Transcript Job Analysis - Wartburg College | Waverly, Iowa

© 2003 Prentice Hall. Inc.
3-1
April 28, 2004
 Billie Jo Timm on Management & HR
 Job Analysis
 Experiential Exercise
 LearningInMotion
© 2003 Prentice Hall. Inc.
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Job Analysis
A Prelude to
Recruitment and
Placement
Instructor presentation questions: [email protected]
3-3
© 2003 Prentice Hall. Inc.
After Studying This Chapter,
You Should Be Able To:
 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
 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
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Part 1: The Nature of Job
Analysis
 Job analysis defined
 Uses of job analysis information
 Steps in job analysis
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Service-Oriented Strategy
 Change job descriptions, top to bottom
 Change recruiting
 Philosophy: Our commitment to satisfying
customers and creating shareholder value
directs virtually every decision we make.
 Working at U.S. Bank (next slide)
© 2003 Prentice Hall. Inc.
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Job Analysis – What is it and
how is it used?
The procedure for determining the
duties and skill requirements of a job
and the kind of person who should be
hired for it.
Check this “A+” site out and list some
of the purposes for which job analysis
is used.
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Jobs: Analyze, Describe and
Provide Specifications
 Determining duties and
skills
 Listing job duties,
responsibilities,
reporting, conditions,
supervision
 “Human requirements”
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Are there Legal Issues
Related to Job Analysis?
 Title VII of the 1964 Civil Rights Act

Equal Employment Opportunity Act (1972)
 Uniform Guidelines on Employee
Selection Procedures (1978)
 Americans with Disabilities Act (1990)
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© 2003 Prentice Hall. Inc.
What Information Do I
Collect?
 Work activities
 Human behaviors
 Machines, tools, equipment and work
aids
 Performance standards
 Job context
 Human requirements
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Work Activities
 Cleaning
 Selling
 Teaching
 Painting
 How, why and when the
activities are performed
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Human Behaviors
 Sensing
 Communicating
 Deciding
 Writing
 Job demands
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
Lifting
Walking
Jumping jacks?
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Machines, Tools, Equipment,
Work Aids
 Products made
 Materials
processed
 Knowledge
 Services
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Performance Standards
Check out these sites for samples of
work standards. What are some of the
common threads?


National Health and Safety
Job descriptions and performance
standards
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Job Context
 Working conditions
 Schedule
 Organizational
context
 Social context
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Human Requirements
 Job-related knowledge
and skills



Education
Training
Work experience
 Personal attributes

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

Aptitudes
Physical characteristics
Personality
Interests
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Uses of Job Analysis
Information
Job Analysis
Job Description
and
Job Specification
Recruiting and
Selection
Decisions
Figure 3-1
Performance
Appraisal
Job Evaluation—
Wage and Salary
Decisions
(Compensation)
Training
Requirements
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Uses of Job Analysis
Information
 Recruitment and selection
 Compensation
 Performance Appraisal
 Training
 Discovering unassigned duties
 EEO compliance
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Recruitment and Selection
Executive recruiting
Electronic recruiting
Monster
International
How to recruit
Assessment and selection
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Compensation
 Job value
 Salary
 Bonus
 Relative job worth
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Performance Appraisal






How to do it
Standards
Self-appraisal
The discussion
Setting goals
How to get a raise
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Training
The job description
should show the activities
and skills—and therefore
the training—that the job
requires.
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Discovering Unassigned
Duties
Job analysis can also
help reveal unassigned
duties.
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EEO Compliance
EEO Compliance Job
analysis also plays a big
role in EEO compliance
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Steps in Job Analysis
1.
2.
3.
4.
5.
6.
Decide how to use the information
Review relevant background information
Select representative positions
Conduct the analysis
Verify with the worker and supervisor
Develop a job description and job
specification
© 2003 Prentice Hall. Inc.
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Process Chart for Analyzing
Work Flow
Input from
Plant Managers
Input from
Suppliers
Job Under
Study—
Inventory Control
Clerk
Information
Output to
Plant Managers
Inventory
Output to
Plant Managers
© 2003 Prentice Hall. Inc.
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Part 2: Methods of Collecting
Job Analysis Information
 The interview
 Questionnaire
 Observation
 Participant diary/logs
 U.S. Civil Service Procedure
 Quantitative techniques
 Multiple sources of information
© 2003 Prentice Hall. Inc.
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Collecting Job Analysis
Information
 Joint effort between
HR, the worker and
the supervisor
 “SME’s” (Subject
Matter Experts)
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© 2003 Prentice Hall. Inc.
Employees may be
concerned because of –
 Resistance to change
 Possible changes to job duties
 Changes to pay
 Lack of trust of consequences
 The same job title may have different
responsibilities and pay rates in different
departments
© 2003 Prentice Hall. Inc.
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Widely Used: The Interview
 Individual interviews with
each employee
 Group interviews with
groups of employees who
have the same job
 Supervisor interviews with
one or more supervisors
who know the job.
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© 2003 Prentice Hall. Inc.
Sample Interview Questions
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



