Job Analysis in HRM Job Analysis is the SYSTEMATIC process of collecting and making judgments about all the important information related to a job. Job analysis is the procedure through which you determine the duties and nature of the jobs and the kinds of people who should be hired for them. Job: A group of tasks that must be performed in an organization to achieve its goals. Position: The tasks and responsibilities performed by one person; there is a position for every individual in an organization. Task: A distinct, identifiable work activity composed of motions Responsibility: An obligation to perform certain tasks and duties.

1. HUMAN RESOURCE MANAGEMENTHUMAN RESOURCE MANAGEMENT
JOB ANALYSISJOB ANALYSIS
Methods of Collecting Job Analysis Information,Methods of Collecting Job Analysis Information,
Including InterviewsIncluding Interviews
Questionnaires, And Observation.Questionnaires, And Observation.
4–1

2. 4–2
After studying this, you should be able to:
1.1. Discuss the nature of job analysis, including what it isDiscuss the nature of job analysis, including what it is
and how it’s used.and how it’s used.
2.2. Use at least three methods of collecting job analysisUse at least three methods of collecting job analysis
information, including interviews, questionnaires, andinformation, including interviews, questionnaires, and
observation.observation.
3.3. Write job descriptions, including summaries and jobWrite job descriptions, including summaries and job
functions, using the Internet and traditional methods.functions, using the Internet and traditional methods.
4.4. Write job specifications using the Internet as well asWrite job specifications using the Internet as well as
your judgment.your judgment.
5.5. Explain job analysis in a “jobless” world, includingExplain job analysis in a “jobless” world, including
what it means and how it’s done in practice.what it means and how it’s done in practice.

3. Job Analysis DefinedJob Analysis Defined
• Job Analysis is the SYSTEMATIC process ofJob Analysis is the SYSTEMATIC process of
collecting and making judgments about all thecollecting and making judgments about all the
important information related to a job.important information related to a job.
• Job analysis is the procedure through which youJob analysis is the procedure through which you
determine the duties and nature of the jobs and thedetermine the duties and nature of the jobs and the
kinds of people who should be hired for them.kinds of people who should be hired for them.
 Job:Job: A group of tasks that must be performed in anA group of tasks that must be performed in an
organization to achieve its goals.organization to achieve its goals.
 Position:Position: The tasks and responsibilities performed byThe tasks and responsibilities performed by
one person; there is a position for every individual in anone person; there is a position for every individual in an
organization.organization.
 Task:Task: A distinct, identifiable work activity composed ofA distinct, identifiable work activity composed of
motionsmotions
 Responsibility:Responsibility: An obligation to perform certain tasksAn obligation to perform certain tasks
and duties.and duties.

4. Products of Job AnalysisProducts of Job Analysis
• Produces information for writing:Produces information for writing:
 Job DescriptionsJob Descriptions
 Job SpecificationsJob Specifications
4–4

5. Products of Job AnalysisProducts of Job Analysis
• Job DescriptionJob Description
 A written statement that describes the activities andA written statement that describes the activities and
responsibilities of the job, as well as its importantresponsibilities of the job, as well as its important
features, such as working conditions and safetyfeatures, such as working conditions and safety
hazardshazards
• Job SpecificationJob Specification
 A list of jobs “human requirements”, that is, theA list of jobs “human requirements”, that is, the
requisite education, skills, personality, and so onrequisite education, skills, personality, and so on
4–5

6. 4–6
Types of Information CollectedTypes of Information Collected
Work
activities
(How, When, Why?)
Human
behaviors
(Job Demands)
Human
requirements
(KSAs)
Job
context
(Working conditions,
salary, schedule)
Machines, tools,
equipment, and
work aids
Performance
standards
(Quantity, Quality)
Information
Collected Via
Job Analysis

7. 4–7
Use of Job Analysis InformationUse of Job Analysis Information
Recruitment and
Selection
Compensation
Legal
Compliance
Discovering
Unassigned
Duties
Performance
Appraisal
Training
Information
Collected Via
Job Analysis

8. 4–8
FIGURE 4–1 Uses of Job Analysis Information

9. 4–9
FIGURE 4–2 Process Chart for Analyzing a Job’s Workflow
Source: Compensation Management: Rewarding Performance by Richard J.
Henderson. Reprinted by permission of Pearson Education, Upper Saddle River, NJ.

10. 4–10
Steps in Job AnalysisSteps in Job Analysis
1
2
3
4
5
Steps in doing a job analysis:
Review relevant background information.
Decide how you’ll use the information.
Select representative positions.
Actually analyze the job.
Verify the job analysis information.
6 Develop a job description and job specification.

11. Job Analysis GuidelinesJob Analysis Guidelines
4–11
• A joint effortA joint effort
• Clarity of questions and processClarity of questions and process
• Different job analysis toolsDifferent job analysis tools

12. 4–12
Methods of Collecting Job AnalysisMethods of Collecting Job Analysis
Information: The InterviewInformation: The Interview
• Information SourcesInformation Sources
 Individual employeesIndividual employees
 Groups of employeesGroups of employees
 Supervisors withSupervisors with
knowledge of the jobknowledge of the job
• AdvantagesAdvantages
 Quick, direct way to findQuick, direct way to find
overlooked informationoverlooked information
• DisadvantagesDisadvantages
 Distorted informationDistorted information
• Interview FormatsInterview Formats
 Structured (Checklist)Structured (Checklist)
 UnstructuredUnstructured

13. 4–13
FIGURE 4–3
Job Analysis Questionnaire for
Developing Job Descriptions
Note: Use a questionnaire like this to interview
job incumbents, or have them fill it out.
Source: www.hr.blr.com. Reprinted with
permission of the publisher, Business and Legal
Reports, Inc., Old Saybrook, CT

