Chapter 4:

Job
Analysis
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 After studying this chapter,
you should be able to:

1. Discuss the nature of job analysis, including what it is and

how it’s 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.
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 Types of Information
Collected
Work
activities

Human Human
requirements behaviors
Information
Collected via
Job Analysis Machines, tools,
Job
equipment, and
context
work aids

Performance
standards

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 FIGURE 4-1 Uses of Job Analysis Information

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 Steps in Job Analysis
Steps in doing a job analysis:

1 Decide how to use the information.

2 Review relevant background information.

3 Select representative positions.

4 Analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

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 Methods of Collecting Job
Analysis Information: The
Interview
 Information Sources  Advantages
– Individual employees – Quick, direct way to
find overlooked
– Groups of employees
information
– Supervisors with knowledge
of the job

 Interview Formats  Disadvantages

– Structured (checklist) – Distorted information
– Unstructured (open-ended)

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 FIGURE 4-3
Job Analysis Questionnaire
for Developing Job
Descriptions

Note: Use a questionnaire like this

to interview job incumbents, or
have them fill it out.

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 FIGURE 4-3
Job Analysis Questionnaire for
Developing Job Descriptions
(cont)

Note: Use a questionnaire like this

to interview job incumbents, or
have them fill it out.

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 Job Analysis: Interviewing
Guidelines
1. The job analyst and supervisor should work together
to identify the workers who know the job best.
2. Quickly establish understanding with the interviewee.
3. Follow a structured guide or checklist: one that lists
open-ended questions and provides space for
answers.
4. Ask the worker to list his or her duties in order of
importance and frequency of occurrence.
5. Review and verify the data after completing the
interview.

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 Methods of Collecting Job Analysis
Information: Questionnaires

 Information Source  Advantages

– Have employees fill out – Quick and efficient way to
questionnaires to describe gather information from
their job-related duties and large numbers of
responsibilities employees

 Questionnaire
Formats  Disadvantages
– Structured checklists – Expensive and time-
– consuming to prepare and
Open-ended questions
test the questionnaire

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 Methods of Collecting Job Analysis
Information: Observation

 Information Source  Advantages

 Observing and noting the  Provides first-hand
physical activities of employees information
as they go about their jobs  Reduces distortion of
information
 Disadvantages
 Time-consuming
 Difficult to capture
entire job cycle
 Of little use if job
involves a high level of
mental activity

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 Methods of Collecting Job Analysis
Information: Participant Diary/Log

 Information Source  Advantages

 Workers keep a – Produces a more
chronological diary/ log of complete picture of the
what they do and the time job
spent on each activity – Employee participation

 Disadvantages
– Distortion of information
– Depends on employees
accurately recalling
earlier activities (without
dictating
machines/pagers)

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 Writing Job Descriptions

Job
Identification

Job Job
Specifications Summary

Sections of a
Typical Job
Working Description Responsibilities
Conditions and Duties

Standards of Authority of
Performance Obligatory

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 FIGURE 4-6
Sample Job
Description,
Telesales
Representative,
Pearson
Education

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 FIGURE 4-6
Sample Job
Description,
Telesales
Representative,
Pearson
Education (cont)

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 The Job Description

• Job Identification • Responsibilities and

– Job title Duties
– Preparation date – Major
– Preparer responsibilities and
• Job Summary duties (essential
– General nature of the
functions)
job – Decision-making
– Major functions/activities authority
• Relationships – Direct supervision
– Reports to: – Budgetary
– Supervises: limitations
– Works with: • Standards of
Performance and
– Outside the company:
Working Conditions
– What it takes16to do
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the job
 Writing Job Specifications

“What human traits and

experience are required
to do this job well?”

Specifications for Specifications

Specifications
Trained Versus Based on
Based on
Untrained Statistical
Judgment
Personnel Analysis

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 TABLE 4-1 ‘Generic’ Work Behaviors with Examples

Job-Related Behavior Some Examples

Industriousness (hard- Keeps working even when other employees are

working attitude) standing around talking; takes the initiative to find
another task when finished with regular work.

Thoroughness Cleans equipment thoroughly, creating a more

attractive display; notices merchandise out of place
and returns it to the proper area.

Schedule flexibility Accepts schedule changes when necessary; offers to

stay late when the store is extremely busy.

Attendance Arrives at work on time; maintains good attendance.

Off-task behavior (reverse) Uses store phones to make personal unauthorized

calls; conducts personal business during work time;
lets joking friends be a distraction and interruption to
work.

Unruliness (reverse) Threatens to bully another employee; refuses to take

routine orders from supervisors; does not cooperate
with other employees.

Theft (reverse) Cheats on reporting time worked; allows non-

employees in unauthorized areas.

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 Writing Job Specifications

• Specifications for Trained Vs. Untrained Personnel

- They are easier for trained personnel using track record.

- Untrained personnel need to have potential for training.
- The goal is to predict as to who will do well in the job.

• Specifications Based on Judgment

- They rely on educated guesses regarding traits and

skills.
- They can be accessed from internet-based
competency lists.
- Generally, a common sense approach is to be
adopted.
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 Writing Job Specifications (cont)

 Specifications Based On Statistical

Analysis

- Analyze the job and decide how to measure job

performance.

- Select personal traits that you believe should

predict successful performance.

- Test candidates for these traits.

- Measure the candidates’ subsequent job

performance.

- Statistically analyze the relationship between the

human traits and job performance.

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 FIGURE 4-7
Preliminary Job
Description
Questionnaire

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TABLE 4–2 KAMCO Employee Competencies
KAMCO Employee Achievement orientation*
Competencies Analytical thinking
Change management
Conceptual thinking
Customer service orientation
Developing others
Empowering others
Flexibility
Impact and influence
Information seeking
Initiative
Innovative thinking
Organizational awareness
Organizational commitment
Relationship building
Team leadership
Teamwork and cooperation
Note: *Achievement orientation refers to a concern for working well or surpassing a standard of
excellence. The standard may be one’s own past performance (striving for improvement); objective
measures (results orientation); outperforming others (competitiveness); challenging goals one has
set; or even what has never been done (innovation).

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 Job Analysis in a ‘Jobless’
World
Job Design:
Specialization and
Efficiency?

Job Job
Enlargement Job Enrichment
(Horizontal Rotation (Vertical
extension) Extension)

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Job Analysis in a ‘Jobless’
World (cont:)

Dejobbing the
Organization

Using Self- Reengineering

Flattening the
Managed Work Business
Organization
Teams Processes

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 Competency-Based Job
Analysis
 Competencies
- Demonstrable characteristics of a person that enable the
performance of a job

 Reasons for Competency-Based Job Analysis

- To support a high-performance work system
- To create strategically-focused job descriptions
- To support the performance management process in
fostering, measuring, and rewarding:
○ General competencies
○ Leadership competencies
○ Technical competencies

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 Competency-Based Job
Analysis (cont)
 How to Write Job Competencies-based Job
Descriptions:
- Interview job incumbents and their supervisors.
- Ask open-ended questions about job responsibilities and activities.
- Identify critical incidents that pinpoint success on the job.

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