Chapter 3 JOB ANALYSIS FantaLearning Outcomes ® CLO 2 — illustrate properly the procedures and processes in managing human resource ®LLO: ° Understand job analysis process © Understand job analysis ° Explain job analysis approaches ° Understand the use of job analysis information to human resource managementDefinitions ® Job analysis - Systematic process of determining skills, duties, and knowledge required for performing jobs in organization ® Job - Consists of group of tasks that must be performed for organization to achieve its goals ® Position - Collection of tasks and responsibilities performed by one person; there is a position for every individual in organizationDefinitions (Cont.) ® A work group consisting of a supervisor, two senior clerks, and four word processing operators has 3 jobs and 7 positions.Questions Job Analysis Should Answer ® What physical and mental tasks does worker accomplish? ® When is job to be completed? ® Where is job to be accomplished? ® How does worker do job? ® Why is job done? ® What qualifications are needed to perform job?7 Job Analysis: A Basic Human Resource Management ToolJob specification & Job description fications, + is a written statement of educational ‘emotional, specific qualities, level of experience. p! technical and communication skills required to perform a job. responsibilities involved in a eae and other unusual ] iS Soins + Italso includes general health, mental health, intelligence. ae 2. memory, judgment, leadership skills, emotional Sam Seen eta ia TE id creativity, ete oo ee is useful to advertise a specific + Itincludes information such as job title, job location, une ape alicem come ‘involvedJob design Crete ker Were coon tae Cee ec ia cutee Peete tak ci (Sneek Sus eh on Relec Reus Tee a ute coe ORE aia ol em Rae Re aCe aL) Giana outlines the methods and relationships that are en mt eres Rec] eee CRA aC Ce Rar order of the tasks fora job/s Tener Sel eo ee een CL) eeu Mite ee Url eee Chon aC nC! eerJob enlargement is a job design technique wherein there is an increase in the number of tasks associated with a certain job. increasing the scope of one’s duties and responsibilities. The increase in scope is quantitative in nature and not qualitative and at faa tla (3Job rotation ESTs fleor=taa mn ieee unt elo tekee Leesa geet | Pea igus -ulueaecie esc: eerie aaa lene mii sd i$. a pre-planned approach with an objective to test the employee skills and competenciesin Peed etter suctaulast cos oer ula iemetsee ae uR cl ae | employees and determining what he or she is Lefties it reduces the monotony of the job and gives them a wider experience and helps them gain elem ns ne tor /Meniew PSAThe use of job analysis Recruitment and Performance Selection (Creating a Analysis (Evaluation Right Fit biw Fob & Appraisal) and Candidate) [7 Purpose of Job Analysis PBSO1/Chapter 4/HanizalPSA4 mal Recruitment & selection * Helps in determining what kind of person is required to perform a particular job. It points out the educational qualifications, level of experience and technical, physical, emotional and personal skills required to carry out a job in desired fashion. The objective is to fit a right person at a right place.Performance analysis To check if goals and objectives of a particular job are met or not. It helps in deciding the performance standards, evaluation criteria and individual’s output. On this basis, the overall performance of an employee is measured and he or she is appraised accordingly.Training & development a Be used to assess the training and development needs of employees. The difference between the expected and actual output determines the level of training that need to be imparted to employees, It also helps in deciding the training content, tools and equipments to be used to conduct training and methods of training.Compensation management Plays a vital role in deciding the pay packages and extra perks and benefits and fixed and variable incentives of employees. The pay package depends on the position, job title and duties and responsibilities involved in a job. The process guides HR managers in deciding the worth of an employee for a particular job opening.| ie designing & redesigning The main purpose of job analysis is to streamline the human efforts and get the best possible output. * It helps in designing, redesigning, enriching, evaluating and also cutting back and adding the extra responsibilities in a particular job. * This is done to enhance the employee satisfaction while increasing the human output.| _ | Job analysis process | E jIdentification of job analysis purpose * To determine its need and desired output. Spending human efforts, energy as well as money is useless until HR managers don’t know why data is to be collected and what is to be done with it.Who will conduct job analysis * To decide who will conduct it. - Some companies prefer getting it done by their own HR department while some hire job analysis consultants. * Job analysis consultants may prove to be extremely helpful as they offer unbiased advice, guidelines and methods. * They don’t have any personal likes and dislikes when it comes to analyze a job.How to conduct the process ~ Aplanned approach about how to carry the whole process is required in order to investigate a specific job. PBSO1Chapter 3/Haniza/PSAStrategic decision making Deciding the extent of employee involvement in the process, the level of details to be collected and recorded, sources from where data is to be collected, data collection methods, the processing of information and segregation of collected data.Training of job analyst ~ To train the job analyst about how to conduct the process and use the selected methods for collection and