JOB ANALYSIS: ...the process of gathering detailed information about jobs

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JOB ANALYSIS ...the process of gathering
detailed information about jobs

• Job analysis is very important to HR managers and
  has been called the building block of all HRM
  functions.
• Almost every HRM program requires some type of
  information determined by job analysis

• Selection
• Job Descriptions
• Job Specifications
• Human resource planning
• Job evaluation
• Compensable Factors
• Performance appraisal
• Training
• Career planning
• Work redesign

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LEGISLATION WHICH REQUIRESJOB ANALYSIS

• FAIR LABOR STANDARDS ACT 1938
• Status of exempt and Non-exempt jobs
  determined by job analysis
• EQUAL PAY ACT 1963
• If jobs are not substantially different, similar
  pay must be provided
• Proof of similarity/difference found by
  conducting job analysis
• CIVIL RIGHTS ACT 1964
• Job analysis helps to accurately describe job
  duties and to defend the qualifications needed in
  a job
• OCCUPATIONAL SAFETY HEALTH ACT 1970
• Job analysis establishes the work conditions and
  risks faced at work
• AMERICANS WITH DISABILITIES ACT 1990
• Job analysis is necessary to establish the
  essential functions of each job

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QUESTIONS TO ASK WHENCONDUCTING JOB ANALYSIS

• WHY does this job exist? (purpose)
• WHERE is this job performed? (location)
• WHEN is this job performed? (hours of normal
  work)
• WHICH TASKS (mental physical) are to be
  accomplished? (activities)
• HOW should the worker perform the job? (methods
  and techniques)
• WHICH TOOLS are used on this job? (equipment,
  tools, software)
• WHO does the worker interact with? (coordinating
  relationships)
• WHAT OUTCOMES are to be achieved? (expected
  results)
• WHAT QUALIFICATIONS must I have to do this job?
  (specifications)

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JOB ANALYSIS NEEDED TO DEVELOP

• JOB DESCRIPTIONS
• Specific duties and tasks one is to accomplish
• JOB SPECIFICATIONS
• Minimum competencies abilities needed to hold
  the job
• JOB EVALUATION SYSTEM
• Compensable factors used to determine the worth
  of each position
• PERFORMANCE APPRAISAL SYSTEM
• Standards to evaluate how well the worker
  performs the job

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SOURCES OF JOB INFORMATION

• JOB HOLDERS / INCUMBENTS
• - People who currently do the work
• MANAGERS / SUPERVISORS
• - Those who supervise and evaluate the work
• THE DICTIONARY OF OCCUPATIONAL TITLES
• - Published by the Department of Labor
• THE OCCUPATIONAL INFORMATION NETWORK (ONET)
• - An online job description database created by
  the Department of Labor
• OTHER ORGANIZATIONS
• - Other firms who have similar jobs

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COLLECTING JOB ANALYSIS DATA-1

• QUESTIONNAIRES
• Economical with time and effort
• Answers get written down
• Data can be reviewed by supervisor
• - May not ask the right questions (important job
  info may be omitted)
• - Subject to possible distortion by workers
• - Some may not get filled out (low response
  rate)
• JOB LOGS
• Keeps a daily record of what is done (better
  than memory)
• Raises consciousness and sensitivity to what
  one does on the job
• - Some workers are too busy to write down what
  theyre doing
• - Some may not be very precise/accurate in
  keeping their work log
• - Subject to distortion and embellishment

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COLLECTING JOB ANALYSIS DATA-2

• OBSERVATION
• Best for physical, short-cycle jobs that
  arent automatically paced
• Observable actions can be taped/recorded and
  analyzed later
• - Cant observe mental work, or work with long
  job cycles
• - Observation erodes worker morale (They dont
  trust me!)
• - Workers can slow down, restrict output, or
  show off (distortion)
• INTERVIEWS
• Can gather info on mental activities
• Builds personal relationships with workers
  makes info exchange easier
• Ambiguous situations/facts can be clarified
  through further questioning
• Can interview both the job incumbent as well
  as the supervisor
• - Workers may embellish the worth of their
  positions
• - Supervisors may not really know what the
  worker does in the job

