JOB ANALYSIS AND JOB RELATED

INFORMATION

Professor Benjamin O. Ehigie

Industrial/Organizational Psychologist
Department of Psychology
University of Ibadan
 Concepts to Know
• Job: a collection of tasks and responsibilities that an
employee is responsible to conduct. Jobs have titles.
• Job family- jobs that are similar to others in an
organization
• Task: a unit of work or a set of activities needed to
produce some result, e.g., writing a memo, sorting
the mail, etc.
• Role: the set of responsibilities or expected results
associated with a job.
• Functions: Complex positions in the organization,
which may include a large number of tasks.
 What is Job Analysis?
The systematic study of a job or job family, involving:
(1) tasks (performance elements) that make up a job
(employee role),
(2) conditions under which they are performed,
equipment, materials, and relationship with others
(3) what the job requires in terms of aptitudes
(potential for achievement), attitudes (behaviour
characteristics), knowledge, skills, and the physical
condition of the employee.
 Objectives of Job Analysis
Its objectives include:
(a) determination of the most efficient methods
of doing a job,
(b) enhancement of the employee’s job
satisfaction,
(c) improvement in training methods,
(d) development of performance measurement
systems, and
(e) matching of job-specifications with the
person-specifications in employee selection
 Purposes of Job Analysis
1. Determining Training Needs
Job Analysis can be used in training/"needs assessment" to identify or
develop:
• training content
• assessment tests to measure effectiveness of training
• equipment to be used in delivering the training
• methods of training (i.e., small group, computer-based, video,
classroom)

2. Compensation
Job Analysis can be used in compensation to identify or determine:
• skill levels
• compensable job factors
• work environment (e.g., hazards; attention; physical effort)
• responsibilities (e.g., fiscal; supervisory)
• required level of education (indirectly related to salary level)
 Purposes of Job Analysis cont’d
3. Selection Procedures
Job Analysis can be used in selection procedures to
identify or develop:
• job duties that should be included in advertisements of
vacant positions;
• appropriate salary level for the position to help determine
what salary should be offered to a candidate;
• minimum requirements (education and/or experience) for
screening applicants;
• interview questions;
• selection tests/instruments (e.g., written tests; oral tests;
job simulations);
• applicant appraisal/evaluation forms;
• orientation materials for applicants/new hires
 Purposes of Job Analysis cont’d
4. Performance Review
Job Analysis can be used in performance review
to identify or develop:
• goals and objectives
• performance standards
• evaluation criteria
• length of probationary periods
• duties to be evaluated
 What aspects of a Job are Analysed?
Job Analysis should collect information on the following:
• Duties and Tasks: frequency, duration, effort, skill, complexity,
equipment, standards, etc.

• Environment: offensive odors and temperature extremes,

noxious fumes, radioactive substances, hostile and aggressive
people, and dangerous explosives.

• Tools and Equipment: protective clothing, etc

• Relationships: Supervision given and received. Relationships with

internal or external people.

• Requirements: The knowledge, skills, and abilities (KSA's)

required to perform the job.
 Type of Information to Collect
1. CONTENT.
• what the worker does,
• the purpose of the action,
• the tools, equipment, or machinery used.
• their relative importance,
• the expected performance levels, and
• the type of training needed by a new
worker to perform tasks satisfactorily.
Type of Information to Collect Cont’d
2. CONTEXT
• reporting relationships,
• supervision received,
• judgment,
• authority,
• personal contacts,
• working conditions, and
• the physical and mental demands on the
worker.
 Type of Information to Collect Cont’d
3. REQUIREMENTS.
• Knowledge: the body of information one needs to perform the job.

• Skill: the capability to perform a learned motor task, such as forklift

operating skills and word-processing skills.

• Ability: the capability needed to perform a non-motor task, such as

communication abilities, mathematical abilities, and reasoning or problem-
solving abilities.

• Personal characteristics: traits (e.g., tact, assertiveness, concern for others,

objectivity, work ethic) or willingness or ability to adapt (e.g., ability to
withstand boredom, willingness to work overtime, willingness to treat
others cordially).

