Human Resource Management - Chapter 4 pot

© 2008 Prentice Hall, Inc.
© 2008 Prentice Hall, Inc.
All rights reserved.
All rights reserved.
PowerPoint Presentation by Charlie Cook
PowerPoint Presentation by Charlie Cook
The University of West Alabama
The University of West Alabama
1
Human Resource
Human Resource
Management
Management
ELEVENTH EDITION
ELEVENTH EDITION
G A R Y D E S S L E R
G A R Y D E S S L E R
Job Analysis
Job Analysis
Chapter 4
Chapter 4
Part 2 | Recruitment and Placement
Part 2 | Recruitment and Placement
© 2008 Prentice Hall, Inc. All
rights reserved. 4–2
After studying this chapter, you should be able to:
1.
1.
Discuss the nature of job analysis, including what it is
Discuss the nature of job analysis, including what it is
and how it’s used.

and how it’s used.
2.
2.
Use at least three methods of collecting job analysis
Use at least three methods of collecting job analysis
information, including interviews, questionnaires, and
information, including interviews, questionnaires, and
observation.
observation.
3.
3.
Write job descriptions, including summaries and job
Write job descriptions, including summaries and job
functions, using the Internet and traditional methods.
functions, using the Internet and traditional methods.
4.
4.
Write job specifications using the Internet as well as
Write job specifications using the Internet as well as
your judgment.
your judgment.
5.
5.
Explain job analysis in a “jobless” world, including
Explain job analysis in a “jobless” world, including
what it means and how it’s done in practice.
what it means and how it’s done in practice.
© 2008 Prentice Hall, Inc. All
rights reserved. 4–3
Methods of Collecting Job Analysis

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

Distorted information
•
Interview Formats
Interview Formats

Structured (Checklist)
Structured (Checklist)

Unstructured
Unstructured
© 2008 Prentice Hall, Inc. All
rights reserved. 4–4
Methods of Collecting Job Analysis
Methods of Collecting Job Analysis
Information: Questionnaires
Information: Questionnaires
•
Information Source
Information Source

Have employees fill out
Have employees fill out
questionnaires to describe
questionnaires to describe
their job-related duties and
their job-related duties and
responsibilities
responsibilities
•
Questionnaire Formats

Questionnaire Formats

Structured checklists
Structured checklists

Open-ended questions
Open-ended questions
•
Advantages
Advantages

Quick and efficient way to
Quick and efficient way to
gather information from
gather information from
large numbers of
large numbers of
employees
employees
•
Disadvantages
Disadvantages

Expense and time
Expense and time
consumed in preparing
consumed in preparing
and testing the
and testing the
questionnaire

questionnaire
© 2008 Prentice Hall, Inc. All
rights reserved. 4–5
Methods of Collecting Job Analysis
Methods of Collecting Job Analysis
Information: Observation
Information: Observation
•
Information Source
Information Source

Observing and noting the
Observing and noting the
physical activities of
physical activities of
employees as they go
employees as they go
about their jobs
about their jobs
•
Advantages
Advantages

Provides first-hand
Provides first-hand
information
information

Reduces distortion of
Reduces distortion of

information
information
•
Disadvantages
Disadvantages

Time consuming
Time consuming

Difficulty in capturing
Difficulty in capturing
entire job cycle
entire job cycle

Of little use if job involves
Of little use if job involves
a high level of mental
a high level of mental
activity
activity
© 2008 Prentice Hall, Inc. All
rights reserved. 4–6
Methods of Collecting Job Analysis
Methods of Collecting Job Analysis
Information: Participant Diary/Logs
Information: Participant Diary/Logs
•
Information Source
Information Source


Workers keep a
Workers keep a
chronological diary/ log of
chronological diary/ log of
what they do and the time
what they do and the time
spent on each activity
spent on each activity
•
Advantages
Advantages

Produces a more complete
Produces a more complete
picture of the job
picture of the job

Employee participation
Employee participation
•
Disadvantages
Disadvantages

Distortion of information
Distortion of information

Depends upon employees
Depends upon employees
to accurately recall their
to accurately recall their

activities
activities
© 2008 Prentice Hall, Inc. All
rights reserved. 4–7
Quantitative Job Analysis Techniques
Quantitative Job Analysis Techniques
Position Analysis
Questionnaire
Functional Job
Analysis
Quantitative Job
Analysis
Department of
Labor (DOL)
Procedure
© 2008 Prentice Hall, Inc. All
rights reserved. 4–8
Writing Job Descriptions
Writing Job Descriptions
Job
Identification
Job
Summary
Responsibilities
and Duties
Authority of the
Incumbent
Standards of
Performance
Working

Conditions
Job
Specifications
Sections of a
Typical Job
Description
© 2008 Prentice Hall, Inc. All
rights reserved. 4–9
Writing Job Specifications
Writing Job Specifications
Specifications for
Trained Versus
Untrained
Personnel
Specifications
Based on
Statistical
Analysis
“What traits and
experience are required
to do this job well?”
Specifications
Based on
Judgment
© 2008 Prentice Hall, Inc. All
rights reserved. 4–10
Job Analysis in a “Jobless” World
Job Analysis in a “Jobless” World
Job
Enlargement

Job
Enrichment
Job Design:
Specialization and
Efficiency?
Job
Rotation
© 2008 Prentice Hall, Inc. All
rights reserved. 4–11
Job Analysis in a “Jobless” World (cont’d)
Job Analysis in a “Jobless” World (cont’d)
Flattening the
Organization
Reengineering
Business
Processes
Dejobbing the
Organization
Using Self-
Managed Work
Teams
© 2008 Prentice Hall, Inc. All
rights reserved. 4–12
K E Y T E R M S
job analysis
job analysis
job description
job description
job specifications
job specifications

organization chart
organization chart
process chart
process chart
diary/log
diary/log
position analysis questionnaire
position analysis questionnaire
(PAQ)
(PAQ)
U.S. Department of Labor (DOL)
U.S. Department of Labor (DOL)
job analysis procedure
job analysis procedure
functional job analysis
functional job analysis
Standard Occupational
Standard Occupational
Classification (SOC)
Classification (SOC)
job enlargement
job enlargement
job rotation
job rotation
job enrichment
job enrichment
dejobbing
dejobbing
boundaryless organization
boundaryless organization

reengineering
reengineering
competencies
competencies
competency-based job analysis
competency-based job analysis
performance management
performance management