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COLLECTING JOB ANALYSIS DATA-3

• REVIEW OLD JOB DESCRIPTIONS
• Provides a look back into the past (job)
• A large part of the job probably hasnt
  changed much
• Helps us maintain continuity and consistency
• - Tendency to overlook the changes that have
  occurred in the job
• REVIEW SIMILAR DESCRIPTIONS FROM OTHER FIRMS
• Can find new ways/phrases to describe the
  position
• Uncovers new activities and tasks that could
  be assigned
• - Do these descriptions really fit our
  organization?
• - Tendency of many firms to simply copy other
  firms descriptions

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SPECIAL JOB ANALYSIS TECHNIQUES

• FUNCTIONAL JOB ANALYSIS (FJA)
• Describes jobs in terms of involvement with
  people, data and things. Assesses specific job
  outputs and tasks.
• Was the first attempt to build a universal job
  analysis instrument. Very similar to Dept of
  Labor Job Analysis Schedule
• POSITION ANALYSIS QUESTIONNAIRE (PAQ)
• McCormicks standardized 194 item questionnaire
  organized into six sections Information inputs,
  mental processes, work output, relationships, job
  context, and other characteristics. Measures
  what a worker does on the job (behavior)not what
  they accomplish. PAQ has been widely used.
• MANAGEMENT POSITION DESCRIPTION QUESTIONNAIRE
  (MPDQ)
• Uses a checklist to analyze management
  positions. Also used to assess the training
  needs of individuals slated to move into
  management positions, to set compensation, and to
  assign management jobs to job families.
• TASK ANALYSIS INVENTORY ( http//www.andrews.edu
  /schwab/janal-q1.html) (TAI)
• Generates a list of tasks performed on each job.
  Assesses importance, time spent, frequency, etc.
  Can be customized to the organization. Related
  to the NAM/NMTA system. Used by government and
  military.
• GUIDELINES-ORIENTED JOB ANALYSIS (GOJA)
• Tries to be sensitive to staffing law
  requirements. Uses a step-by-step procedure to
  document compliance with various legal
  requirements. Gathers information on 1)
  machines, tools, and equipment, 2) supervision,
  3) contacts, 4) duties, 5) knowledge, skills,
  and abilities, 6) physical and other
  requirements, and 7) differentiating
  requirements. A logical extension of the Task
  Analysis Inventory. Also used to develop
  application forms and selection criteria.
• ONET (http//online.onetcenter.org) (ONET)
• A searchable database with 33 specific knowledge
  areas, 10 basic skills, and 36 cross-functional
  skills reported for each position or title has
  links to DOT and wage data by position. A useful
  current database.

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Position Analysis Questionnaire (PAQ)

• What is it?

• Key sections

• A standardized job analysis questionnaire
  containing 194 questions about work behaviors,
  work conditions, and job characteristics that
  apply to a wide variety of jobs.

• Information input
• Mental processes
• Work output
• Relationships with other persons
• Job context
• Other characteristics

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TASK ANALYSIS QUESTIONAIRENAM/NTMA STANDARDS

• JOB SUMMARY - In 50 words or less
• WORK ACTIVITIES - Separate duties by example
  into categories
• Daily/Repetitive activities
• Periodic/Predictable activities
• Irregular/Unpredictable activities
• Sequential/Ordered activities
• RESPONSIBILITIES and ACCOUNTABILITIES
• DECISION AUTHORITY and DISCRETION
• COORDINATED WORK and OUTSIDE CONTACTS
• EQUIPMENT, TOOLS, and SOFTWARE USED
• PHYSICAL DEMANDS and REQUIREMENTS
• EMOTIONAL and MENTAL DEMANDS
• ESSENTIAL JOB REQUIREMENTS (SKAs, education,
  licenses)
• WORKING CONDITIONS and ENVIRONMENT
• INDICATORS OF SUCCESS
• HARDEST PART OF THE JOB