recoding of job data. PBSO'Chapter 3HanizalPSAPreparation of job analysis process * Communicating it within the organization is the next step. HR managers need to communicate the whole thing properly so that employees offer their full support to the job analyst. The stage also involves preparation of documents, questionnaires, interviews and feedback forms.Data collection * To collect job-related data including educational qualifications of employees, skills and abilities required to perform the job, working conditions, job activities, reporting hierarchy, required human traits, job activities, duties and responsibilities involved and employee behaviour.Documentation, verification and ‘review : Proper documentation is done to verify the authenticity of collected data and then review it. * This is the final information that is used to describe a specific job.Developing JD & JS * To segregate the collected data in to useful information. * Job Description describes the roles, activities, duties and responsibilities of the job. * job specification is a statement of educational qualification, experience, personal traits and skills required to perform the job.Reasons For Conducting Job Analysis © Staffing - Haphazard if recruiter does not know qualifications needed for job ® Training and Development - If specification lists particular knowledge, skill, or ability, and person filling position does not possess all necessary qualifications, training and/or development is needed © Performance Appraisal - Employees should be evaluated in terms of how well they accomplish duties specified in their job descriptions and any other specific goals that may have been established © Compensation - Value of job must be known before dollar value can be placed on itReasons For Conducting Job Analysis (Cont.) fety and Health - Helps identify safety and health considerations PBSOv/Chapter| Summary of Types of Data Collected "Through Job Analysis e Work Activities - Work activities and processes; activity records (in film form, for example); procedures used; personal responsibility ® Worker-oriented activities - Human behaviors, such as physical actions and communicating on job; elemental motions for methods analysis; personal job demands, such as energy expenditure“Summary of Types of Data Collected | Through Job Analysis (Cont.) ® Machines, tools, equipment, and work aids used ® job-related tangibles and intangibles - Knowledge dealt with or applied (as in accounting); materials processed; products made or services performed ® Work performance - Error analysis; work standards; work measurements, such as time taken for a task: Summary of Types of Data Collected \ Through Job Analysis (Cont.) ® Job context - Work schedule; financial and nonfinancial incentives; physical working conditions; organizational and social contexts ® Personal requirements for job - Personal attributes such as personality and interests; education and training required; work experience© Questionnaires ® Observation ® Interviews ® Employee recording ® Combination of methods SAQuestionnaires ® Typically quick and economical to use ® Structured questionnaire to employees ® Problem: Employees may lack verbal skills ® Some employees tend to exaggerate significance of their tasks PRSONChayObservation ® Job analyst watches worker perform job tasks and records observations ® Used primarily to gather information on jobs emphasizing manual skills ® Used alone is often insufficient ® Difficulty: When mental skills are dominant in a job® Interview both employee and supervisor ® Interview employee first, helping him or her describe duties performed ® Then, analyst normally contacts supervisor for additional information7 _ Employee Recording x ® Describe daily work activities in diary or log ® Problem: Employees exaggerating job importance ® Valuable in understanding highly specialized jobsCombination of Methods ® Usually use more than one method ® Clerical and administrative jobs: questionnaires supported by interviews and limited observation ® Production jobs: interviews supplemented by extensive work observations may provide necessary dataOther Methods Available for Conducting Job Analysis ® Functional Job Analysis ® Position Analysis Questionnaire ® Critical Incident Method ® Computer Job AnalysisFunctional Job Analysis ® Concentrates on the interactions among the work, the worker, and the organization ® Modification of the job analysis schedule ® Assesses specific job outputs and identifies job tasks in terms of task statements e S© Helps in collecting and recording job-related data toa deeper extent. ® It is used to develop task-related statements. © The technique helps in determining the complexity of duties and responsibilities involved in a specific job. ® This work-oriented technique works on the basis of relatedness of job-data where complexity of work is determined on a scale of various scores given to a particular job. ® The lower scores represent greater difficulty. PBSOUChapter 3nerPosition Analysis Questionnaire ® Uses a checklist approach to identify job elements ® Focuses on general worker behaviors instead of tasks ® |94 job descriptors relate to job- oriented elements ® Each job being studied is scored relative to the 32 job dimensionsCritical Incident Method Isa set of human be cedures used for collecting direct observations of avior that have critical significance and meet methodically defined criteria. These observations are then kept track of as incidents, which are then used to solve practical problems and develop broad psychological principles. Accritical incident can be described as one that makes a significant ‘contribution—either positively or negatively—to an activity or phenomenon. Critical incidents can be gathered in various ways, but typically respondents are asked to tell a story about an experience they have had.