3. Instructional Objectives
By the end of class today, you will be able to:
• Discuss the nature of job analysis
• Use at least three methods of collecting job
analysis information
• Illustrate the sections of job descriptions
• Write a competency-base job specification
4. HR Management and Jobs
• Dividing Work into Jobs
• Work
• Effort directed toward producing or accomplishing results.
• Job
• A grouping of tasks, duties, and responsibilities that constitutes the
total work assignment for an employee.
• Approaches to Understanding Jobs
• Workflow analysis
• Re-engineering
• Job design
• Job analysis
• Job descriptions and job specifications
5. Related Terms
• Job Evaluation: Setting compensation rates for a job
• Job Description: Written summary of job duties, activities,
conditions, and requirements
• Organization Analysis: Understanding the goals, strategies,
structure, processes, and employees’ attitudes in an organization
6. An Integrative Approach of Job and Organization
Analysis (Van de Ven & Ferry, 1980)
Organization Position/Person
Work Unit/Team Relationships
7. Charting the Organization
• Organization chart
• A chart that shows the organizationwide distribution of
work, with titles of each position and interconnecting lines
that show who reports to and communicates to whom.
• Process chart
• A work flow chart that shows the flow of inputs to and
outputs from a particular job.
9. Workflow Analysis
• Workflow Analysis
• A study of the way work (inputs, activities, and outputs)
moves through an organization.
Inputs
Activities Outputs
People
Tasks and Goods and
Materials
Jobs Services
Equipment
Evaluation
10. Business Process Re-
engineering
• Business Process Re-engineering (BPR)
• Measures for improving such activities as product
development, customer service, and service delivery.
• Phases of Reengineering
• Rethink
• Redesign
• Retool
11. Importance Of Job Design
• Job Design
• Organizing tasks, duties, and responsibilities into a productive
unit of work.
• Person/job Fit
• Matching characteristics of people with characteristics of jobs.
Job Design
Job Job Physical and
Performance Satisfaction Mental Health
13. Nature of Job Design
• Job Enlargement
• Broadening the scope of a job by expanding the number of
different tasks to be performed.
• Job Enrichment
• Increasing the depth of a job by adding the responsibility
for planning, organizing , controlling, and evaluating the
job.
• Job Rotation
• The process of shifting a person from job to job.
14. Using Teams in Jobs
• Types of Teams
• Special-Purpose Team
• Organizational team formed to address specific problems, improve
work processes, and enhance product and service quality.
• Self-directed Work Team
• A team composed of individuals assigned a cluster of tasks, duties,
and responsibilities to be accomplished.
• Virtual Team
• Organizational team composed of individuals who are
geographically separated but linked by communications
technology.
15. Team Jobs
• Disadvantages
• Advantages • Requires employees to be
• Improved productivity “group oriented”
• Increased employee • Not appropriate for most
involvement work in organizations
• More widespread • Can be overused
employee learning • Difficult to measure team
• Greater employee performance
ownership of problems • Individual compensation
interferes with team concept
16. Work Schedules
• Global Work Schedule Differences
• The number of work hours in a week varies from country to
country.
• Work Schedule Alternatives
• Longer daily hours (e.g., 4-day, 40 hours)
• Shift Work
• Shift differentials for evening or night shift work
• Compressed Work Week
• A work schedule in which a full week’s work is
accomplished in fewer than five days.
17. Work Schedules
• Flextime
• A work scheduling arrangement in which employees work a
set number of hours per day but vary their starting and
ending times.
• Job Sharing
• A scheduling arrangement in which two employees perform
the work of one full-time job.
• Telecommuting
• The process of going to work via electronic computing and
telecommunications equipment.
18. Some Definitions
• Task: Multiple elements of work performed to achieve an
objective
• Position: All duties or tasks assigned to an individual in an
organization at a given time
• Job: Collection of positions of highly similar content
• Job Family: Collection of jobs that are different but related in that
they require a similar set of KSAOs
• Subject Matter Experts (SMEs): Experienced practitioners who
are knowledgeable about a job
19. Uses of Job Analysis
Information
• Recruitment and Selection
• Compensation
• Performance Appraisal
• Training
• Discovering Unassigned Duties
21. The Basics of Job Analysis
Job analysis
The process for determining the duties and skill requirements of
a job and the kind of person who should be hired for it.
Job description
A list of a job’s duties, responsibilities, reporting relationships,
working conditions, and supervisory responsibilities-one
product of a job analysis.
22. The Basics of Job Analysis
Job specifications
A list of a job’s human requirements, that is, the requisite
education, skills, personality, and so on-another product of a
job analysis.
23. Methods for Collecting Job Analysis
Information
2.2. Methods for collecting job analysis data
Interviews
Questionnaires
Observations
Diary/logs
24. Methods of Collecting Job
Analysis Information: The
Interview
• Information sources
• Individual employees
• Groups of employees • Interview formats
• Supervisors with knowledge • Structured (Checklist)
of the job • Unstructured
• Advantages
• Quick, direct way to find
overlooked information.
