CH3-JA by warri3


									Job Analysis Chapter # 3


Learning Objectives
 




  

Know the purposes of conducting a job analysis. List the steps required to conduct a job analysis. Compare the methods of conducting a job analysis. Understand the pros and cons of job analysis interviews. Know the advantages of utilizing various questionnaires. Identify the data contained in a job description. Know how to prepare job specifications. Understand the role of job analysis in a "jobless" world.

Job Analysis

Job Analysis
 The

procedure for determining the duties and skill requirements of a job and the kind of person who should be hired.
– Procedure – Two products;
and responsibilities (JD)  Skill requirements and kind of person (JS)
 Duties


Job Analysis

Job Analysis Products
 Job

duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities.

Description, JD – A list of a job’s

 Job

“human requirements,” that is, the requisite education, skills, personality, and so on.

Specification, JS – A list of job’s

Job Analysis

Why Job Analysis?



Job Analysis

Job Analysis Information

Work Activities


Human Behaviors

– Actual Work Activities – How, Why, When – Sensing, communicating, deciding, and writing – Job demands – Traveling, etc. – Tools used, knowledge dealt with

   

Machines, Tools, Equipment, and Work Aids Performance Standards Job Context
– Duties’ quality and quantity levels

Human Requirements

– Physical working conditions, work schedules, whom to interact

– Knowledge, skills, and personal attributes (aptitudes, physical characteristics, personality, interests, etc.)


Job Analysis

Uses of Job Analysis Information
Job Analysis

Job Description and Job Specification

Recruitment and Selection Decisions

Performance Appraisal

Job Evaluation – Wage and Salary Decisions (Compensation)

Training Requirements


Job Analysis

Steps in Job Analysis
Step 1:- Decide how you will use the information Step 2:- Review relevant background information Step 3:- Select representative position Step 4:- Actually analyze the job Step 5:- Verify job analysis information Step 6:- Develop a job description and job specification


Job Analysis

Process Chart
Input From Plant Managers Input From Supplier

Job Under Study Inventory Control Clerk

Information Output to Plant Managers

Inventory output to Plant Managers


Job Analysis

Methods of Collecting Job Analysis Information

– – – –

Questionnaire  Observations  Employee Diary / Logs  Quantitative Techniques  Using Multiple Sources of Information

Types, purpose Pros & Cons Typical Questions Interview Guidelines

Job Analysis

Characters of Job Analysis
Employee / The Job Under Study

Job Analyst / Consultant / Job Manager

Employee’s Supervisor


Job Analysis

Writing Job Descriptions
Identification  Job Summery  Relationship  Responsibilities and Duties  Standards of Performance and Working Conditions
 Job

Job Specification

Job Analysis

The modern world is on the verge of another huge leap in creativity and productivity, but the job is not going to be the part of tomorrow’s economic reality. There still is and will always be enormous amounts of work to do, but it is not going to be in the contained in the familiar envelops we call jobs. In fact, many organizations are today well along the path towards being “de-jobbed.”

Job Analysis

Job Analysis in A JOBLESS World


Job Analysis

Specialized to Enlarged Jobs

Job Enlargement – Assigning workers

additional same-level activities, thus increasing the number of activities they perform.


Job Rotation – Systematically moving workers
from one job to another.


Job Enrichment – Redesigning jobs in a way

that increases the opportunity for the worker to experience feeling of responsibility, achievement, growth, and recognition.


De-jobbing – Broadening the responsibilities of
the company’s jobs, and encouraging employees not to limit themselves to what’s on their job descriptions.


Job Analysis

Why De-jobbing
Flatter Organizations  Work Teams  The Boundary-less Organization –

Marked by the widespread use of teams and similar structural mechanism that reduce and make more permeable the boundaries that typically separates departments.


Reengineering –

The fundamental rethinking and radical redesign of business process to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.


The Future of Job Descriptions

Job Analysis

HRM / Your Challenge
For multi-dimensional and changing jobs, companies don’t need people to fill a slot, because the slot will be only roughly defined. Companies need people who can figure out what the jobs takes and do it, people who can create the slot that fits them. More over, the slot will be keep changing.

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