Human Resource Management

Arab World Edition

Gary Dessler & Akram Al Ariss

Instructor’s Manual

Adapted by Dr. Victor Sohmen

Drexel University

Philadelphia, Pennsylvania, USA.

With

Translating Strategy Into HR Policies and Practices: The KAMCO Case model
answers provided by Dmytro Roman Kulchitsky, Ph.D. and Mr. Ramsey Awwad
American University of Kuwait
 This part in your main source
“textbook’’ from page 66 to page 93.
PART TWO RECRUITMENT AND PLACEMENT

C H A P T E R T F o u r

Lecture Outline
Job
Analysis
4
Strategic Overview
The Basics of Job Analysis
Uses of Job Analysis Information
Steps in Job Analysis
Methods for Collecting Job Analysis Information
Some Job Analysis Guidelines
The Interview
Questionnaires In Brief: The uses of job analysis
Observation information and the methods of
Participant Diary/Log conducting a job analysis are detailed.
Quantitative Job Analysis Techniques The tasks of writing job descriptions and
Internet-based Job Analysis
job specifications are also outlined, and
Internet resources are examined.
A Final Point: Use Multiple Sources to Collect the
Strategies to make the organization
Data
more responsive to competition,
Writing Job Descriptions
including enlarging and de-jobbing
Job Identification
positions are discussed.
Job Summary
Relationships Interesting Issues: Technology and
Responsibilities and Duties the Internet can serve as a resource for
Using the Internet for Writing Job Descriptions companies to streamline their job
Writing Job Specifications analysis processes. Some firms have
Specifications for Trained Versus Untrained shifted to HR systems that don’t use job
Personnel descriptions. Competency-based
Specifications Based on Judgment analysis can support the flexibility
Job Specifications and Statistical Analysis needed by high performance
Job Analysis in a ‘Jobless’ World organizations.
A (Very) Brief History: From Specialized to
Enlarged Jobs
Why Managers are ‘De-jobbing’ Their Companies
Competency-Based Job Analysis
An Example: BP’s Matrices
LEARNING OBJECTIVES

1. Discuss the nature of job analysis, including what it is and how it is used.
2. Use at least three methods of collecting job analysis information, including interviews,
questionnaires, and observation.
3. Write job descriptions, including summaries and job functions, using the internet and traditional
methods.
4. Write job specifications using the internet as well as your judgment
5. Explain job analysis in a ‘jobless’ world, including what it means and how it’s done in practice.

ANNOTATED OUTLINE

I. The Basics of Job Analysis

Job analysis – The procedure for determining the duties and skill
requirements of a job and the kind of person who should be hired for
the job by collecting the following types of information: work
activities; human behaviors; machines, tools, equipment, and work
aids; performance standards; job context; and human requirements.
Job description – A list of a job’s duties, responsibilities, reporting
relationships, working conditions, and supervisory responsibilities –
one product of a job analysis. Job specification – A list of a job’s
“human requirements”: the requisite education, skills, knowledge,
and so on – another product of a job analysis.

A. Uses of Job Analysis Information

1. Recruitment and Selection – Job descriptions and job specifications

are formed from the information gathered from a job analysis, which
help management decide what sort of people to recruit and hire.

2. Compensation – The estimated value and the appropriate

compensation for each job is determined from the information
gathered from a job analysis.

3. Training – The job description lists the job’s specific duties and
requisite skills.

4. Performance Appraisal – Managers use job analysis to determine a

job’s specific activities and performance standards.

5. Discovering Unassigned Duties – Job analysis can help reveal

unassigned duties.

B. Steps in Job Analysis

1. Decide how the information will be used because that will determine
what data will be collected and how it should be collected.

2. Review relevant background information, such as organization

charts, process charts, and job descriptions.
 3. Select representative positions to analyze because there may be too
many similar jobs to analyze, and it may not be necessary to analyze
them all.

4. Analyze the job by collecting data on job activities, required

employee behaviors, working conditions, and human traits and
abilities needed to perform the job.

5. Verify the job analysis information with job incumbents and

supervisors to confirm that it is factually correct and complete.

6. Develop a job description and job specification from the information.

Increasingly, these steps are being streamlined through the use of
collaboration software.