What is the job being performed?
What are the major duties of your position? What
exactly do you do?
What physical locations do you work in?
What are the education, experience, skill, and
[where applicable] certification and licensing
requirements?
In what activities do you participate?
What are the job’s responsibilities and duties?
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© 2003 Prentice Hall. Inc.
Sample Interview Questions
(continued)


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

What are the basic accountabilities or performance
standards that typify your work?
What are your responsibilities? What are the
environmental and working conditions involved?
What are the job’s physical demands? The emotional
and mental demands?
What are the health and safety conditions?
Are you exposed to any hazards or unusual working
conditions?
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© 2003 Prentice Hall. Inc.
Interview Guidelines
• The job analyst and supervisor should
identify the workers who know the job
best and would be objective
•Establish a rapport with the interviewee
•Follow a structured guide or checklist
•Ask a worker to list duties in order of
importance and frequency of occurrence
•Review and verify data
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© 2003 Prentice Hall. Inc.
How to Conduct a
Questionnaire Session
 Use a specific questionnaire
 Establish rapport
 Follow a structured approach
 List duties in order of importance or
frequency of occurrence
 Review and verify the data
© 2003 Prentice Hall. Inc.
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PORTLAND STATE UNIVERSITY
PPOSITION DESCRIPTION
* * PLEASE READ INSTRUCTIONS BEFORE COMPLETING THIS FORM * *
( ) New ( ) Revised
SECTION 1. POSITION INFORMATION
a. Class Title:
b. Class No.:
c. Effective Date:
d. Position No.:
e. Working Title:
f.
Work Unit:
g. Agency No.:
h. Employee Name:
i.
Work Location (City-County):
_________________________________________________________________________________
j. Position: ( ) Permanent
( ) Seasonal
( ) Limited Duration
( ) Academic Year
( ) Full Time
( ) Part Time
( ) Intermittent
( ) Job Share
_________________________________________________________________________________
k. FLSA: ( ) Exempt ( ) Non-Exempt
l. Eligible for Overtime: ( ) Yes ( ) No
_________________________________________________________________________________
SECTION 2. PROGRAM/POSITION INFORMATION
a. Describe the program in which this job exists. Include program purpose, who's affected, size, and scope.
Include relationship to agency mission.
b. Describe the purpose of this position, and how it functions within this program, by completing this statement:
The purpose of this job/position is to . . .
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SECTION 3. DESCRIPTION OF DUTIES
List major duties. Note percentage of time duties are performed. If this is an existing position, mark "N" for new duties or
"R" for revised duties.
% of
Time
N/R
DUTIES
_________________________________________________________________________________
SECTION 4. WORKING CONDITIONS
Describe special working conditions, if any, that are a regular part of this job. Include frequency of exposure to these
conditions.
________________________________________________________________________________
SECTION 5. GUIDELINES
a. List any established guidelines used to do this job, such as state or federal laws or regulations, policies, manuals or
desk procedures.
b. How are these guidelines used to perform the job?
SECTION 6. WORK CONTACTS
With whom outside of co-workers in this work unit must this position regularly come in contact?
Who Contacted
How
Purpose
How Often?
SECTION 7. JOB-RELATED DECISION MAKING
Describe the kinds of decisions likely to be made by this position. Indicate affect of these decisions where possible.
© 2003 Prentice Hall. Inc.
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SECTION 8. REVIEW OF WORK
Who reviews the work of this position? (List classification title and position number.) How? How often? Purpose of the
review?
SECTION 9. SUPERVISORY DUTIES TO BE COMPLETED ONLY FOR POSITIONS IN MANAGEMENT SERVICE
a. How many employees are directly supervised by this position? _______
_______
Through Subordinate Supervisors?
b. Which of the following supervisory/management activities does this job perform?
( ) Plans Work
( ) Assigns Work
( ) Approves Work
( ) Responds to Grievances
( ) Disciplines/Rewards
( ) Hires/Fires (or Effectively Recommends)
( ) Prepares and Signs Performance Appraisals
SECTION 10. ADDITIONAL JOB-RELATED INFORMATION
Any other comments that would add to an understanding of this position:
