JOB ANALYSIS DEFINITION

1 2 3
The systematic study of the It is the foundation for Job analysis is the process of
tasks, duties, and almost all human resources determining the work
responsibilities of a job and activities (Aamodt, 2010). activities and requirements,
the qualities needed to and the job description is the
perform it (Riggio, 2008). written result of the job
analysis (Aamodt, 2010).
  Writing Job Description
 It is a detailed description of job tasks, procedures, and
responsibilities; the tools and equipment used; and the
end product or service.
Products of Job
Analysis  Employee Selection
 It is only possible to select employees if there is a clear
understanding of the tasks performed and the
competencies needed to perform those tasks. By knowing
the requirements, it is possible to choose tests and
develop interview questions that will determine the
needed KSAos in a particular job.
Training
 It is difficult to see how employees can be trained unless the requirements of
the job are known. Job analyses yield lists of job activities that can be
systematically used to create training programs.

Person power Planning

 Seldom employed use of job analysis is to determine worker mobility within an
organization. Many organizations have a policy of promoting the person who
performs the best in the job. Although it has an advantages, there’s a tendency
that it will result to Peter principle- promoting employees until they eventually
reach their highest level of incompetence. Ex. Promoting an employee based on
sales alone.
Performance Appraisal
 It is use for construction of a performance appraisal instrument. As in
employee selection, the evaluation of employee performance must be job
related.

Job Classification
 Job analysis enables a human resources professional to classify jobs into
groups based on similarities in requirements and duties. Job classification is
useful for determining pay levels, transfers, and promotions.

Job Evaluation
 Job analysis information can also be used to determine the worth of a job. Job
evaluation is an assessment of the relative value of a job to determine
appropriate compensation.
Job Design
 Job analysis information can be used to determine the optimal way in which a job
should be performed.

Job Specification

 A job analysis leads to job specification, which provides information about the human
characteristics required to perform the job, such as physical and personal traits, work
experience, and education.
Compliance with Legal Guidelines
 One legally acceptable way to directly determine job relatedness is by job
analysis.
 Job analysts often become aware of
certain problems within an organization.
For example, during a job analysis
interview, an employee may indicate
Organizational Analysis that she does not know how she is
evaluated or to whom she is supposed to
report. The discovery of such lapses in
organizational communication can then
be used to correct problems and help an
organization function better.
 WRITING JOB DESCRIPTION

• For a job description to be of value it must describe a job in

enough detail that decisions about activities such as
selection and training can be made.
• The PROBLEM is that an employee, referring to the
job description as support, might respond, “It’s not my
job.”
• The SOLUTION to this problem can be countered by two
arguments:

• The first is that duties can always be added to a job

description, which can, and should, be updated on a
regular basis.

• the phrase “and performs other job-related duties as

assigned” should be included in the job description.
 Sections in writing Job Description

Job Title
 >Describes the nature of the job.
 >Provide workers with some form of identity.
 >Job titles can also affect perceptions of the status and worth of a
job.
Brief Summary

 The summary need be only a paragraph in length but should briefly

describe the nature and purpose of the job. This summary can be
used in help-wanted advertisements, internal job postings, and
company brochures.
Work Activities
 The work-activities section lists the tasks and activities in which the
worker is involved. These tasks and activities should be organized into
meaningful categories to make the job description easy to read and
understand. The category labels are also convenient to use in the brief
summary.

Tools and Equipment Used

 Even though tools and equipment may have been mentioned in the
activities section, placing them in a separate section makes their
identification simpler. Information in this section is used primarily for
employee selection and training.
Job Context
This section should describe the environment in which
the
employee works and should stress level,
mention schedule, physical work of
demands, level
temperature, responsibility,
number of coworkers, degree of danger, and any
other relevant information.

Work Performance
The job description should outline standards of performance.
This section contains a relatively brief description of how an
employee’s performance is evaluated and what work standards
are expected of the employee.
Compensation Information
 This section of the job description should contain information on the
salary grade, whether the position is exempt, and the compensable
factors used to determine salary.

Job Competencies
 This section contains what are commonly called job specifications or
competencies. These are the knowledge, skills, abilities, and other
characteristics (KSAOs) (such as interest, personality, and training)
that are necessary to be successful on the job.
Preparing for a Job Analysis
Who will conduct the analysis? o Internal Department (may
include Human resource, compensation, training, engineering)
o Internal task force
o Supervisors
o Employees/job incumbents
o Consultants
o Interns/class projects

How Often Should a Job Description Be Updated?

• If the job changes significantly.
• Job Crafting
the informal changes that employees make in their jobs.
Conducting Job Analysis

 Identify tasks performed through observations, job

participation, existing data, interviews SMEs, job diaries and
surveys.

 Write task statements which will be used in task inventory and

included in the job description (must contain what is done, to
which the action is done, where the task is done, how it is done,
why it is done, and when it is done).
Rate task statements
 Conduct a task analysis —using a group of SMEs to rate each task statement on
the frequency and the importance or criticality of the task being performed.

Determine essential KSAOs.

 A knowledge is a body of information needed to perform a task. A skill is the
proficiency to perform a learned task.
 An ability is a basic capacity for performing a wide range of different
tasks, acquiring a knowledge, or developing a skill.
 Other characteristics include such personal factors as personality, willingness,
interest, and motivation and such tangible factors as licenses, degrees, and years
of experience.
Selecting tests to tap KSAOs.

Tests such as interviews, work samples (portfolio),

ability tests, personality tests, reference checks,
integrity tests, biodata, and assessment centers.
Specific Job Analysis Techniques

Position Analysis Questionnaire (PAQ)

 It is a structured instrument developed at Purdue
University by McCormick, Jeanneret, and Mecham
(1972). It is a job analysis technique that uses a
structured questionnaire to analyze job according to 187
job statements, grouped into 6 categories.
• Job Structure Profile (JSP)
-A revised version of the PAQ was developed by Patrick
and Moore (1985)
-The major changes in the revision, which is called the
Job Structure Profile (JSP), include item content and
style, new items to increase the discriminatory power
of the intellectual and decision-making dimensions,
and an emphasis on having a job analyst, rather than
the incumbent, use the JSP.
 Job Description Sections
Job Analysis
Specific General Job
Methods Tools Performance Compensation Competencies
Tasks Duties Context
Interview X X X X X X X
Observation X X X X X
Job X X X X X
Participation
Evaluation of PAQ
JSP
X
X
X
X
X
X
Methods JEI
FJA
X
X
X X

  JCI
AET
X
X
X

O*NET X X
CIT X X
TTA X
F-JAS X
JAI X
PPRF X
 Evaluation of the Methods
 The PAQ is seen as the most standardized technique and the CIT the least
standardized.
 TheCIT takes the least amountof job analyst training
and task analysis the most.
 The PAQ is the least costly method and the CIT the most.
 The PAQ takes the least amount of time to complete
and task analysis the most.
 Task analysis has the highest-quality results and TTA the lowest.
 Task analysis reports are the longest and job-elements reports the shortest.
 The CIT has been rated the most useful and the PAQ the least.
 Task analysis gives the best overall job picture and the
PAQ the worst.
 Job Evaluation
• Itis the process of assessing the relative value of to
determine
jobs appropriate compensation. A job evaluation is typically
done in two stages: determining internal pay equity and
determining external pay equity.
• Internal pay equity involves comparing jobs within an organization
to ensure that the people in jobs worth the most money are paid
accordingly. The difficulty in this process, of course, is determining
the worth of each job.
• With external equity, the worth of a job is determined by
comparing the job to the external market (other organizations).
External equity is important if an organization is to attract and
retain employees. In other words, it must be competitive with the
compensation plans of other organizations.
 STEPS PROCESS
Step 1: Determining Compensable job factors – these are factors such as level of
Compensable Job Factors responsibility, physical demands, mental demands, education
requirements, training and experience requirements, and
working condition.
Step 2: Determining the Determine the levels of each factor.
Levels for Each
Compensable Factor Examples:
 Education
Determining Internal Pay Equity o High school degree or less
o Two-year college degree
o Bachelor’s degree
o Master’s degree
 Responsibility
o Makes no decisions
o Makes decisions for self
o Makes decisions for 1-5 employees
o Makes decisions for more than 5 employees
 Physical demands
o Lifts no heavy objects
o Lifts objects between 25 and 100 pounds
o Lifts objects more than 100 pounds
Step 3: Determining the In determining the weights of the factors, it is important to
Factor Weights know which factor should weigh more than the others. The
following is the process for doing the weight assignment:
1. A job evaluation committee determines the total
number of points that will be distributed among the
factors. Usually the number is some multiple of 100 (e.g.,
100, 500, 1000) and is based on the number of
compensable factors. The greater the number of factors,
the greater the number of points.
2. Each factor is weighted by assigning a number of points.
The more important the factor, the greater the number
of points that will be assigned.
3. The number of points assigned has been assigned to a
factor is then divided into each of the levels.
Example: If 100 points is assigned to the factor of
education, then 20 points (100points/5 degrees) would
be assigned to each level.

The job evaluation committee takes the job description

for each job and assigns points based on the factors and
degrees created in the previous steps.
 How to determine external equity?

 External equity is determined through salary surveys. Salary surveys are

questionnaires sent to other organizations to see how much they are paying their
employees in positions similar to those in the organization sending the survey
(Aamodt, 2016). Through the survey, the organization can decide where it wants
to be in relation to the compensation policies of other organizations (known as
market position).
 Information obtained from the survey:
o salary range
o starting salary
o actual salaries paid
o benefits
 It is the notion that jobs
Comparable that require equivalent
Worth KSAOs should be
compensated equally.
END