10-Apr-11

Human Resource Certificate/Diploma

CHRM 201
Workforce Planning & Staffing
Spring 2011
11-04-2011

Instructor: Roueida Maamoun

Job Analysis
Chapter 5
Learning outcomes

Define job analysis and understand its importance in
human resource management

List the steps in job analysis

Identify the different sources in data collection

Job Analysis

Job Analysis defined:
The process of getting detailed information about the
requirements of jobs in organizations to ensure a match
between these requirements and individuals’ aptitudes .

Products resulting from JA:

Job descriptions : TDRs + working conditions , reporting
relationships, supervisory responsibilities

Job specifications: KSABs

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Types of Information Collected

Work
activities

Human Human
requirements behaviors
Information
Collected Via
Job Analysis
Machines, tools,
Job
equipment, and
context
work aids

Performance
standards

Importance of JA to HR Manager

Career Planning
Work Redesign

HR Planning Job Evaluation

Job
Analysis

Training &
Recruitment
Development

Recruitment
Performance Appraisal
&Selection
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Importance of JA to Line Managers

Understand work-flow

Job
Analysis Make correct
Information hiring decisions

Evaluate performance

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Steps in Job Analysis

Steps in doing a job analysis:

1 Decide how you’ll use the information.

2 Review relevant background information.

3 Select representative positions.

4 Actually analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

Collecting Job Analysis Information

Methods for Collecting Job Analysis Information

Interviews Observations Diaries/Logs Questionnaires

Interviews

Information Sources

Individual employees

Groups of employees

Supervisors with
knowledge of the job

Advantages

Quick, direct way to find
overlooked information

Disadvantage

Distorted information

Interview Formats

Structured (Checklist)

Unstructured

Some typical questions:

What is the job being performed?

What are the major duties of your
position?

What physical locations do you work
in ?

What are the education, experience
& skill required?

In what activities you participate?

What are the jobs’ responsibilities &
duties?

What are the basic accountabilities
or performance standards that typify
your work?

What are the job’s physical
demands?

Are you exposed to any hazards or
unusual working conditions?

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Job Analysis Questionnaire for Developing Job Descriptions

Note: Use a
questionnaire like
this to interview job
incumbents, or have
them fill it out.

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Job Analysis Questionnaire for Developing JD- Cont’d

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Observations

Information Source
Disadvantages

Observing and noting the
Time consuming
physical activities of
Reactivity response distorts
employees as they go about employee behavior
their jobs by managers.
Difficulty in capturing

Use observation & entire job cycle
interviewing together
Of little use if job involves a

Advantages high level of mental activity

Provides first-hand
information

Reduces distortion
of information

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Diary/Logs

Information Source

Workers keep a
chronological diary or log
of what they do and the
time spent on each activity

Advantages

Produces a more complete
picture of the job

Employee participation

Disadvantages

Distortion of information

Depends upon employees to
accurately recall their
activities

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Questionnaires

Information Source

Administer to job
incumbents and/or their
supervisors to describe the
job-related duties and
responsibilities

Questionnaire Formats

Structured checklists

Open-ended questions

Advantages

Quick and efficient way
to gather information
from large numbers of
employees

Disadvantages

Expense and time consumed
in preparing and testing the
questionnaire

Distortion of information

One of the most known questionnaires is PAQ

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Position analysis questionnaire (PAQ)

One of the broadest and most well researched
instruments for analyzing jobs

It is a standardized questionnaire consisting of 195 job
elements that measure six major categories of each job
Information input Where & how a worker gets information needed to
perform the job
Mental processes Reasoning, decision making , planning & information
processing activities that are involved in performing the
job
Work output Physical activities , tools and devices used by the worker
to perform the job
Relationships with other Types of relationships with others required in
persons performing the job
Job context Physical and social contexts where the work is
performed
Other characteristics Activities , conditions & characteristics other than
previously described relevant to the job 16

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Example of an item in PAQ

Job analyst is asked uses multiple choice alternatives to
describe the job on each of the 195 items.
One item from the PAQ
MENTAL PROCESSES
Reasoning in problem solving ( indicate , using the code below, the level of reasoning that is
required of the worker in applying knowledge , experience and judgment to problems)
1- Very limited (uses common sense to carry out simple or relatively uninvolved instructions;
eg, hand assembler, mixing machine operator)
2- Limited (uses some training and/or experience to select from a limited number of solutions
the most appropriate action or procedure in performing the job, eg , salesperson, electrician
apprentice, library assistant)
3- Intermediate (uses relevant principles to solve practical problems & to deal with a a variety
of concrete variables in situations where only limited standardization exists, eg supervisor,
technicians)
4- Substantial ( uses logic or scientific thinking to define problems , collect information ,
establish facts, and draw valid conclusions, eg petroleum engineer, manager of a chain store)
5-Very substantial (uses principles of logical or scientific thinking to solve a wide range of
intellectual and practical problems, eg research chemist, nuclear physicist, corporate president,
manager of a large branch or plant)
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Portion of a Completed Page from the PAQ

The 195 PAQ elements are

grouped into six dimensions.
This exhibit lists 11 of the
“information input” questions
or elements. Other PAQ pages
contain questions regarding
mental processes, work
output, relationships with
others, job context, and other
job characteristics.

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The Occupational Information Network

(O*Net)

Dictionary of Occupational Titles (DOT) , introduced in 1930s,
linked the demand for skills and the supply of skills in the US
workforce after the Great Depression.

It provided descriptive information regarding 12000 jobs as well
as some of the requirements of successful job incumbents.

System served the country for 60 years before it was abandoned
in 1998 and the DOL developed an entirely new system for
classifying jobs referred to as Occupational Information
Network (O*Net).

Instead of relying on fixed job titles and narrow job descriptions,
O*Net uses a common language that generalizes across jobs to
describe the abilities , work styles , work activities and work
context required for various occupations that are more broadly
defined , it describes 1000 jobs instead of 12000. It focuses on
transferable skills , identifies knowledge and specific
instructional programs required to occupations

www.onetcenter.org

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Dynamic elements of job analysis

Jobs are not static and stable , they tend to change &
evolve over time. Job analysis process helps detect
changes in the nature of jobs ( to avoid having
outdated JDs)

Because work can change rapidly and it is impossible
to rewrite job descriptions every week, more flexibility
is needed in the writing of JD and JS.

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Job Analysis
Chapter 5
Learning outcomes

Define job analysis and understand its importance in
human resource management

List the steps in job analysis

Identify the different sources in data collection

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References

Heneman, Judge, Gerhart, Staffing organizations, (2003),
McGraw Hill

Noe, Hollenbeck, Human resource management, (2006),
McGraw Hill

HRCP program , Workforce Planning & employment, (2009)

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Q&A

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