• Disadvantages
• Distorted information
25. Interview 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.
• After completing the interview, review and verify the
data.
26. Methods of Collecting Job
Analysis Information:
Questionnaires • Advantages efficient way to
• Quick and
• Information source gather information from
large numbers of
• Have employees fill out
employees
questionnaires to describe
their job-related duties and • Disadvantages
responsibilities. • Expense and time
• Questionnaire formats consumed in preparing
and testing the
• Structured checklists
questionnaire
• Opened-ended questions
27. Methods of Collecting Job
Analysis Information:
Observation • Advantages
• Provides first-hand
information
• Information source • Reduces distortion of
• Observing and noting the information
physical activities of • Disadvantages
employees as they go • Time consuming
about their jobs.
• Difficulty in capturing
entire job cycle
• Of little use if job involves
a high level of mental
activity.
28. Methods of Collecting Job
Analysis Information:
Participant Diary/Logs
• Advantages
• Information source • Produces a more complete
• Workers keep a picture of the job
chronological diary/ log of • Employee participation
what they do and the time • Disadvantages
spent in each activity.
• Distortion of information
• Depends upon employees
to accurately recall their
activities
29. Writing Job Descriptions
• A job description
• A written statement of what the worker actually does, how he
or she does it, and what the job’s working conditions are.
30. Job Descriptions
Job description covers 7 sections:
1.Job identification
2. Job summary
3. Responsibilities and duties
4. Authority of incumbent
5.Standards of performance
6. Working conditions
7. Job specifications
31. Job Specifications
Job specification takes the job
description
Answer the question,
“what human traits and experience are required to do this job
well”
32. Job Specifications
Specifications for trained VS untrained personnel
For trained employees, is relatively
straightforward
For untrained people, specifications
are more complex
33. 4.Job Specifications
Specifications for untrained personnel
The employer must specify qualities for
performing the job, such as
• Physical traits
• Personality
• Interests
• Sensory skills
34. Competency-Based Job Analysis
Definitions
Means writing job descriptions based on
competencies rather than job duties
It emphasizes what the employee must be
capable of doing, rather than on a list of
duties he or she must perform
35. What is Common in the definitions?
Job
Competencies • superior performance in a
• underlying characteristic of a given job, role or a situation
person’s inputs. • individual’s ability to
perform.
• clusters of knowledge,
attitudes and skills • linked to superior
performance on the job.
• generic knowledge motive,
trait, social role or a skill • contribute to effective
managerial performance
• personal characteristics
• successfully perform a task
• set of skills, related
or an activity within a
knowledge and attributes
specific function or job
36. KNOWLEDGE
Relates to information
Cognitive Domain
Attribute
Set of
SKILLS Relates to
qualitative
Relates to the aspects
ability to do,
personal
Physical Characteristics
domain COMPETENCY or traits
Outstanding
Performance of
tasks or activities
37. Traditional Job Analysis Vs Competency Approach
Job Analysis leads to Competency model leads to
• long lists of tasks and the • A Distilled set of underlying
skills / knowledge required personal characteristics
to perform each of those • Data generation from
tasks outstanding performers in
• Data generation from addition to subject matter
subject matter experts; job experts and other job
incumbents incumbents
• Effective Performance • Outstanding Performance
38. Competency Modeling: An Alternative?
• General problems of any job analysis:
• past-oriented (the job must be in place)
• assumes continuity of the job
• For today’s rapidly changing work
environments, analyzing competencies needed
across jobs instead of single jobs has been
proposed as an alternative
39. Competency Modeling
What is a “competency”?
• Common elements :
• Relevant KSAOs or sets of behaviours
• Observable or measurable
• Distinguish superior from other performers
40. Competency Architecture
• Competency hierarchy broken down into:
• Core competencies: needed by every member of the
organization, regardless of job
• Functional competencies: shared by positions with
similar job content
• Job-specific competencies: apply only to specific
position
42. Competency Dictionary
• List of all competencies required in an
organization…
• …accompanied by (job-specific) information on
the proficiency level needed (
43. Competency Profile
• Set of proficiency ratings related to a job or a
person
• Person and job profiles can be matched to assess
the suitability of an employee for a certain position
44. Developing a Competency-Based HR
Management System
1. Identifying competencies and proficiency levels
• Data collection as in job analysis (observation,
interviews)
• Identify behavioural patterns that distinguish
superior performance
• Derive competencies from data and link them to
performance
45. Developing a Competency-Based
HR Management System
2. Assessment of level of competencies in internal or
external applicants (by means of selection
procedures)
3. Validating the system
46. Evaluation of Competency
Modeling
• Currently little empirical evaluation at all
• Expert task force rated traditional job analysis as
more rigorous than competency modeling on 9 out
of 10 dimensions
• Competency modeling most seriously suffers from
vague and ambiguous definitions and methods