 NOTES Educational Materials to Use

II. Methods for Collecting Job Analysis Information

A. Some Job Analysis Guidelines

Five guidelines are given, as practical considerations for conducting the job
analysis.
1) Conducting the job analysis usually involves a joint effort by a human
resources specialist, the worker, and the worker’s supervisor.
2) Job analysis data is usually collected from employees and
supervisors familiar with the job (subject matter experts,) using
interviews and questionnaires.
3) The data is then averaged, taking into account the departmental
context of the employees, to determine how much time a typical
employee spends on each of several specific tasks.
4) It is important to make sure that surveys and questions are clear and
understandable
5) Ensure that respondents are observed and questioned early in the
process to allow time for adjustments, if needed.

A. The Interview

The three types of interviews managers use to collect job analysis data
are: individual (to get the employee’s perspective on the job’s duties and
responsibilities, group (when large numbers of employees perform the
same job), and supervisor (to get his/her perspective on the job’s duties
and responsibilities).

1. The Pros & Cons – of using an interview are that it is: simple, quick,
and more comprehensive because the interviewer can unearth
activities that may never appear in written form. The main problem is
 distortion, which may arise from the jobholder’s need to impress the
perceptions of others.

2. Typical questions – “What is the job being performed?” “In what

activities do you participate?” “What are the health and safety
conditions?” Figure 4-3 gives an example of a job analysis
questionnaire.
3. Structured Interviews – “This is a checklist format with a series of
detailed questions. Both interviewers and job analysts can use this.

4 Interviewing guidelines –
a) the job analyst and supervisor should identify the workers who
know the job best and would be objective;
b) establish a rapport with the interviewee;
c) follow a structured guide or checklist;
d) ask worker to list duties in order of importance and frequency of
occurrence; and
e) review and verify the data.

B. Questionnaires

Structured or unstructured questionnaires may be used to obtain job

analysis information (see Figure 4-3). Questionnaires can be a quick,
efficient way of gathering information from a large number of employees.
But, developing and testing a questionnaire can be expensive and time
consuming.

C. Observation

Direct observations are useful when jobs consist of mainly observable

physical activity as opposed to mental activity. Reactivity can be a
problem with direct observations, which is where the worker changes
what he/she normally does because he/she is being watched. Managers
often use direct observation and interviewing together.

D. Participant Diary / Log

The employee records every activity he/she engages in, in a diary or log
along with the amount of time to perform each activity to produce a
complete picture of the job. Pocket dictating machines can help remind
the worker to enter data at specific times, and eliminates the challenge of
trying to remember at a later time what was done.

E. Quantitative Job Analysis Techniques

1. Position Analysis Questionnaire (PAQ) is a questionnaire used to

collect quantifiable data concerning the duties and responsibilities of
various jobs, see Figure 4-4 and 4-5, on five basic activities: a)
having decision-making/communication/social responsibilities, b)
performing skilled activities, c) being physically active, d) operating
vehicles/equipment, and e) processing information.
 F. Internet-Based Job Analysis

Standardized questionnaires are frequently distributed, with instructions,

via the Internet or Intranet. The danger is that important points may be
missed or misunderstood, clouding results. This method is still not widely
used in most Arab countries, because many HR departments don’t yet
use the internet in their activities.

G. A Final Point: Using Multiple Sources of Information

Job analysis is a major requirement for the success of companies like

Abu Dhabi National Oil Company (ADNOC). Where possible, collect job
analysis data using several types of collection techniques and
respondents. Potential inaccuracies in peoples’ judgments could lead to
inaccurate conclusions.

 NOTES Educational Materials to Use

III. Writing Job Descriptions

Figure 4-6 presents a samples job description.

A. Job Identification – contains the job title, date, and possible space to
indicate who approved the description, the location of the job, the
immediate supervisor’s title, salary and/or pay scale.

B. Job Summary – should describe the general nature of the job, and
includes only its major functions or activities.

C. Relationships – occasionally a relationships statement is included. It

shows the jobholders’ relationships with others inside and outside the
organization.

