source: Richard I. Henderson, Compensation Management: Rewarding Performance, Upper Saddle River, NJ: Prentice Hall 1993.

Steps in Job Analysis

Steps in doing a job analysis:

Review relevant background information.

Decide how to use the information.

Select representative positions.

Analyze the job.

Verify the job analysis information.

Develop a job description and job specification.

Methods of Collecting Job Analysis Information: The Interview

Information Sources
Individual employees
Groups of employees
Supervisors with knowledge of the job

Interview Formats
Structured (checklist)
Unstructured (open-ended)

Advantages
Quick, direct way to find overlooked information

Disadvantages
Distorted information

FIGURE 4-3
Job Analysis Questionnaire for Developing Job Descriptions

Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.

FIGURE 4-3
Job Analysis Questionnaire for Developing Job Descriptions (cont)

Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.

Job Analysis: Interviewing Guidelines

The job analyst and supervisor should work together to identify the workers who know the job best.

Quickly establish rapport with the interviewee.

Follow a structured guide or checklist: one that lists open-ended questions and provides space for answers.

Ask the worker to list his or her duties in order of importance and frequency of occurrence.

Review and verify the data after completing the interview.

Methods of Collecting Job Analysis Information: Questionnaires

Information Source
Have employees fill out questionnaires to describe their job-related duties and responsibilities

Questionnaire Formats
Structured checklists
Open-ended questions

Advantages
Quick and efficient way to gather information from large numbers of employees

Disadvantages
Expensive and time-consuming to prepare and test the questionnaire

Start 1/3

Methods of Collecting Job Analysis Information: Observation

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
Difficult to capture entire job cycle
Of little use if job involves a high level of mental activity

Methods of Collecting Job Analysis Information: Participant Diary/Log

Information Source
Workers keep a chronological diary/ log of what they do and the time spent on each activity

Advantages
Produces a more complete picture of the job
Employee participation

Disadvantages
Distortion of information
Depends on employees accurately recalling earlier activities (without dictating machines/pagers)

FIGURE 4-4
Example of Position/Job Description Intended for Use Online

Source: www.ncf.edu/humanresources/documents/A&P%20Final.doc. Accessed May 10, 2007.

FIGURE 4-4
Example of Position/Job Description Intended for Use Online (cont)

Source: www.ncf.edu/humanresources/documents/A&P%20Final.doc. Accessed May 10, 2007.

FIGURE 4-4
Example of Position/Job Description Intended for Use Online (cont)

Source: www.ncf.edu/humanresources/documents/A&P%20Final.doc. Accessed May 10, 2007.

Quantitative methods of job analysis

Qualitative methods are not always suitable.

It is possible to assign quantitative values to each job.

The Position Analysis Questionnaire is a popular method.

Internet-based job analysis

This overcomes the shortfalls of conventional methods.

It enables instant, simultaneous international distribution.

Lack of face-to-face interaction can cloud the results.

Multiple sources of data collection

Multiple methods of data collection overcome unreliability.

Abu Dhabi National Oil Company uses multiple methods.

Diverse sources include groups, individuals, and observers.

Other Methods of Job Analysis

FIGURE 4-5
Portion of a Completed Page from the Position Analysis Questionnaire

Note: The 194 PAQ elements are grouped into six dimensions. This exhibits 11 of the ‘information input’ questions or elements. Other PAQ pages contain questions regarding mental processes, work output, relationships with others, job context, and other job characteristics.

Writing Job Descriptions

Job
Identification

Job
Summary

Responsibilities and Duties

Authority of Incumbent

Standards of Performance

Working Conditions

Job
Specifications

Sections of a Typical Job Description

FIGURE 4-6 Sample Job Description, Telesales Representative, Pearson Education

Source: Courtesy of HR Department, Pearson Education.

FIGURE 4-6 Sample Job Description, Telesales Representative, Pearson Education (cont)

Source: Courtesy of HR Department, Pearson Education.

