Organizational Behavior - MGT502 VU

Lesson 34
HUMAN RESOURCE POLICIES AND PRACTICES
Job Analysis
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.

I. Steps in Job Analysis

Job Analysis process has following steps:

a. Identify how the information will be used because that will determine what data
will be collected and how it should be collected. Interviewing and position
analysis questionnaire are some examples of data collection techniques.
b. Review relevant background information, such as organization charts, process
charts, and job descriptions.
c. 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.
d. Analyze the job by collecting data on job activities, required employee behaviors,
working conditions, and human traits and abilities needed to perform the job.
e. Review and verify the job analysis information with job incumbents to confirm
that it is factually correct and complete.
f. Develop a job description and job specification from the job analysis
information.

II. Job Analysis Methods

Job analysis traditionally has been conducted in a number of different ways. Also, firms
differ in their needs and in the resources they have for conducting job analysis.

Methods of Collecting Job Analysis Information

Introduction
ƒ An HR specialist (an HR specialist, job analyst, or consultant), a worker, and the
worker’s supervisor usually work together in conducting the job analysis.
ƒ Job analysis data is usually collected from several employees from different departments,
using interviews and questionnaires. 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.

a. The Interview
1. 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).
2. The pros 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.
3. The following questions are some examples of typical questions. “What is the job
being performed?” “In what activities do you participate?” “What are the health and
safety conditions?” Figure 3-3 gives an example of a job analysis questionnaire.

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4.The following are interview 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. Questionnaire
1. Structured or unstructured questionnaires may be used to obtain job analysis
information
2. 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
1. Direct observations are useful when jobs consist of mainly observable physical
activity as opposed to mental activity.
2. 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.

3. Managers often use direct observation and interviewing together.

d. Participant Diary / Logs
1. 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.
2. Employees may try to exaggerate some activities and underplay others.
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 3-5, 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.
2. Department of Labor Procedure (DOL) is a standardized method for rating,
classifying, and comparing virtually every kind of job based on data, people, and
things. Table 3-1 shows a set of basic activities, and Figure 3-6 gives a sample
summary.
3. Functional job analysis: 1) rates a job on data; people; things; the extent to which
specific instructions are necessary to perform the task; the extent to which reasoning
and judgment are required to perform the task; and mathematical ability required to
perform the task; and 2) identifies performance standards and training requirements.
f. Using Multiple Sources of Information
Likely, no one job analysis method will be used exclusively. A combination is often more
appropriate.
1. Where possible, collect job analysis data using several types of collection techniques
and respondents.
2. Potential inaccuracies in peoples’ judgments could lead to inaccurate conclusions

III. Source of Data

Main sources of collection of data for job analysis are as following:

• Employees
• Supervisor

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Organizational Behavior - MGT502 VU

• Manager
• Job Analyst
• Job Analyst (HR)
• Outside consultant
• Supervisor/Manager
IV. Problems with Job Analysis

Too lengthy
• Time consuming and requires much patience
• Might be a reflection of stereotypes
V. Job analysis outcomes

a. Job description

The job description is a document that provides information regarding the tasks,
duties, and responsibilities of the job. Job description takes on an even greater
importance under the Americans with Disabilities Act because the description of
essential job functions may be critical to a defense regarding reasonable
accommodation.

1. Job Identification – contains the job title, the FLSA status, 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.
2. Job Summary – should describe the general nature of the job, and includes only
its major functions or activities.
3. Relationships – occasionally a relationships statement is included. It shows the
jobholders’ relationships with others inside and outside the organization.
4. Responsibilities and Duties – The Department of Labor’s Dictionary of
Occupational Titles can be used for itemizing the job’s duties and
responsibilities.
5. Standards of Performance – states the standards the employee is expected to
achieve under each of the job description’s main duties and responsibilities.

b. Job specification
Minimum acceptable qualifications that a person should possess to perform the job
are included in the job specification. Some of the items often included are
requirements for education, experience, personality, and physical abilities.

c. Job evaluation
In Job Evaluation process the worth of job is identified based upon job comparability
and according to worth, importance of job and relative value Compensation is
designed and selected.

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