D. Responsibilities and Duties – The job analysis itself will provide

information about what employees are doing on the job. This section
may also define the limits of the job holder’s authority, including his or
her decision-making authority, direct supervision of other personnel, and
budgetary authority.

E. Using the Internet for Writing Job Descriptions - Internet sites such as
www.jobdescription.com are useful Web tools for developing job
descriptions. In the Arab countries, websites like bayt.com are designed
to help employers and job candidates.
 NOTES Educational Materials to Use

IV. Writing Job Specifications

A. Specifications for Trained Versus Untrained Personnel

Writing job specifications for trained employees is relatively

straightforward because they are likely to focus on traits like length of
previous service, quality of relevant training, and previous job
performance. Writing job specifications for untrained employees is more
complex because they are more likely to specify qualities such as
physical traits, personality, interests, or sensory skills that imply some
potential for performing or being trained to perform on the job.

B. Job Specifications Based on Judgment

1. Job specifications may come from educated guesses or judgments,

or from competencies listed in web-based job descriptions like those
listed at www.jobdescription.com.

2. Research Insight – One researcher found that regardless of the job,

the following are some examples of generic job-related behaviors:
industriousness; thoroughness, schedule flexibility, attendance, off-
task behavior (reverse), unruliness (reverse), and theft (reverse).

C. Specifications Based on Statistical Analysis

1. Basing job specifications on statistical analysis is more defensible,

but a more difficult approach than the judgmental approach.

2. The aim of the statistical approach is to determine statistically the

relationship between 1) some predictor or human trait such as
height, intelligence, or finger dexterity, and 2) some indicator or
criterion of job effectiveness.

3. The five steps in statistical analysis are: a) analyze the job and
decide how to measure job performance; b) select personal traits like
finger dexterity that you believe should predict successful
performance; c) test candidates for these traits; d) measure these
candidates’ subsequent job performance; and e) statistically analyze
the relationship between the human trait and job performance.

 NOTES Educational Materials to Use

V. Job Analysis in a "Jobless" World

A. A (Very) Brief History: From Specialized to Enlarged Jobs

1. A “job” as we know it today is largely an outgrowth of the industrial

revolution’s emphasis on efficiency.

2. Job enlargement involves assigning workers additional same-level

activities, thus increasing the number of activities they perform.

3. Job rotation is systematically moving workers from one job to

another.

4. Job enrichment involves redesigning jobs in a way that increases the

opportunities for the worker to experience feelings of responsibility,
achievement, growth, and recognition.

B. Why Managers are De-jobbing Their Companies – De-jobbing refers to

broadening the responsibilities of the company’s jobs, and encouraging
employees not to limit themselves to what’s on their job descriptions.

1. Flatter Organizations – With three or four levels of management,

these are becoming more prevalent than the traditional pyramid-
shaped organizations with seven or more layers of management.

2. Self-Managed Work Teams – Tasks organized around teams and

processes rather than around specialized functions, are being used
increasingly more by organizations.

3. Reengineering – This refers to fundamentally rethinking and radically

redesigning business processes to achieve dramatic improvements
in performance measures.

C. Competency-Based Job Analysis

Employers are shifting towards newer approaches for describing

jobs, such as competency-based analysis to support the flexibility
needed in high performance work environments where employers
need workers to seamlessly move from job to job and exercise self-
control.

1. What are Competencies? – Competencies are defined as

demonstrable characteristics of the person that enable him/her to do
the job. They are observable and measurable.

2. Three Reasons to Use Competency Analysis – First, traditional job

descriptions may actually backfire if a high performance work system
is the goal. Second, describing the job in terms of skills, knowledge
and competencies needed is more strategic. Third, measurable
skills, knowledge, and competencies are the heart of any company’s
performance management system.

3. Examples of competencies – These can include general

competencies (such as reading, writing, and mathematical
reasoning), leadership competencies (leadership, strategic thinking,
 teaching others) and technical competencies (specific technical
competencies required for specific types of jobs).

4. Comparing Traditional Versus Competency-Based Job Analysis –

Competency based analysis is more measurable, where some of the
job’s essential duties and responsibilities are expressed as
competencies.

5. How to Write Job Competencies-Based Job Descriptions – The

process is similar in most respects to traditional job analysis,
interviewing incumbents and their supervisors, identifying job
responsibilities and activities.