SPECIAL REQUIREMENTS: List any special mandatory recruiting requirements for this position:
BUDGET AUTHORITY: If this position has authority to commit agency operating money, indicate in what area, how much
(biennially) and type of funds:
_________________________________________________________________________________
SECTION 11. ORGANIZATIONAL CHART
Attach a current organizational chart. See instructions for detail to be included on the chart.
_________________________________________________________________________________________________
Employee Signature
Date
Supervisor Signature
Date
_________________________________________________
Appointing Authority Signature
Date
© 2003 Prentice Hall. Inc.
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Observation
 Observation may be
combined with
interviewing
 Take complete notes
Talk with the person being
observed – explain what is
happening and why
Ask questions
© 2003 Prentice Hall. Inc.
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Diaries and Logs
 Time-consuming
 Self-reporting biases
 Remembering what
was done earlier
 Can use dictating
machines and
pagers
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U.S. Civil Service
Commission
1.
2.
3.
4.
5.
6.
7.
Knowledge
Skills
Abilities
Physical activities
Special environmental conditions
Typical work incidents
Worker interest areas
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Quantitative Job Analysis
Techniques
 Position Analysis Questionnaire PAQ
 The U.S. Department of Labor approach
 Functional job analysis FJA
© 2003 Prentice Hall. Inc.
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The Techniques of Job Analysis
Technique
1. Task
Inventory
Analysis
Employee
Group
Focused On
DataCollection
Method
Analysis
Results
Any —large
number of
workers
needed
Questionnaire
Rating of
tasks
Interview
Behavioral Behavioral incidents
descriprepresenting poor
tion
through excellent
performance
are generated for each
dimension of the job.
2. Critical
Any
Incident
Technique
Description
Tasks are rated by job
incumbent,* supervisor,
or job analyst. Ratings
may be characteristics
such as importance of
task and time spent
doing it.
* The term job incumbent refers to the person currently filling a particular job.
© 2003 Prentice Hall. Inc.
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The Techniques of Job Analysis
(cont.)
Technique
3. Position
Analysis
Questionnaire (PAQ)
DataEmployee
Collection
Group
Focused On Method
Analysis
Results
Description
Any
Questionnaire
Rating of
194 job
elements
Elements are rated on six
scales (for example, extent
of use, importance to
job). Ratings are analyzed
by computer.
4. Functional Any
Job
Analysis
(FAQ)
Group
interview/
Questionnaire
Rating of
how job
incumbent
relates to
people,
data, and
things
Originally designed to
improve counseling and
placement of people
registered at local state
employment offices. Task
statements are generated
and then presented to job
incumbents to rate on such
dimensions as frequency
and importance.
© 2003 Prentice Hall. Inc.
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The Techniques of Job Analysis
(cont.)
Technique
DataEmployee
Collection
Group
Focused On Method
Analysis
Results
Description
5. Methods
Analysis
(Motion
Study)
Any
Questionnaire
Rating of
194 job
elements
Elements are rated on six
scales (for example, extent
of use, importance to
job). Ratings are analyzed
by computer.
6. Guidelines
Oriented
Job
Analysis
GOJA
Any
Interview
Skills and Job incumbents identify
knowledge duties as well as knowrequired
ledge, skills, physical
abilities, and other
characteristics needed
to perform the job.
© 2003 Prentice Hall. Inc.
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The Techniques of Job Analysis
(cont.)
Technique
DataEmployee
Collection
Group
Focused On Method
7. Management
Position
Description
Questionnaire
(MPDQ)
Managerial
Questionnaire
8. Hay Plan
Managerial Interview
organization
Analysis
Results
Description
Checklist
of 197
items
Managers check items
descriptive of their
responsibilities.
Impact of
job on
organization
Managers are interviewed
regarding such issues as
their responsibilities and
accountabilities. Responses
are analyzed according to
four dimensions: objectives,
dimensions, nature and
scope, accountability.
© 2003 Prentice Hall. Inc.
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Sample PAQ
Figure 3 - 4
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Position Analysis
Questionnaire (PAQ) Items
 Information Input
 Mental Processes
 Work Output
 Relationships with Other Persons
 Job Context
 Other Job Characteristics
© 2003 Prentice Hall. Inc.
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U.S. Department of Labor
Procedure
 Data examples


Synthesizing
Copying
 People examples


Instructing
Persuading
 Things examples

Setting up

Tending
© 2003 Prentice Hall. Inc.
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Basic Department of Labor
Worker Functions
Basic
Activities
DATA
PEOPLE
THINGS
0 Synthesizing
1 Coordinating
2 Analyzing
3 Compiling
4 Computing
5 Copying
0 Mentoring
1 Negotiating
2 Instructing
3 Supervising
4 Diverting
5 Persuading
6 Speaking—
signaling
7 Serving
8 Taking
instructions —
helping
0 Setting up
1 Precision working
2 Operating—controlling
3 Driving—operating
4 Manipulating
5 Tending
6 Comparing
Table 3-1
6 Feeding—offbearing
7 Handling
© 2003 Prentice Hall. Inc.
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Functional Job Analysis (FJA)
 Used beginning in the 1940’s
 Seven scales to describe what
workers do in jobs:
(1) Things
(2) Data
(3) People
(4) Worker Instructions
(5) Reasoning
(6) Math
(7) Language
© 2003 Prentice Hall. Inc.
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Part 3: Writing Job
Descriptions
1.
2.
3.
4.
5.
6.
Job Identification
Job Summary
Relationships
Responsibilities and Duties
Standards of Performance
Working Conditions and Physical
Environment
© 2003 Prentice Hall. Inc.
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Sample Job Description
Figure 3 - 7
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Sample Job Descriptions,
Dictionary of Occupational Titles
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© 2003 Prentice Hall. Inc.
Want to Create Your Own
Job Description?
 Click here
to start creating a job
description for
yourself or a position
you are seeking. Or,
create one for your
Professor!
© 2003 Prentice Hall. Inc.
3-54
Job Identification
 Title
 Fair Labor Standards Act (FLSA)
 Date
 Approvals
 Supervisor’s title
 Salary
 Grade level
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Job Summary
 General nature
 Major functions or
activities
 Includes general
statements
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Relationships Statement for
Human Resource Director
Works with all
department
managers and
executive
management
Vice President
Employee Relations
Human Resource
Director
Department
Secretary
Human Resource
Clerk
Test
Administrator
Labor Relations
Manager
Works with
employment
agencies,
recruiters, union
reps, state and
federal agencies,
vendors
© 2003 Prentice Hall. Inc.
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Responsibilities and Duties
 Examples


Establishes marketing goals to ensure share
of market
Maintaining balanced and controlled
inventories
 Defines the limits of job holder’s authority



Purchasing authority
Discipline
Interviewing and hiring
© 2003 Prentice Hall. Inc.
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Standards of Performance Example
Duty: Meeting Daily Production Schedule



Work group produces no fewer than 426
units per working day
Next workstation rejects no more than an
average of 2% of units
Weekly overtime does not exceed an
average of 5%
© 2003 Prentice Hall. Inc.
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Job Descriptions
Check this web site for sample job
descriptions.
What do you like about them?
What, if anything, is missing?
© 2003 Prentice Hall. Inc.
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Using the Internet for Writing
Job Descriptions
The Dictionary of
Occupational Titles
(DOT) is being
replaced by the U.S.
Department of Labor
by O*NET
© 2003 Prentice Hall. Inc.
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Part 4: Writing Job
Specifications
 What human traits and experience are
required to do the job well?



Specifications for trained versus untrained
personnel
Specifications based on judgment
Specifications based on statistics
© 2003 Prentice Hall. Inc.
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Job Related Behaviors

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




Industriousness
Thoroughness
Schedule flexibility
Attendance
Off-task behavior
Unruliness
Theft
Drug misuse
© 2003 Prentice Hall. Inc.
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Statistics and Job Analysis




