HUman resource managemenr 2e s keiman chapter4

Chapter 4
Analyzing Jobs

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

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HRM and Competitive Advantage
HR Planning

Job Analysis
Recruitment
Selection

Training/Develop.
Performance App.
Compensation
Productivity Imp.

Competence
Motivation
Work Attitudes

Output
Retention
Legal Compliance
Company Image

Cost

Leadership
Product
Differentiation

Workplace Justice
Unions
Safety & Health
International
Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

4-2


Linking Job Analysis Practices to
Competitive Advantage
Competent, Motivated
Employees With Positive
Job Attitudes
Effective
Job Analysis

Competitive
Advantage

Job-Related
HRM

Minimized HRM-Related
Lawsuits

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

4-3


Uses of Job Analysis
Training &
Development

Recruitment/
Selection
Performance
Appraisal

Job Analysis
Foundations

Employee
Discipline
Safety & Health
Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

Compensation

Performance
Improvement
Programs

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Job Analysis Decisions

• What type of information will be collected?
• How will the information be collected?
• How will the information be recorded or
documented?

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

4-5


Job Analysis Information
Job Context
plant assembly
line

Worker
Requirements
knowledge, skills,
abilities

Job Content
assemble boxes

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

4-6


Job Content Information
• What the worker does
• The purpose of the action
• The tools, equipment, or machinery used
in the process
• Task importance
• Expected performance levels
• Training needed

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

4-7


Job Context
•
•
•
•
•
•
•
•

Reporting relationships
Supervision received
Judgment
Authority
Personal contacts
Working conditions
Physical demands
Personal demands

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

4-8


Worker Requirements Information
•
•
•
•
•

Knowledge
Skills
Ability
Personal characteristics
Credentials

Human Resource Management, 2/E, Lawrence S. Kleiman

© 2000 by South-Western College Publishing

4-9


How to Gather Job Information
• Interviews
• Observation
• Questionnaires

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

4-10


Job Analysis Interview

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

4-11


Strengths of Job Analysis Interview
• Most frequently used
• Can be used to collect all types of job
analysis information
• The only way to collect some types of job
analysis information

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

4-12


Weakness of Job Analysis Interview
• Incumbents may inflate their jobs
• May reveal only a superficial view of the job
• Time consuming

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

4-13


Job Analysis Observation

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

4-14


Job Analysis Observation Strengths
• Can determine real rather than estimated time spent
on tasks
• Not subject to self-report biases or

misunderstandings
• Can check consistency of results by comparing notes
• Useful for complex jobs
• Useful for identifying subtasks

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

4-15


Job Analysis Observation Weaknesses
• Irregularly performed tasks are difficult to capture.
• Not all tasks are observable.
• Some workers behave atypically when observed.

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

4-16


Job Analysis Questionnaires

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

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Types of Job Analysis Questionnaires
• Job analysis
inventory
• Task inventory
• Ability inventory

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

4-18


Job Analysis Questionnaires Strengths
• Can get information from several people
simultaneously
• Information can be collected quickly
• Can be used to group jobs
• Can be used to determine workers’ training
needs

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

4-19


Job Analysis Questionnaires Weaknesses
• Limited applicability
• Bias and self-inflated responses are possible

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

4-20


Determining How Job Analysis
Information will be Recorded
• Job descriptions---general purpose
• Job descriptions---special purpose
– Ability Requirements Approach
– Position Analysis Questionnaire
– Critical Incident Technique
– Versatile Job Analysis

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

4-21


General Purpose Job Description
Job Identification
Job Summary
Essential Functions
Job Specifications

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

4-22


General Purpose Job Descriptions
Strengths
• Vital HRM tool
• Can be used for
many purposes

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

Weaknesses
• Brief
• Deficient for some
purposes

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VERJAS
• Duties
• Tasks
• Task ratings
– importance
– needed training
• Job context
• Competencies

Human Resource Management, 2/E, Lawrence S. Kleiman

© 2000 by South-Western College Publishing

4-24


Ability Requirements Approach
• Mental abilities
• Perception abilities
• Psychomotor
abilities
• Physical abilities
• Sensory abilities

Human Resource Management, 2/E, Lawrence S. Kleiman
© 2000 by South-Western College Publishing

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