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JOB DESCRIPTION (NAM/NMTA Format)

• IDENTIFICATION SECTION
• Job Title (and number)
• Base Department
• Supervisors Title
• Job Status
• Normal Hours of Work
• Revision Date
• Analyzer
• JOB SUMMARY SECTION (SUMMARY DESCRIPTION)
• Short overview of major job responsibilities
  and objectives (50 words or less)
• RESPONSIBILITIES AND DUTIES SECTION (DUTIES BY
  EXAMPLE)
• Arrange under subheadings (eg, DAILY, PERIODIC,
  IRREGULAR)
• Arrange in descending order of importance
  within each subheading
• ACCOUNTABILITIES SECTION (ACCOUNTABILITIES)
• Equipment, Tools, or Software Used
• Supervision Received and Given

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JOB SPECIFICATION FACTORS

• SKILLS
• FORMAL EDUCATION
• EXPERIENCE
• COMMUNICATION SKILLS
• MATHEMATICAL SKILLS
• COMPUTER SKILLS
• REASONING ABILITY
• EFFORT
• PHYSICAL EFFORT
• DEXTERITY
• MENTAL CONCENTRATION
• RESPONSIBILITY
• SUPERVISION OF OTHERS
• CONFIDENTIALITY/INFORMATION
• PHYSICAL ASSETS
• CONTACTS WITH OTHERS

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Job Design

• Job Design the process of defining how work will
  be performed and what tasks will be required in a
  given job.
• Job Redesign a similar process that involves
  changing an existing job design.
• To design jobs effectively, a person must
  thoroughly understand
• the job itself (through job analysis) and
• its place in the units work flow (work flow
  analysis)

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Approaches to Job Design
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JOB DESIGN POSSIBILITIES

• (JOB SCOPE) (JOB DEPTH)
• VARIETY AUTONOMY
• JOB SPECIALIZATION LIMITED VERY LIMITED
• AUTOMATION LIMITED INCREASES
• JOB ENLARGEMENT INCREASES LIMITED
• JOB ROTATION INCREASES LIMITED
• JOB ENRICHMENT INCREASES INCREASES
• AUTONOMOUS TEAM INCREASES INCREASES

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Designing Efficient Jobs

• Industrial Engineering / Specialization study
  jobs to find the simplest way to structure work
  in order to maximize efficiency.
• Reduces the complexity of work.
• Allows almost anyone to be trained quickly and
  easily perform the job.
• Used for highly specialized and repetitive jobs.
• Automation use robotics and computers to do the
  work that people have done in the past.
• Computers/robots are more efficientthey dont
  get tired or bored.

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Designing Jobs That Motivate(add some variety)
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Designing Jobs That Motivate (continued)

• Job Enrichment

• Self-Managing Work Teams

• Empowering workers by adding more decision-making
  authority to jobs.
• Based on Hackmans and Herzbergs theories of
  motivation.
• Individuals are motivated more by the intrinsic
  aspects of work.

• Have authority for an entire work process or
  segment
• schedule work
• hire team members
• resolve team performance problems
• perform other duties traditionally handled by
  management
• Team members motivated by autonomy, skill
  variety, and task identity.

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Designing Jobs That Motivate

• THE JOB CHARACTERISTICS MODEL (Hackman)
• Skill variety the extent to which a job
  requires a variety of skills to carry out the
  tasks involved.
• Task identity the degree to which a job
  requires completing a whole piece of work from
  beginning to end.
• Task significance the extent to which the job
  has an important impact on the lives of other
  people.
• Autonomy the degree to which the job allows an
  individual to make decisions about the way work
  will be carried out.
• Feedback - the extent to which a person receives
  clear information about performance effectiveness
  from the work itself.