D. An Example: BP’s Matrices

A growing number of firms are shifting to HR systems that don’t use job
descriptions. So what replaces them? This discussion examines what
British Petroleum’s Exploration Division has done. They use a matrix of
skills and skill levels. The major purpose was to shift employees from
thinking in terms of “it’s not my job” to thinking about what new skills they
needed to accomplish their goals. This interesting shift should be one
that could generate discussion in the class. Ask class members
questions such as:

“So how do you know if you are doing your job?”

“How would performance appraisals be done?”
“How do you ensure fairness between employees?”
“How do you keep your employee doing what he or she should?”

 NOTES Educational Materials to Use

DISCUSSION QUESTIONS

1. What items are typically included in the job description? What items are not shown?
A job description is a written statement of what the jobholder actually does, how he or she
does it, and under what conditions the job is performed. There is no standard format for
writing job descriptions, but most descriptions include sections on:

 job identification
 job summary
 relationships, responsibilities, and duties
 authority of incumbent
 standards of performance
 working conditions
 job specifications

2. What is job analysis? How can you make use of the information it provides? Job
analysis is the procedure through which you determine the duties and nature of the jobs and
 the kinds of people who should be hired for them. You can utilize the information it provides
to write job descriptions and job specifications, which are utilized in recruitment and selection,
compensation, performance appraisal, and training.

3. We discussed several methods for collecting job analysis data—questionnaires, the

position analysis questionnaire, and so on. Compare and contrast these methods,
explaining what each is useful for and listing the pros and cons of each. Interviews are
probably the most widely used method of collecting information for job analysis. The
interview allows the incumbent to report activities that might not otherwise come to light
(mental activities and activities that occur only occasionally). Observation is useful for jobs
that consist mainly of physical activity that is clearly observable. Questionnaires are a quick
and efficient way of obtaining information from a large number of employees; however,
development cost can be high. Participant diary logs can provide a comprehensive picture of
a job, especially when supplemented with interviews, however, many employees do not
respond well to the request to record all their daily activities. Quantitative job analysis
techniques, such as PAQ are more appropriate when the aim is to assign a quantitative value
to each job so that jobs can be compared for pay purposes.

4. Describe the types of information typically found in a job specification. It should

include a list of the human traits and experience needed to perform the job. These might
include education, skills, behaviors, personality traits, work experience, sensory skills, etc.

5. Explain how you would conduct a job analysis. There are six major steps in a well-
conducted job analysis: 1) Determine how the job analysis information will be used and how
to collect the necessary information; 2) Collect background information such as organization
charts, process charts, and job descriptions; 3) Select representative positions to be
analyzed; 4) Collect job analysis information; 5) Review the information with the participants;
6) Develop job descriptions and job specifications.

6. Do you think companies can really do without detailed job descriptions? Why or why
not? Either side is an acceptable position to take. The key to grading this answer is the
quality of the “why or why not” explanations. Look for students to clearly explain their position
in terms of the effects of the lack of job descriptions on the performance, motivation, and
capabilities of the people doing the job.

7. In a company with only 25 employees, is there less need for job descriptions? Why or
why not? It is clearly more difficult to write job descriptions for positions that may have
broad responsibilities because of the organization’s size. This does not, however, mean that
it is less important. Look for sound arguments and reasoning. What other ways can a small
employer successfully document the “essential functions” of a job?

INDIVIDUAL AND GROUP ACTIVITIES

1. Working individually or in groups, obtain copies of job descriptions for clerical

positions at the college or university where you study, or the firm where you work.
What types of information do they contain? Do they give you enough information to
explain what the job involves and how to do it? How would you improve on the
description? Based on our experience, it is very likely that at least some of the job
descriptions will not contain all the information that is supposed to be there. Use this as an
opportunity to discuss the problems that may be created by the missing information.