• Credentials: proof or documentation that an individual possesses certain

competencies, such as diplomas, certifications, and licenses.
 2. OBSERVATIONS.
• observation means watching the incumbent perform the
job.
• It is most useful when jobs are complex and difficult to
accurately describe.
• The analyst observes or videotapes the job and then
interviews the worker for clarification or explanation.
• The analyst gains better understanding of how the work is
done and the KSAs needed to perform it.
• it is an excellent method for identifying subtasks
performed in routine/repetitive types of jobs.
• analysts should be alert to the possibility that some
workers may behave atypically when observed.
 Observation Methods
Methods of observation includes direct observation, work
methods analysis, critical incident technique.
1. Direct observation
• to observe and record behavior / events / activities /
tasks / duties while something is happening.
2. Work methods analysis
• used to describe manual and repetitive production jobs,
such as factory or assembly-line jobs. It includes time and
motion study and micro-motion analysis.
3. Critical incident technique (CIT model)
• a method used to identify work behaviors that classify in
good and poor performance.
 3. QUESTIONNAIRES
• Job analysis questionnaires ask subject-matter experts
(workers and/or supervisors) to record job information in
writing.
• It contains either open-ended or closed-ended questions.
• questionnaire containing only closed-ended questions is
called a job analysis inventory (contains a list of task
statements called task inventory)
• one containing a list of worker ability requirements is
called an ability inventory.
• Inventories ask respondents to rate each item in terms of
its importance to the job.
• Task inventories also request information regarding the
frequency or time spent performing each task.
 QUESTIONNAIRES cont’d
• Companies use job analysis inventories when
information is needed from several people.
• Compared to interviews, information can be
collected much more quickly using this approach.
• Companies also use inventories as a means of
grouping jobs (based on the similarity of tasks
performed or skills needed).
• Inventories are also used to determine workers'
training needs. Workers are presented with a list of
tasks or abilities and are asked to indicate those for
which they need training.
 Questionnaire Methods
1. Position Analysis Questionnaire (PAQ
• It was developed by McCormick, Jeanneret, and Mecham (1972)
• A standardized instrument that measures job characteristics and
relate them to human characteristics.
• Contains 195 items or job element that describe generic human
work behaviors.
• 187 elements are in 6 dimensions: information input, mental
processes, work output, relationships with others, job context,
and other job characteristics
• Incumbents/SMEs decides whether each item pertains to the job
in question
• Those that do are evaluated on: extent of use, importance to job,
amount of time on the job that is spent on this behaviour

Prof, B.O. Ehigie 16

 2. Functional Job analysis (FJA)
• FJA model was developed by the Employment and Training
Administration of the United States Department of Labor.
• data are obtained about what tasks a worker does and
how they are performed; reported by SMEs
• It includes 7 scales that measure:
- 3 worker-function scales: measure % of time spent with:
data, people, things
Data: cognitive resources in handling information, ideas,
facts
People: interpersonal resources like understanding, courtesy,
mentoring
Things: physical resources like strength, speed, coordination
- 1 worker-instruction scale;
- 3 scales that measure reasoning, mathematics, language.
3. Work Profiling System (WPS Model)
• WPS model is a computer-administered system for
job analysis, developed by Saville & Holdsworth, Ltd

4. MOSAIC Model
• MOSAIC model is used to collect information from
incumbents and supervisors. It contains 151 job
tasks rated in terms of importance for effective job
performance and 22 competencies rated in terms of
importance, and needed proficiency at entry.
5. Common Metric Questionnaire (CMQ Model)
• CMQ model was developed by Harvey as a “worker-
oriented” job analysis instrument designed to have
applicability to a broad range of exempt and nonexempt
jobs. It includes 41 general questions of background
section, 62 questions of contacts with people, 80 items of
decision making, 53 items of physical and mechanical
activities, 47 items of work setting.

6. Fleishman Job Analysis System (FJAS Model)

• FJAS model describes jobs from the point of view of the
necessary capacities. It includes 52 cognitive, physical,
psycho-motor, and sensory ability, each of the categories
consists of two parts – an operational and differential
definition and a grading scale.
 Other Methods of Job Analysis
a. Diary Method
• This method is to ask workers to maintain and
keep daily records or list of activities they are
doing on every day.
b. Checklists and rating scales
• Checklist is based on an inventory of job
elements. You can ask question about purpose of
position; key responsibility areas; organization;
relationships; decision making; authority; Skills,
knowledge, experience; working conditions
c. Competency profiling
• The activity of determining the specific
competencies that are characteristic of high
performance and success in a given job. Contents
include skills, knowledge, abilities, values,
interests, personalities.
d. Examining Manuals/reference materials
• Manuals/reference materials such as quality
manual, human resource manual, procedures,
instruction, forms, job description…are useful for
analyst. These documents are available for
organizations applied to ISO 9000 standard.
e. Technical conference
• Technical conference is a useful tool of job analysis
based on Subject Matter Experts (SMEs). SMEs conduct
brainstorming sessions to identify job elements.
f. Threshold Traits Analysis System (TTAS model)
• Threshold Traits Analysis System (TTAS model) was
developed in 1970 by Felix Lopez. Threshold traits
analysis system include a standard set of 33 traits:
ability traits are “can do” factors and attitudinal traits
are “willing to do” factors.
g. Combination of methods
• In process of job analysis, analyst can use and associate
all methods to collecting job information.
 h. Task Inventory Approach
• A task inventory is a list of the discrete activities
that make up a specific job in a specific
organization.
• task statements are generated by
experts/incumbents (SMEs) and given to
incumbents to tick.
Examples of task statements:
- Is this task done on this job?
- Importance of task to job
- Relative to other tasks performed on the job, time spent
on each task, etc.
Prof, B.O. Ehigie 23
 i. Job Element Method (JEM)
• Job element method was developed by Ernest Primoff.
• This method is like the critical incident technique. It
focuses on work behaviors and the results of this behavior.
• Focus less on the specific tasks done on a job and more on
the human characteristics that contribute to successful job
performance
- designed to identify the characteristics of superior workers
in a particular job
- SMEs develop a comprehensive lists of:
 job elements (Elements refer to KSAOs, e.g ability to
communicate clearly)
 sub elements (e.g. able to explain complex issues)