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JOB CHARACTERISTICS MODELHACKMAN OLDHAM (75)

• CORE JOB PSYCHOLOGICAL
• DIMENSIONS STATE OF MIND
• SKILL VARIETY MEANINGFULNESS
• TASK IDENTITY ? OF WORK
• TASK SIGNIFICANCE
• RESPONSIBILITY
• AUTONOMY ? FOR OUTCOMES
• FEEDBACK ? KNOWLEDGE OF
• RESULTS
• MODERATED BY INDIVIDUAL GROWTH NEED STRENGTH

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JOB ENRICHMENTHERZBERG (68)

• ACCOUNTABILITY
• HELD RESPONSIBLE FOR PERFORMANCE
• ACHIEVEMENT
• DOING SOMETHING WORTHWHILE (MEANINGFUL)
• FEEDBACK
• GETS DIRECT PERFORMANCE INFORMATION
• WORK PACE
• ABLE TO SET OWN WORK SPEED
• CONTROL OVER RESOURCES
• CONTROLS HOW TO DO THE JOB
• PERSONAL GROWTH DEVELOPMENT
• OPPORTUNITY TO LEARN NEW SKILLS

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HERZBERGS PRACTICALENRICHMENT PRINCIPLES

• REMOVE SOME CONTROLS WHILE RETAINING
  ACCOUNTABILITY
• INCREASE WORKER ACCOUNTABILITY FOR THEIR OWN WORK
• ASSIGN A COMPLETE NATURAL UNIT OF WORK
• GRANT ADDITIONAL AUTHORITY AND JOB FREEDOM
• FEEDBACK ALL PERFORMANCE DIRECTLY TO THE WORKER
• ASSIGN NEW, MORE DIFFICULT TASKS NOT DONE
  PREVIOUSLY
• ASSIGN SPECIFIC TASKS WHICH ALLOW EXPERTISE TO
  DEVELOP

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Characteristics of a Motivating Job
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Alternatives to the 8-to-5 Job
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The Impact of Flexible Work Schedules

• Compressed Workweek

• Flextime

• People work longer shifts each day, but work
  fewer days each week4 day shifts of 10 hours per
  day
• Workers get longer weekends4 days on, 3 days
  offimproves morale
• Firms save on utility and operating expenses
• Workers can also tire more easilymake mistakes
  and have accidents

• A scheduling policy in which full-time employees
  choose starting and ending times within
  guidelines specified by the firm.
• A work schedule that allows time for community
  and family interests can be extremely motivating.
• Can avoid commuting jams
• How to coordinate and supervise workers from
  600a 800p?

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More Flexible Work Schedules

• Job Sharing

• Telecommuting

• A work option in which two part-time employees
  carry out the tasks associated with a single job.
• Enables an organization to attract or retain
  valued employees who want more time to attend
  school or take care of family matters.
• Workers are more efficient
• Can health benefits be split?

• Doing work away from a centrally-located office.
• Advantages to employers include
• Less need for office space
• Greater flexibility for workers
• Easiest to implement for managerial,
  professional, sales and IT jobs
• Difficult to set up for manufacturing workers

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Designing Ergonomic Jobs

• Ergonomics the study of the interface between
  individuals physiology and the characteristics
  of the physical work environment.
• The goal is to minimize physical strain on the
  worker by structuring the physical work
  environment around the way the human body works.
• Redesigning work to make it more worker- friendly
  can lead to increased efficiencies.

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Even Office Work Can Tire You
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Volume of E-mail at Work
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• Although employers in all industries are supposed
  to protect workers under the OSHA general duty
  clause, nursing homes, grocery stores, and
  poultry- processing plants are the only three
  industries for which OSHA has published ergonomic
  standards.

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Designing Jobs That Meet Mental Capabilities and
Limitations

• Work is designed to reduce the information-
  processing requirements of the job.
• Workers may be less likely to make mistakes or
  have accidents.
• Too-simple jobs may be less motivating (boring)
• Technology tools may be distracting employees
  from their primary task resulting in increased
  mistakes and accidents.
• Reduce stressors and distractions on the job