CHAPTER 2

JOB ANALYSIS
Learning objectives
➢ The basis of Job Analysis
➢ Method of Collecting Job Analysis
➢ Writing Job Descriptions
➢ Writing Job Specifications

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 The basic of Job analysis

Job Analysis – What is it and how is it used?

The procedure for determining

the duties and skill requirements
of a job and the kind of person
who should be hired for it

Job Job
Descriptions Specifications

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 The basic of Job analysis

What information do you collect?

Human
requirements

Work
activities Job context

Performance
Skills Information
standards

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 The basic of Job analysis

Collecting Job Analysis Information

• Joint effort between HR, the worker and the supervisor

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 Information collected by HR specialists

Skills
Information about skills the job
requires:
• Sensing
• Communicating
• Decision making
• Writing
• Job demands
➢ Lifting
➢ Walking long distances

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 Information collected by HR specialists

Work activities
Information about the job’s actual
work activities, such as:
• Cleaning
• Selling
• Teaching
• Painting
• How, why and when the activities are
performed

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 Information collected by HR specialists

Human requirements
• Job-related knowledge and skills
➢ Education
➢ Certificates
➢ Work experience
• Personal attributes
➢ Aptitudes
➢ Physical characteristics
➢ Personality
➢ Interests

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 Information collected by HR specialists

Job context

Information about such matters:

• Working conditions

• Schedule

• Organizational context

• Social context

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 Information collected by HR specialists

Performance standards

Information about the job’s performance standards:

➢ Quantity levels
➢ Quality levels

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 Information collected by HR specialists

Machines, Tools, Equipment, Work Aids

• Tools used

• Materials processed

• Knowledge applied

• Services

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 The basic of Job analysis

The uses of Job Analysis information

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 The basic of Job analysis

Steps in Job Analysis

1 • Decide how to use the information and how to collect it

2 • Review relevant background information

3 • Select representative positions

4 • Conduct the analysis

5 • Verify with the worker and supervisor

6 • Develop a job description and job specification

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 The basic of Job analysis

Employees may be concerned because of –

➢ Resistance to change

➢ Possible changes to job duties

➢ Changes to pay

➢ Lack of trust of consequences

➢ The same job title may have different responsibilities and pay rates in different
departments

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Methods of collecting job analysis information

Observation Interview

Participants
Questionnaire
’ diary

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 Methods of collecting Job Analysis

Widely Used: The Interview

• Individual interviews with each
employee

• Group interviews with groups of

employees who have the same job

• Supervisor interviews with one or

more supervisors who know the job

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Observation
▪ Observation may be combined with
interviewing

▪ Take complete notes

▪ Talk with the person being

observed – explain what is
happening and why

▪ Ask questions

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 Information collected by HR specialists

Conduct a Questionnaire Session

• Use a specific questionnaire

• Structured or unstructured questionnaires may be

used to obtain job analysis information

• List duties in order of importance or frequency of

occurrence

• Review and verify the data

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 Information collected by HR specialists

Participant Diary
• Time-consuming

• Self-reporting

• Remembering what was done earlier

• Can use dictating machines and

pagers

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 Writing Job Descriptions
1. Job Identification

2. Job Summary

3. Relationships

4. Responsibilities and Duties

5. Standards of Performance

6. Working Conditions and Physical Environment

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 Writing Job Descriptions

1. Job Identification
• Title

• Fair Labor Standards Act (FLSA)

• Date

• Approvals

• Supervisor’s title

• Salary

• Grade level

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 Writing Job Descriptions

2. Job Summary

• General nature

• Major functions or activities

• Includes general statements

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 Writing Job Descriptions

3. Relationships
Vice President
Works with all Employee Relations Works with
department employment
managers and agencies,
executive Human Resource
recruiters, union
management Director
reps, state and
federal agencies,
Department Human Resource
vendors
Secretary Clerk

Test Labor Relations

Administrator Manager

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 Writing Job Descriptions

4. Responsibilities and Duties

• Examples
➢ Establishes marketing goals to ensure share of market
➢ Maintaining balanced and controlled inventories

• Defines the limits of job holder’s authority

➢ Purchasing authority
➢ Discipline
➢ Interviewing and hiring

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 Writing Job Descriptions

5. Standards of Performance
Duty: Meeting Daily Production Schedule
• Work group produces no fewer than 426 units per working day
• Next workstation rejects no more than an average of 2% of units
• Weekly overtime does not exceed an average of 5%

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 Writing Job Specifications
The specification should specify the person’s

❑ Skills on the job

❑ Knowledge of and for the job
❑ Length of experience for the job
❑ Attitude for the job
❑ Preferences
❑ Presentability