Prof, B.O. Ehigie 24

 Job Descriptions
• systematic way of recording job analysis
information (i.e., a summary of job analysis
findings).
• It communicates clearly and concisely what
responsibilities and tasks the job entails
• indicates the key qualifications of the job
(specific credentials or skills) and,
• the attributes that underlie superior
performance.
• The format of job descriptions may be general
purpose or special purpose.
 GENERAL PURPOSE JOB DESCRIPTION.
• contains a variety of information that can be used for several
purposes, like communicating job responsibilities to employees
and specifying minimum job requirements.

• It contains the following sections: job identification, job summary,

essential functions, and worker requirements.

• It provides only a brief summary of job analysis information

(many fail to indicate subtasks, performance standards, and job
context).

• The Versatile Job Analysis System (VERJAS) provides more in-

depth information, which contains a list of duties, tasks, task
ratings for importance and needed training, job context
descriptions, and a list of competencies needed for the job.
 SPECIAL PURPOSE JOB DESCRIPTIONS
• Special purpose formats cover fewer topics, but the topics covered
are analyzed in more depth. Examples are:
1. Functional job analysis (FJA)
• focuses primarily on recording job content information. Each task
is analyzed separately on a worksheet that contains:
- a task statement (specifying what the worker does, how it is
done, and the results or final product of the worker's actions),
- the performance standards and training needs associated with
the task, and
- seven rating scales- Three of the scales are known as worker
function scales, indicating the level of worker involvement with
data, people, and things. The other four scales indicate the level
of ability needed in the areas of reasoning, mathematics,
language, and following instructions.
 2. The critical incident technique (CIT)
• It originated in the military during World War II and was
used to identify critical factors in human performance in a
variety of military situations.

• The job analyst collects critical incidents from people

familiar with the job

• Critical factors are those that have been demonstrated to

make the difference between success and failure in a job.

• The CIT has several useful HRM applications- it is a good

tool for identifying selection criteria and training needs
and for developing performance appraisal forms.
 How to Write a Job Description
• Following is a quick look at the categories that make up a
well-written job description:
 Title of the position
 Department
 Reports to (to whom the person directly reports)
 Overall responsibility
 Key areas of responsibility
 Consults with (those who the person works with on a regular
basis)
 Term of employment
 Qualifications (necessary skills and experience required)
• Educational requirements and experience requirements are
the areas where inadvertent discrimination may occur.
 Job Specification
• it is a statement of employee characteristics
and qualifications required for satisfactory
performance of defined duties and tasks
comprising a specific job or function
• It describes the knowledge, skills, education,
experience, and abilities you believe are
essential to performing a particular job.
• Ideally the job specification describes the
person you want to hire for a particular job.
 Components of a Job Specification
• Experience: Number of years of experience in
the job you are seeking to fill. Note whether
the position requires supervisory or
managerial experience.
• Education: State what degrees, training, or
certifications are required for the position.
• Required Skills, Knowledge and
Characteristics: State the skills, knowledge,
and personal characteristics you need from
your “ideal” candidate.
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Applications for Human Resource Management in the New Millennium. Thousand
Oaks, CA: Sage Publications, 2002.
• Cooper, Kenneth C. Effective Competency Modeling and Reporting: A Step-by-Step
Guide for Improving Individual and Organizational Performance. New York, NY:
AMACOM, 2000.
• Fine, Sidney A., and Steven F. Cronshaw. Functional Job Analysis: A Foundation for
Human Resources Management. Mahwah, NJ: Lawrence Erlbaum Associates, 1999.
• Gatewood, Robert D., and Hubert S. Field. Human Resource Selection. Fort Worth,
TX: Harcourt College Publishers, 2001.
• Kleiman, Lawrence S. Human Resource Management: A Managerial Tool for
Competitive Advantage. Cincinnati, OH: Atomic Dog Publishing, 2004.
• Schippmann, Jeffrey S. Strategic Job Modeling: Working at the Core of Integrated
Human Resources. Mahwah, NJ: Lawrence Erlbaum Associates, 1999.
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