The Job Description

Job Identification
Job title
Preparation date
Preparer
Job Summary
General nature of the job
Major functions/activities
Relationships
Reports to:
Supervises:
Works with:
Outside the company:

Responsibilities and Duties
Major responsibilities and duties (essential functions)
Decision-making authority
Direct supervision
Budgetary limitations
Standards of Performance and Working Conditions
What it takes to do the job successfully

Writing Job Specifications

Specifications for Trained Versus Untrained Personnel

Specifications Based on Statistical Analysis

“What human traits and experience are required to do this job well?”

Specifications Based on
Judgment

TABLE 4-1 ‘Generic’ Work Behaviors with Examples

Job-Related Behavior	Some Examples
Industriousness (hard-working attitude)	Keeps working even when other employees are standing around talking; takes the initiative to find another task when finished with regular work.
Thoroughness	Cleans equipment thoroughly, creating a more attractive display; notices merchandise out of place and returns it to the proper area.
Schedule flexibility	Accepts schedule changes when necessary; offers to stay late when the store is extremely busy.
Attendance	Arrives at work on time; maintains good attendance.
Off-task behavior (reverse)	Uses store phones to make personal unauthorized calls; conducts personal business during work time; lets joking friends be a distraction and interruption to work.
Unruliness (reverse)	Threatens to bully another employee; refuses to take routine orders from supervisors; does not cooperate with other employees.
Theft (reverse)	Cheats on reporting time worked; allows non-employees in unauthorized areas.

Writing Job Specifications

Specifications for Trained Vs. Untrained Personnel

They are easier for trained personnel using track record.
Untrained personnel need to have potential for training.
The goal is to predict as to who will do well in the job.

Specifications Based on Judgment

They rely on educated guesses regarding traits and skills.
They can be accessed from internet-based competency lists.
Generally, a common sense approach is to be adopted.

Specifications Based On Statistical Analysis

Analyze the job and decide how to measure job performance.

Select personal traits that you believe should predict successful performance.

Test candidates for these traits.

Measure the candidates’ subsequent job performance.

Statistically analyze the relationship between the human traits and job performance.

Writing Job Specifications (cont)

FIGURE 4-7 Preliminary Job Description Questionnaire

TABLE 4–2
KAMCO Employee
Competencies

Note: *Achievement orientation refers to a concern for working well or surpassing a standard of excellence. The standard may be one’s own past performance (striving for improvement); objective measures (results orientation); outperforming others (competitiveness); challenging goals one has set; or even what has never been done (innovation).

KAMCO Employee Competencies

Achievement orientation*

Analytical thinking

Change management

Conceptual thinking

Customer service orientation

Developing others

Empowering others

Flexibility

Impact and influence

Information seeking

Initiative

Innovative thinking

Organizational awareness

Organizational commitment

Relationship building

Team leadership

Teamwork and cooperation

Source: KAMCO’s Competency Modeling and Dictionary.

Job Analysis in a ‘Jobless’ World

Job
Enlargement

Job
Enrichment

Job Design:
Specialization and Efficiency?

Job
Rotation

Job Analysis in a ‘Jobless’ World (cont)

Flattening the Organization

Reengineering Business Processes

Dejobbing the Organization

Using Self-Managed Work Teams

Competency-Based Job Analysis

Competencies

Demonstrable characteristics of a person that enable the performance of a job

Reasons for Competency-Based Job Analysis

To support a high-performance work system

To create strategically-focused job descriptions

To support the performance management process in fostering, measuring, and rewarding:

General competencies
Leadership competencies
Technical competencies

Competency-Based Job Analysis (cont)

How to Write Job Competencies-based Job Descriptions:

Interview job incumbents and their supervisors.

Ask open-ended questions about job responsibilities and activities.

Identify critical incidents that pinpoint success on the job.

FIGURE 4-8 The Skills Matrix for One Job at BP

Note: The light blue boxes indicate the minimum level of skill required for the job.

FIGURE 4-9
HR Scorecard for KAMCO: Recruitment and Placement

Source: Prepared by Dr. Dmytro Roman Kulchitsky, Ph.D., the American University of Kuwait.

competencies

competency-based job analysis

dejobbing

diary/log

job analysis

job description

job enlargement

job enrichment

job rotation

job specifications

organization chart

performance management

position analysis questionnaire (PAQ)

process chart

reengineering

Key Terms