LEGISLATION WHICH REQUIRES JOB ANALYSIS

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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 to be 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 responsible to
  accomplish
• JOB SPECIFICATIONS
• Minimum competencies abilities needed to hold
  the job
• JOB EVALUATION SYSTEM
• Compensable factors which determine the worth of
  each position
• PERFORMANCE APPRAISAL SYSTEM
• Standards to evaluate how well the worker
  actually does the job

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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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JOB DESCRIPTION

• IDENTIFICATION SECTION
• Job Title (and number)
• Base Department
• Supervisors Title
• Job Status
• Normal Hours of Work
• Revision Date
• Analyzer
• SUMMARY SECTION
• Short overview of major job responsibilities
  and objectives (50 words or less)
• RESPONSIBILITIES DUTIES SECTION
• Arrange under subheadings (eg, DAILY, PERIODIC,
  IRREGULAR)
• Arrange in descending order of importance
• ACCOUNTABILITIES SECTION
• Tools and Equipment Used and Maintained
• 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 POSSIBILITIES

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

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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