Chapter 4 Job Analysis

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					        Chapter 4: Job Analysis

• What is a job analysis (JA)?
     “The procedure for determining the
  duties and skill requirements of a job
  and the kind of person who should be
  hired for it”
                         JA Example
• One way to conduct a JA…
• Tasks - Importance, frequency, time
  spent (criticality)
• Knowledge, Skills, Abilities and Other
  qualifications = “KSAOs”
               What is a Job
• It is one product* of a job analysis

• “A list of a job’s duties,
  responsibilities, reporting
  relationships, working conditions, and
  supervisory responsibilities”
     *JA does not ≠ a Job Description*
                                  What Is JA?
• The Process of Defining the Job
  – Backbone of HRM practices (e.g., selection,
    training, performance appraisals)
• Defining KSAOs Required for the Job
  – All About the Job not About the Incumbent
• Identifies Competencies Required for the
  Incumbent Holding the Job
  – All About the Person-In-Job
                         Timing of JA
• Continual Process
  – Begins With Creation of New Job
• Periodic Updates
  – Watch for Job Shift
  – Respond to Market Shift
• Keep Old Jobs Off of the Books
  – Time Prohibitive Process…Don’t Add to It
           “How To” Conduct JA
• Decide on the Use of JA
• Chart the Job
  – Organization and Process
• Find Key or Benchmark Jobs
• Collect Data
  – Multiple Methods Preferred
• Subject Matter Experts (SMEs)
• Write Job Descriptions/Specifications
                      Choosing the Data
• Weigh the           Collection Method
   – Each Organization     • Position Analysis
     Differs                 Questionnaire (PAQ)
                              – Info-Laden and
• Interviews, Employee
  Surveys, and Employee
  Diaries                     – Copyrighted and
   – Timely, Relatively
                           • O*Net
                              – Replaced the Dictionary
   – Social Desirability
                                of Occupational Titles
• Time and Motion             – Internet-Ready and
  Studies                       Available
   – Thorough Yet Cost
             Why Conduct and Re-
                    Evaluate JA?
• All HRM Practices          • Legally Defensible
  Flow From JA                  – Challenges to:
  – Recruiting                     • Discriminatory Hiring
     • Whom do We Recruit?         • Compensable Factors of
  – Interviews                     • Promotion and Raise
     • What Questions do             Challenges
       We As?                      • Collective Bargaining
  – Performance              • Choice: Pay Upfront or
                               Settle Lawsuits
     • What Factors are
          Challenges of JA in the
              Modern Workplace
• Does JA Limit Organizations…
  –   Job Enlargement?
  –   Job Enrichment?
  –   Job Rotation?
  –   A “Boundaryless” Organization?
• Is JA Feasible in Modern Organizations?
• Should we use competency based JA?