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 Writing Job Specifications

Job Specifications for Trained and Untrained Personnel

• For trained personnel – focus on traits, such as:
➢ Length of previous service
➢ Quality of relevant training
➢ Previous job performance
• For untrained personnel – specify qualities, such as:
➢ Physical traits
➢ Personality
➢ Interest
➢ Sensory skills

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 Writing Job Specifications

Specifications Based on Judgment

• Review job’s duties then deducing the human traits and skills the job required

• Using competencies listed on Web-based Job Specifications

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 Writing Job Specifications

Specifications Based on Statistical Analysis

• Refer to the process of

using statistical data and
analysis to identify the key
skills, qualifications, and
characteristics required for
a particular job.

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 Writing Job Specifications

Specifications Based on Statistical Analysis

• This procedure has five steps:
1) Analyze the job, and decide how to measure job performance;

2) Select personal traits that you believe should predict performance;

3) Test candidates for these traits;

4) Measure these candidates’ subsequent job performance;

5) Statistically analyze the relationship between the human trait and job performance

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Activity
• Read the case study and answer question

• Write down your group’s answers and submit them to your

lecturer

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 Case discussion- The Job Description
Based on her review of the stores, Jennifer concluded that one of the first matters she had to attend to involved developing job
descriptions for her store managers. As Jennifer tells it, her lessons regarding job descriptions in her basic management and HR
management courses were insufficient to convince her of the pivotal role job descriptions actually play in the smooth
functioning of an enterprise. Many time during her first few weeks on the job, Jennifer found herself asking one of her store
managers why he was violating what she knew to be recommended company policies and procedures. Repeatedly, the answers
were either “Because I didn’t know it was my job” or “Because I didn’t know that was the way we were supposed to do it.”
Jennifer knew that a job description, along with a set of standards and procedures that specified what was to be done and how to
do it, would go a long way toward alleviating this problem. In general, the store manager is responsible for directing all store
activities in such a way that quality work is produced, customer relations and sales are maximized, and profitability is
maintained through effective control of labor, supply, and energy costs. In accomplishing that general aim, a specific store
managers duties and responsibilities include quality control, store appearance and cleanliness, customer relations, bookkeeping
and cash management, cost control and productivity, damage control, pricing, inventory control, spotting and cleaning, machine
maintenance, purchasing, employee safety, hazardous waste removal, human resource administration, and pest control. The
questions that Jennifer had to address follow.
• Question 1. What information should be included in the store manager’s job description?
• Question 2. How should Jennifer go about collecting the information required for the standards, procedures, and job
description? (specify which method)

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 Multiple choice questions

1. Which term refers to a procedure for determining the duties and skill requirements for a specific job
and the kind of person most suitable for a position?
A) HR management B) job description C) job analysis D) talent management
2. The information resulting from a job analysis is primarily used for writing ________.
A) job descriptions B) corporate objectives C) training requirements
D) performance standards
3. During a job analysis, a human resources specialist will most likely collect information about all of
the following EXCEPT ________.
A) human behaviors B) physical working conditions C) responsibilities of the position D)
employee benefits options

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4. Job analysis is most important because managers use it to ________.
A) apply talent management B) support all HRM activities C) comply with ADA requirements
D) provide employment data to the government
5. Maria, an HR manager at ATX Manufacturing, needs to know what kinds of people to recruit for a
process engineering job at the firm. Which of the following would be most useful for Maria's task?
A) job analysis B) organization chart C) industry standards D) performance appraisal
6. What is the first step in conducting a job analysis?
A) developing a job description B) collecting data on job activities
C) deciding how to use the information D) selecting representative positions to observe
7. Which of the following would LEAST likely involve the use of job analysis information?
A) recruiting decisions; B) training requirements ;
C) performance appraisal D) diversification oversight
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8. Anna, a new employee at Concord Electronics, wants to make sure she understands who to report to
at the firm and the title of various positions. Which of the following would most likely help Anna?
A) organization chart B) workflow analysis
C) process chart D) position analysis

9. Anita, an HR manager, is in the process of conducting a job analysis. She has just finished selecting a
sample of representative positions. What should Anita do next?
A) develop a job description that includes working conditions and responsibilities
B) contact supervisors to verify employees' tasks, responsibilities, and working conditions
C) interview employees to gather information about the job's duties and responsibilities
D) conduct a workflow analysis and develop a diagrammatic process chart for each job

10. What is the final step of the job analysis process?

A) creating a process chart B) writing a job description
C) determining a sample group D) verifying data with supervisors

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