® CIT is a flexible method that usually relies on five major areas. ® The first is determining and reviewing the incident, then fact-finding, which involves collecting the details of the incident from the participants. © When all of the facts are collected, the next step is to identify the issues. © Afterwards a decision can be made on how to resolve the issues based on various possible solutions. ® The final and most important aspect is the evaluation, which will determine if the solution that was selected will solve the root cause of the situation and will cause no further problems. PBSO1/Chapter 3/Hanifd _ Conducting Job Analysis c People who participate in job analysis should include, at a minimum: © Employee ® Employee's immediate supervisor_ Job Description ® Document that states tasks, duties, and responsibilities of job ® Vitally important job descriptions are both relevant and accurateIrerms Frequently Included In a Job Description ~ © Major duties performed ® Percentage of time devoted to each duty © Performance standards to be achieved ® Working conditions and possible hazards © Number of employees performing the job, and to whom they report © The machines and equipment used on jobContent of a Job Description ® Job Identification - Job title, department, reporting relationship, and job number or code ® Job Analysis Date - Aids in identifying job changes that would make description obsolete ® Job Summary - Concise overview of job ® Duties Performed - Major duties( O*NET, the Occupational Information Network 1 ® Comprehensive government-developed database of worker attributes and job characteristics ® Primary source of occupational information ® Replaces Dictionary of Occupational Titles (DOT)| Job Specification ® Job Specification - Minimum qualifications person should possess to perform particular job ® Should reflect minimum, not ideal qualifications for particular job ® Job specifications are often included as major section of job descriptions“Problems If Job Specifications \_ Are Inflated ® May systematically eliminate minorities or women from consideration ® Compensation costs will increase ® Job vacancies will be harder to filleliness of Job Analysis Rapid pace of technological change makes need for accurate job analysis even more important now and in the future.\ A __ Job Analysis for Tearn Members ® With team design, there are no narrow jobs ® Work departments do is often bundled into teams ® Last duty shown on proverbial job description, “And any other duty that may be assigned,” is increasingly becoming THE job description.Analysis and the Law ® Equal Pay Act - Similar pay must be provided if jobs are not substantially different as shown in job descriptions © Fair Labor Standards Act - Employees categorized as exempt or nonexempt__ Job Analysis and the Law (Cont.) ® Civil Rights Act - Basis for adequate defenses Se against unfair discriminations charges in selection, promotion, and other areas of HR administration ® Occupational Safety and Health Act - Specify job elements that endanger health or are considered unsatisfactory or distasteful by most people ® Americans with Disabilities Act - Make reasonable accommodations for disabled workers‘Trends & Innovations: “Talent Management 7 © Process of anticipating workforce needs, managing current workers, attracting highly skilled workers and integrating and developing them to achieve maximum workforce productivity ® Basically talent management exists to support company objectives © Companies are going to have to be innovative as they attempt to recruit highly talented individuals_ Strategic Planning ® Strategic Planning - Process by e which top management determines overall organizational purposes and objectives and how they are to be achieved © Strategic planning at all levels can be divided into four stepsMISSION DETERMINATION Decide what is to be accomplished (purpose) Determine principles that will guide the effort _ ENVIRONMENTAL ASSESSMENT > mal Determining external conditions, threats, and opportunities al competencies, strengths, weaknesses within ifying corporate-tevel objectives that are: Speci - Challenging, but attainable * Measurable * Time-specific * Documented (written) - STRATEGY SETTING Specifying and documenting corporate-level strategies and planning EMENTATION PBSOV/Chapter amarLy IN | _ Strategy Implementation ® Leadership © Organizational Structure ® Information and Control Systems ® Technology ® Human Resources_ Human Resource Planning Systematic process of matching internal and external supply of people with job openings anticipated in the organization over a specified period of timeHuman Resource Planning Process External Environment ternal Environment Human Resource Planning Forecasting 2 emai rene wana ate Bante Requirements uman urce Renuiements and Availability Availability a =e = ow Ea | Selection |Definitions ® Requirements forecast - Determining number, skill, and location of employees organization will need at future dates in order to meet goals ® Availability forecast - Determination of whether firm will be able to secure employees with necessary skills, and from what sourcesfi _ Forecasting Human Resource \ Requirements easel ® Zero-based forecasting - Uses p current level as starting point for determining future staffing needs ® Bottom-up approach - Each level of organization, starting with lowest, forecasts its requirements to provide aggregate of employment needs.Forecasting Human Resource Requirements (Cont.) ® Relationship between Volume of Sales and Number of Workers Required ® Simulation Models - Simulation