2. The website www.gulfjobsites.com helps individuals find job and employment

opportunities in the Gulf region. It is built like a directory resource where links to
websites that carry jobs and vacancies in the Arabian Gulf region are provided.
 Working individually or in groups, use GulfJobSites.com to check how job vacancies
are described. Using these job descriptions, develop a job description for your
professor in this class. Based on that, use your judgment to develop a job
specification. Compare your conclusions with those of other students or groups. Were
there any significant differences? What do you think accounted for the differences?
The students should go to the website http://www.GulfJobSites.com to find sample job
descriptions in order to create job description for the professor. Once they create a
comprehensive job description, they should develop a job specification. It would be
interesting to see the comparisons between students, as there are bound to be some
differences. Assist the students to articulate the differences and unique descriptors and job
specifications for the professor.

EXPERIENTIAL EXERCISE

Experiential Exercise: The Instructor’s Job Description

Purpose: The purpose of this exercise is to give you experience in developing a job description
by developing one for your instructor.

Required Understanding: Students should understand the mechanics of job analysis and be
thoroughly familiar with the job analysis questionnaires (see Figure 4-3 and 4-4 and the job
description questionnaire, Figure 4-7)

How to Set Up the Exercise/Instructions:

Set up groups of four to six students for this exercise. As in all exercises in this book, the
groups should be separated and should not converse with each other. Half the groups in
the class will develop the job description using the job analysis questionnaire (Figure 4-3),
and the other groups will develop it using the job description questionnaire (Figure 4-7).
Each student should review his or her questionnaire (as appropriate) before joining his or
her group.
1. Each group should do a job analysis of the instructor’s job: Half the groups will use the
Figure 4-3 job analysis questionnaire for this purpose, and half will use the Figure 4-7 job
description questionnaire.

2. Based on this information, each group will develop its own job description and job
specification for the instructor.

3. Next, each group should choose a partner group, one that developed the job description
and job specification using the alternate method. (A group that used the job analysis
questionnaire should be paired with a group that used the job description questionnaire.).

4. Finally, within each of these new combined groups, compare and critique each of the
two sets of job descriptions and job specifications. Did each job analysis method provide
different types of information? Which seems superior? Does one seem more advantageous
for some types of jobs than others?
APPLICATION CASE

Alshaya Family Business

1. How would you go about developing a job analysis plan for Alshaya? Why? In your
answer, explain the steps and approaches that you would undertake when writing a
job analysis. The purpose of job analysis is to produce information used for writing job
descriptions. The procedure for writing a job analysis plan for Alshaya involves collection of
information on: (1) the job’s actual work activities; (2) human behaviors such as sensing,
communicating, and deciding; (3) machines, tools, equipment, and work aids used, as well as
services including counseling; (4) job context, such as physical working conditions; and, (5)
human requirements, such as job-related knowledge or skills and required personal
attributes.

2. Imagine you are appointed as an HR Manager at Alshaya Middle East. Choose one key
role from Alshaya’s job openings listed above and write a detailed job analysis for it.
Responses will vary according to the student’s choice of the key role: waiter/waitress, store
manager, merchandiser, etc. The specific information relevant to the job role (see description
of job description on page 68) should be identified and expanded on in a succinct manner.

CONTINUING CASE

Al Nazafa Company – The Job Description

1. What should be the format and final form of the store manager’s job description? The
format noted in Figure 4-6 could be a reasonable format to use. Students may recommend
that Thouraya include a standards of performance section in the job description. This lists
the standards the employee is expected to achieve under each of the job description’s main
duties and responsibilities, and would address the problem of employees not understanding
company policies, procedures, and expectations. In addition, students may recommend that
Thouraya instead take a competency-based approach, which describes the job in terms of
the measurable, observable, and behavioral competencies that an employee doing that job
must exhibit. Because competency analysis focuses more on “how” the worker meets the
job’s objectives or actually accomplishes the work, it is more worker-focused. (LO 4.4;
AACSB: Reflective Thinking Skills; Learning Outcome: Explain the process of job analysis)

2. Is it practical to specify standards and procedures in the body of the job description,
or should these be kept separately? They do not need to be kept separately, and in fact
both Thouraya and the employees would be better served by incorporating standards and
procedures into the body of the description. The exception to this would be if the standards
and procedures are so complex or involved that it becomes more pragmatic to maintain a
separate procedures manual. (LO 4.4; AACSB: Reflective Thinking Skills; Learning Outcome:
Explain the process of job analysis)

3. How should Thouraya go about collecting the information required for the standards,
procedures, and job description? She should first conduct the job analysis by collecting
information about the work activities, human behaviors, machines, tools, equipment, and
work aids, performance standards, job context, and human requirements. The best methods
for collecting this information in this case are through interviews, questionnaires,
observations, and employee diaries/logs. In addition, she should ensure that she is identifying
the essential functions of the job. (LO 4.3; AACSB: Reflective Thinking Skills; Learning
Outcome: Explain the process of job analysis)
4. What, in your opinion, should the store manager’s job description look like and
contain? The store manager’s job description should include a list of the job’s significant
responsibilities and duties. For example, the following duties should include quality control,
store appearance and cleanliness, customer relations, bookkeeping and cash management,
cost control and productivity, damage control, pricing, inventory control, etc. The job
description should also include any educational requirements as well as information
regarding working conditions. (LO 4.4; AACSB: Reflective Thinking Skills; Learning Outcome:
Explain the process of job analysis)

TRANSLATING STRATEGY INTO HR POLICIES AND

PRACTICE: THE KAMCO CASE

In teams or individually, answer the following questions:

1. Using Table 4-2, identify at least six competencies that you think should be required
for all employees across all levels of KAMCO; and three competencies that you think
are likely to have an impact on the performance at senior manager, manager, assistant
manager and senior officer or supervisor level. The consultancy group hired by KAMCO
identified twelve competencies out of the seventeen competencies listed in Table 4-2 as
essential for all employees. The remaining five were labeled as critical competencies for
employees at Senior Manager, Manager, Assistant Manager and Senior Officer or Supervisor
levels. The table below below organizes each required competency according to the two
categories.

Generic Competencies Management-Specific Competencies

Achievement Orientation Change Management
Analytical Thinking Developing Others
Conceptual Thinking Empowerment and Delegation
Customer Service Orientation Impact and Influence
Information Seeking Team Leadership
Initiative
Innovative Thinking
Flexibility
Organizational Awareness
Organizational Commitment
Relationship Building
Teamwork and Co-operation

Source: KAMCO’s Competency Modeling and Dictionary

2. Based on what you hear in this video clip (http://www.marcopolis.net/kamco-

investment-strategy.htm), what kind of skills should an applicant possess to be
considered for the position of Junior Asset Manager, at KAMCO? The following skills are
in the job description for the job title, Junior Asset Manager at KAMCO.

English Language
Knowledge of Policy and Procedure
Time Management
Administration
Business Skills and Understanding
Financial Awareness
Data Gathering and Analysis
Negotiation
 PC
Performance Management
Presentation
Project Management
Written Communication

Source: KAMCO’s Competency Modeling and Dictionary

KEY TERMS
competencies Demonstrable characteristics of the person that enable
performance, which are observable and measurable behaviors
comprising part of a job

competency-based Describing the job in terms of the measurable, observable,

job analysis behavioral competencies (knowledge, skills, and/or behaviors)
that an employee doing that job must exhibit to do the job well

de-jobbing Broadening the responsibilities of the company’s jobs and

encouraging employees not to limit themselves to what’s on their
job descriptions

diary/log Daily listings made by workers of every activity in which they

engage along with the time each activity takes

job analysis The procedure 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

job enlargement Assigning workers additional same-level responsibilities, thus

increasing the number of activities they perform

job enrichment Redesigning jobs in a way that increases the opportunities for
the worker to experience feelings of responsibility, achievement,
growth, and recognition

job rotation Systematically moving workers from one job to another.

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.

organization chart A chart that shows the organization wide distribution of work,
with titles of each position and interconnecting lines that show
who reports to and communicates with whom.
performance management Basing your employee’s training, appraisals, and rewards on
fostering and rewarding the skills and competencies he or she
needs to achieve his or her goals.

position analysis A questionnaire used to collect quantifiable data concerning the

questionnaire (PAQ) duties and responsibilities of various jobs.

process chart A workflow chart that shows the flow of inputs to and outputs
from a particular job.

reengineering The fundamental rethinking and radical redesign of business

processes to achieve dramatic improvements in critical
contemporary measures of performance.