Job Analysis

Job Analysis

 Job Analysis (JA)

– Systematic process of describing and recording information

about

 Job Description

– Purposes of a job

– Essential duties or activities (percentage of time, frequency,

importance)

– Conditions under which the job is performed

– Competencies (skills, knowledge, abilities, and other

attributes) that enable and enhance performance in a job

 Job analysis provides the foundation for all HRM

activities.

 Legal Implications

– Americans with Disabilities Act, Equal Pay Act



HRM 313 - Ch. 5 1

Essential Function Case

 A wheel-chaired applicant for a Senior Shipping

Supervisor position was denied and sued the

company for discrimination against ADA.

 Your denial was based on job duties of the job

description:

– Supervise shipping staff to ensure that procedures are

followed.

– Help shipping when needed.

…....

 Now it’s time to determine the essentiality of the

underlined function to the job.





HRM 313 - Ch. 5 2

Job Analysis Process

Objectives of Job Choices in JA

Analysis

Use JA

• Identify jobs to be • Sources of results

eliminated

information

• Develop new

• Methods to collect

selection tools

information

• Design career paths Other HR

• Tools for JA

• Identify training Activities

• Job focused vs.

needs • Planning

competency

• Develop focused • Recruitment

performance

• Standardized vs. • Selection

measures

customized

• Training





HRM 313 - Ch. 5 3

Basic Terminology

 Position

– Activities carried out by any single person

 Job

– Positions that are functionally interchangeable

 Occupation

– A group of jobs that involve similar

work and require similar

competencies, training, and

credentials



HRM 313 - Ch. 5 4

Sources of Information

Job Incumbents Supervisors

Obtain representative May or may not observe

sample, may inflate skill directly, have “big

or difficulty of job picture”





Subject

Matter

Experts



Trained Job Analysts Customers

Use diverse sources, May have strategic

don’t see all aspects. information

expensive



HRM 313 - Ch. 5 5

Collecting Information

 Observations

– Work Sampling

– May be intrusive, time-consuming

 Interviews (individual or group)

– When hard to observe

– Critical incident information

– Time and money consuming

 Questionnaires

– Economical

– Possible lack of in-depth information

 Diary or Work log

– Kept over an extended period of time

– Patterns are identified and translated into duties

and responsibilities.

– Provides an enormous amount of data



HRM 313 - Ch. 5 6

Task- vs. Competency-oriented

Job Analysis

 Task-oriented

– Focuses on what the job involves in terms

of work activities and outcomes.

 Competency-oriented

– Focuses on the characteristics of job

incumbents that are required to perform

the job well.





HRM 313 - Ch. 5 7

Standardized vs.

Customized Job Analysis

 Generic Job Analysis

– Dictionary of Occupations Titles (DOT), Occupational

Information Network (O*NET)

 Standardized Approach

– Uses standardized job analysis questionnaire.

– Doesn’t need trained job analysts.

– Easy to compare among jobs since it analyzes all types of

jobs using the same items

 Customized Approach

– Limited to organizations that employ many people in the

same job or occupations

– Gathers information from SMEs.

– Vivid description and specific goal orientation

– Takes time and money

HRM 313 - Ch. 5 8

Broadbanding

Clustering jobs into wide tiers

to manage career growth and pay administration



Pay level 1



Pay level 2

Pay range 1

Pay level 3



Pay level 4





HRM 313 - Ch. 5 9