is a forecasting technique for experimenting with real-world situation through mathematical model representing that situation. A model is abstraction of the real world.The Relationship of Sales Volume to Number 60 Sales (thousands) PBSO1/Chapter 4/HanizalPSA,Forecasting HR Availability ® Determining whether firm will be able to secure employees with necessary skills, and from what sources ® Show whether needed employees may be obtained within company, from outside organization, or from combination of these sourcesUse of HR Databases ® Many workers needed for future positions may already work for firm. ® Databases include information on all managerial and nonmanagerial employees. ® Companies search databases within company to see if employees with needed qualifications already exist. Growing trend: Automatically notify qualified employees of new positions.ha _ Shortage of Workers Forecasted co ® Creative recruiting ® Compensation incentives — Premium pay is one method ® Training programs — Prepare previously unemployable people for positions ® Different selection standards7 _ Surplus of Employees \ © Restricted hiring — Employees who leave are not replaced ® Reduced hours ® Early retirement ® Downsizing - LayoffsDownsizing ® Also known as restructuring and ig ® Reverse of company growing a' suggests one-time change in orga on and number of people employed ® Typically, both organizational structure and number of people in the organization shrink for purpose of improving organizational performanceSystem Used In the Event of Downsizing ~ © Unionized - Seniority usually is the basis ® Union-free - Productivity and needs of the organization ® Retention bonuses are used to entice terminated employees to remain for short periods of time to ensure continued services\ Negative Aspects of Downsizing ® Cost associated with low morale of those remaining ® Layers removed, making advancement in organization more difficult ® Workers may seek better opportunities, fearing they may be in line for layoffs"Negative Aspects of ‘Downsizing (Cont.) | © Employee loyalty significantly reduced ® Institutional memory lost ® Remaining workers required to do more ® When demand for products/services returns, firm may realize it has cut too deep ® May be an increase in number of discrimination lawsuits_ Outplacement | ® Laid-off employees given assistance in finding employment elsewhere ~ © Companies use outplacement to BR ‘ take care of employees by x moving them successfully out of company rather than having to do it on their owncession Planning Process of ensuring that qualified persons are available to assume key managerial positions once the positions are vacant cs Goal is to help ensure a smooth transition and operational efficiency ter iHanizalPSADisaster Planning ® Should focus on catastrophes that range from natural calamities such as hurricanes, earthquakes, and floods to man-made crises such as 9/1 | ® Always significant human resource issues to address ® Hurricanes Katrina, Rita, Gustav, and IkeCu - Human Resource Information Systems ~(HRIS) Stax Any organized approach ~ for obtaining relevant and timely information on which to base HR decisionsHUMAN RESOURCE INFORMATION SYSTEM Goal: Integrate Core Processes into Seamless System A Output D: ° c qr . df Job a Employee Tracking Recruitm Diversity Programs Selection/Job Posting! Hiring Decisions Employee Referral Training Programs/E- TRO! learning/Management Succession Performance Appraisal ‘Compensation Compensation Programs Benefits Benefit Programs (2.9. Safety prescription drug programs) Health Programs (e.g., Employee Rea Assistance Programs) Labor Relations Bargaining Strategies Employee Relations Employee Services ‘Manager and employee self-service Is available._ Manager Self-Service _ © Use of software and corporate network to automate paper-based processes requiring manager’s approval, record-keeping or input, and processes that support manager's job ® MSS can help managers develop and grow staff and assist employees in determining their career paths and developing required competenciesEmployee Self-Service (ESS) © Processes that automate transactions formerly labor- intensive for employees and HR professionals © ESS applications can free up valuable HR staff time, reducing administrative time and costs( _ Job Design A ~ ® Process of determining specific tasks to be performed, methods used in performing these tasks, and how job relates to other work in organization ® Job enrichment - Basic changes in content and level of responsibility of job, to provide greater challenge to worker_____ Job Design (Cont.) X \ ® Job enlargement - Changes in scope of job to provide greater variety to worker ® Reengineering - Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service and speedA Global Perspective: India Getting the | Job Done, but Differently NS ® Indian companies invested $6 billion in U.S., which created jobs for Americans © Most Indian companies going global have adopted strategy of ‘not rocking the boat’ at their newly acquired foreign operations ® Gaining an appreciation of local laws and customs is important ® Language and food choices often present challengesThis work is protected by United States copyright laws and is provided solely for thi instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including an the World Wicle Web) will destroy the integrity of the work and is not permit- ‘ted. The work and materials from it should never be made students exces instructors using the accompanying classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials, j All ights reserved. No part of this publication may be reproduced, stored in a resticval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall