Transcript Analyzing Jobs

Chapter 4
Analyzing Jobs
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
Chapter Outline
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4-1 Gaining Competitive Advantage
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4-2 HRM Issues and Practices
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4-3 The Manager’s Guide
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-1a Opening Case: Gaining Competitive
Advantage at Armco Inc.
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Problem: Not knowing whether new workers were
qualified for their first job assignment.
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Solution: Developing job analysis-based employment
tests.
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How the use of job analysis-based employment tests
enhanced competitive advantage:
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Individuals who did well on the tests performed their
jobs much better than those who did poorly.
High scorers could do twice as much work than low
scorers.
Productivity gain of $4,900 per employee per year.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-1b Linking Job Analysis to Competitive
Advantage
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Job analysis information can be applied to a variety
of HRM practices.
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Recruitment and selection
Training and development programs
Performance appraisal forms
Compensation decisions
Productivity improvement programs
Employee discipline decisions
Safety and health programs
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-2 HRM Issues and Practices
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When conducting a job analysis, the organization
must determine:
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The type of information to be collected.
How it will be collected?
How it will be recorded or documented?
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-2a Determining the Type of Information
to Be Collected
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Job analysis information may be divided into three
categories - job content, job context, and worker
requirements.
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The purpose of job analysis dictates the particular
information to be gathered.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-2a Determining the Type of Information
to Be Collected (cont.)
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Job content
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What the worker does?
Purpose of the action.
Tools, equipment, or machinery used in the process.
Relative importance of tasks.
Expected performance levels.
Type of training needed by a new worker to perform
the tasks satisfactorily.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-2a Determining the Type of Information
to Be Collected (cont.)
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Job context
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Conditions under which work is performed.
The demands such work imposes on workers.
Worker requirements
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Knowledge - body of information.
Skill – capability to perform a learned motor task.
Ability – capability to perform a nonmotor task.
Personal characteristics – individual’s traits
Credentials – proof or documentation of competencies
possessed.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-2b Determining How to Collect the
Information
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HR professionals gather job analysis information by:
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Interviewing the workers.
Observing them at work.
Having them complete job analysis questionnaires.
Appropriateness of each approach depends, in part,
on the type of information sought.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-2b Determining How to Collect the
Information (cont.)
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Job analysis interviews
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Structured conversations between the job analyst and
one or more subject-matter experts.
Most frequently used method.
Provides a potential wealth of information.
Can be used to collect all or some types of
information.
One-on-one interviews are time-consuming.
Group interviews are an alternative when time is a
constraint.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-2b Determining How to Collect the
Information (cont.)
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Job analysis observation
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Involves watching the incumbent perform the job.
Most useful for complex, difficult jobs.
Gives a better understanding of how work is done and
the knowledge, skills, and abilities needed to perform
the job.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-2b Determining How to Collect the
Information (cont.)
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Job analysis questionnaires
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Require job information to be recorded in writing.
Contain either open-ended or close-ended questions.
Job analysis inventory contains close-ended
questions.
Task inventory contains a listing of task statements.
Ability inventory contains a listing of worker ability
requirements.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-2b Determining How to Collect the
Information (cont.)
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Job analysis questionnaires are used to:
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Gather information from several people quickly.
Group jobs based on the similarity of tasks performed
or skills needed.
Determine employees’ training needs.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-2c Determining How Job Analysis
Information Will Be Recorded
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Job descriptions
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A short written summary of job analysis findings.
Format may be general purpose or special purpose.
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General-purpose formats: Provide only a brief summary
of job analysis information, and thus lack sufficient detail
for some HRM applications.
Special-purpose formats: Cover fewer topics, but the
topics covered are analyzed in more depth.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-2c Determining How Job Analysis
Information Will Be Recorded (cont.)
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Some of commonly used special-purpose
approaches include:
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Fleishman Job Analysis Survey (F-JAS)
Position Analysis Questionnaire (PAQ)
Critical Incident Technique (CIT)
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-2c Determining How Job Analysis
Information Will Be Recorded (cont.)
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Fleishman Job Analysis Survey (F-JAS)
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Used as a tool to identify the basic abilities, from a list
of all possible abilities needed for any job, and their
definitions.
Often used for employee selection.
Also used to set medical standards for jobs.
Serves as a useful technique for ensuring compliance
with the Americans with Disabilities Act.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-2c Determining How Job Analysis
Information Will Be Recorded (cont.)
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Position Analysis Questionnaire (PAQ)
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Premised on the notion that “there is some underlying
behavioral structure or order to the domain of human
work,” and there is a limited set of job characteristics
that describe this domain.
Jobs differ from one another in terms of the extent to
which each of these characteristics is present.
Particularly useful for establishing compensation rates,
determined using a statistical formula to arrive at an
appropriate rate.
Scores can be used to group jobs into “families.”
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-2c Determining How Job Analysis
Information Will Be Recorded (cont.)
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Critical Incident Technique (CIT)
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Identifies specific work behavior that determines
success or failure in executing an assigned task.
Requires the job analyst to collect critical incidents
from people familiar with the job, usually in the form of
stories or anecdotes.
A good tool for identifying selection criteria, training
needs, and developing performance appraisal forms.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-3a Job Analysis and the Manager’s Job
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Managers have two primary job analysis roles:
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Help HR professionals complete the analysis.
Implement job analysis results in their day-to-day
activities.
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They may also review and maintain the accuracy of
job descriptions.
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Managers may request a reanalysis of the job when
the content, context, or worker requirements of a job
change significantly.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-3a Job Analysis and the Manager’s Job
(cont.)
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Implementing job analysis results
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Selecting applicants: Managers should carefully
review the content, context, and worker requirement
information to form a clear picture of the type of
applicant best suited for the job.
Communicating job responsibilities: Managers should:
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Review job descriptions with new employees to convey
job responsibilities.
Frequently communicate performance standards, once
employees are trained.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-3b How the HRM Department Can Help
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The HRM department serves two primary roles with
regard to job analysis:
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Gain the support of upper management.
Plan and implement a job analysis project.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-3b How the HRM Department Can Help
(cont.)
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Gaining upper-management support – HR
professionals must:
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Solicit support from upper-level managers to avoid
negative consequences of a lackadaisical approach to
job analysis.
Forcibly and continually emphasize the importance of
conducting job analyses that are sufficiently thorough
and accurate.
Stress the need to update job analysis information on
a regular basis.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-3b How the HRM Department Can Help
(cont.)
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Planning and implementing a job analysis project
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Determine goals and objectives
Choose methods for collecting and recording job
analysis information
Select subject-matter experts
Gather data
Establish a project schedule
Document the data
Disseminate the information
Manage the study
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-3c HRM Skill-Building for Managers
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Collecting job analysis information: When
interviewing workers for the purpose of job analysis,
managers adhere to the following guidelines:
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State the purpose of the interview.
Structure the interview.
Steer the interview.
Record the interview.
Close the interview.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
4-3c HRM Skill-Building for Managers
(cont.)
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The documentation of job analysis information should
include:
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Job identification
Job summary
Essential functions
Job context
Worker requirements
Minimum qualifications
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.