Analyze job
Select personal traits
Test
Measure subsequent
job performance
 Statistically analyze
relationship between
trait and performance
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Job Analysis – a Practical
Approach
1.
2.
3.
4.
5.
6.
Decide on a plan
Develop an organization chart
Use a job analysis questionnaire
Obtain lists of job duties from O*NET
Compile the job’s human elements
Complete your job description
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© 2003 Prentice Hall. Inc.
Step 1: Decide on a Plan
 Broad outline
 What do you expect your sales revenue
to be next year?
 What products will you emphasize?
 Internally, what will expand, reduce,
consolidate or grow
 What new positions will you need?
3-66
© 2003 Prentice Hall. Inc.
Step 2: Develop an
Organization Chart
Click here to take you to a tutorial on
creating an organization chart.
© 2003 Prentice Hall. Inc.
3-67
Step 3: Use a Job
Analysis Questionnaire
JOB ANALYSIS
Job Title:
Description of the Job:
Tasks
Tools Used
Standards for
Performance
Conditions for
Performance
© 2003 Prentice Hall. Inc.
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Step 3: Continued
CONTENT ANALYSIS
Subject Area Title:
Content Description and Relevant Definitions:
Tasks
Tools Used
Standards for
Performance
Conditions for
Performance
3-69
© 2003 Prentice Hall. Inc.
Step 4: Obtain Lists of Job
Duties
 Check out O*.NET
 Find the description of a retail salesperson
 Then, complete Step 5: Compiling the
job’s human requirements and Step 6:
Completing your job description.
© 2003 Prentice Hall. Inc.
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Part 5: Job Analysis in a
“Jobless” World
 From specialized to
enlarged jobs
 Why managers are
“de-jobbing” their
companies
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© 2003 Prentice Hall. Inc.
Specialized to Enlarged
Jobs
 Job Enlargement = same-level activities
 Job Rotation = moving from one job to
another
 Job Enrichment = redesigning to
experience more responsibility,
achievement, growth and recognition
© 2003 Prentice Hall. Inc.
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Trends and De-Jobbing
Rapid product and
technological
changes
Competition
Global
Changes
Demographics
© 2003 Prentice Hall. Inc.
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Traditional Organization
Chart
President
Chief Executive Officer
Executive Assistant
Vice President
Sales
Director
East Region
Vice President
Marketing
Director
West Region
Director
Public Relations
Vice President
Human Resources
Director
Compensation
and Benefits
Manager
Manager
Manager
Clerk
Manager
Manager
Manager
Administrator
Vice President
Operations
Vice President
Finance
Director
Training and
Development
Director
Manufacturing
Driector
Audit and
Accounting
Manager
Logistics
Tax
Plant Manager
Finance
Plant Manager
Accounting
Tech. Writer
Manager
Manager
Sr. Trainer
Manager
Manager
Sr. Trainer
Sales
Sales
Sales
Sales
Sales
Clerk
Accounting
Accounting
© 2003 Prentice Hall. Inc.
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Flatter Organizations
Executive and
Operations
Team
Technical
Development
Team
Manufacturing
Engineering
Team
People
Systems
Team
Finance
Team
Purchasing and
Suppllier Quality
Team
Sales, Service and
Marketing
Team
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© 2003 Prentice Hall. Inc.
How Organizations are
Responding
 The boundaryless organization
 Re-engineering
 “Broadbanding” job descriptions
 Performance-based job descriptions
 Empowered employees
 Skills matrices
© 2003 Prentice Hall. Inc.
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Flat and Boundaryless
Organizations
General
Electric
WAL
Procter & Gamble
MART
IKEA
© 2003 Prentice Hall. Inc.
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The Skills Matrix for One Job at
British Petroleum
H
H
H
H
H
H
H
G
G
G
G
G
G
G
F
F
F
F
F
F
F
E
E
E
E
E
E
E
D
D
D
D
D
D
D
C
C
C
C
C
C
C
B
B
B
B
B
B
B
A
A
A
A
A
A
A
Business
Awareness
Communication &
Interpersonal
Decision
Making &
Initiative
Leadership
&
Guidance
Planning &
Organizational
Ability
Problem
Solving
Technical
Expertise
The highlighted boxes indicate the minimum level of skill required for the job.
© 2003 Prentice Hall. Inc.
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Chapter Review
 We reviewed the nature of job analysis, how it is used,
some legal issues and three methods of collecting job
analysis information.
 We practiced writing job descriptions and looked at
descriptions in detail.
 We looked at the USCSC, USDOL, DOT and O*NET.
 We reviewed the six steps involved in job analysis and
reviewed traditional and contemporary methods of
organizing.
 WHEW!