14. 4–14
FIGURE 4–3
Job Analysis Questionnaire for
Developing Job Descriptions
(continued)
Note: Use a questionnaire like this to interview
job incumbents, or have them fill it out.
Source: www.hr.blr.com. Reprinted with
permission of the publisher, Business and Legal
Reports, Inc., Old Saybrook, CT

15. 4–15
Job Analysis: Interviewing GuidelinesJob Analysis: Interviewing Guidelines
• The job analyst and supervisor should work togetherThe job analyst and supervisor should work together
to identify the workers who know the job best.to identify the workers who know the job best.
• It is advisable to quickly establish rapport with theIt is advisable to quickly establish rapport with the
interviewee.interviewee.
• Follow a structured guide or checklist, one that listsFollow a structured guide or checklist, one that lists
open-ended questions and provides space for answers.open-ended questions and provides space for answers.
• Ask the worker to list his or her duties in order ofAsk the worker to list his or her duties in order of
importance and frequency of occurrence.importance and frequency of occurrence.
• After completing the interview, review and verifyAfter completing the interview, review and verify
the data.the data.

16. 4–16
Methods of Collecting Job AnalysisMethods of Collecting Job Analysis
Information: QuestionnairesInformation: Questionnaires
• Information SourceInformation Source
 Have employees fill outHave employees fill out
questionnaires to describequestionnaires to describe
their job-related duties andtheir job-related duties and
responsibilitiesresponsibilities
• Questionnaire FormatsQuestionnaire Formats
 Structured checklistsStructured checklists
 Open-ended questionsOpen-ended questions
• AdvantagesAdvantages
 Quick and efficient way toQuick and efficient way to
gather information fromgather information from
large numbers oflarge numbers of
employeesemployees
• DisadvantagesDisadvantages
 Expense and timeExpense and time
consumed in preparingconsumed in preparing
and testing theand testing the
questionnairequestionnaire

17. 4–17
Methods of Collecting Job AnalysisMethods of Collecting Job Analysis
Information: ObservationInformation: Observation
• Information SourceInformation Source
 Observing and noting theObserving and noting the
physical activities ofphysical activities of
employees as they goemployees as they go
about their jobsabout their jobs
• AdvantagesAdvantages
 Provides first-handProvides first-hand
informationinformation
 Reduces distortion ofReduces distortion of
informationinformation
• DisadvantagesDisadvantages
 Time consumingTime consuming
 Difficulty in capturingDifficulty in capturing
entire job cycleentire job cycle
 Of little use if job involvesOf little use if job involves
a high level of mentala high level of mental
activityactivity

18. 4–18
Methods of Collecting Job AnalysisMethods of Collecting Job Analysis
Information: Participant Diary/LogsInformation: Participant Diary/Logs
• Information SourceInformation Source
 Workers keep aWorkers keep a
chronological diary/ log ofchronological diary/ log of
what they do and the timewhat they do and the time
spent on each activityspent on each activity
• AdvantagesAdvantages
 Produces a more completeProduces a more complete
picture of the jobpicture of the job
 Employee participationEmployee participation
• DisadvantagesDisadvantages
 Distortion of informationDistortion of information
 Depends upon employeesDepends upon employees
to accurately recall theirto accurately recall their
activitiesactivities

19. 4–19
FIGURE 4–4
Example of Position/Job
Description Intended for
Use Online
Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007.

20. 4–20
FIGURE 4–4
Example of Position/Job
Description Intended for
Use Online (continued)
Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007.

21. 4–21
Quantitative Job Analysis TechniquesQuantitative Job Analysis Techniques
Position Analysis
Questionnaire
Functional Job
Analysis
Quantitative Job
Analysis
The U.S.
Department of
Labor (DOL)
Procedures
1. Decision Making Ability
2. Skilled Activity
3. Physical Activity
4. Equipment Operation
5. Information-processing
1. Data
2. People
3. Things
1. Data
2. People
3. Things
4. Instructions
5. Reasoning & Judgment
6. Mathematical ability
7. Verbal & Language
facility

22. 4–22
FIGURE 4–5
Portion of a Completed
Page from the Position
Analysis Questionnaire
Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007.
The 194 PAQ elements are grouped into
six dimensions. This exhibits 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.

23. 4–23
TABLE 4–1 Basic Department of Labor Worker Functions
Data People Things
0 Synthesizing 0 Mentoring 0 Setting up
1 Coordinating 1 Negotiating 1 Precision working
2 Analyzing 2 Instructing 2 Operating/controlling
3 Compiling 3 Supervising 3 Driving/operating
4 Computing 4 Diverting 4 Manipulating
5 Copying 5 Persuading 5 Tending
6 Comparing 6 Speaking/signaling 6 Feeding/offbearing
7 Serving 7 Handling
8 Taking instructions/helping
BasicActivities
Note: Determine employee’s job “score” on data, people, and things by observing his
or her job and determining, for each of the three categories, which of the basic functions
illustrates the person’s job. “0” is high; “6,” “8,” and “7” are lows in each column.

24. 4–24
FIGURE 4–6
Sample Report
Based on
Department of
Labor Job
Analysis
Technique

25. 4–25
FIGURE 4–7
Selected
O*NET
General
Work
Activities

26. 4–26
Writing Job DescriptionsWriting Job Descriptions
Job
Identification
Job
Summary
Responsibilities
and Duties
Authority of the
Incumbent
Standards of
Performance
Working
Conditions
Job
Specifications
Sections of a
Typical Job
Description

27. 4–27
FIGURE 4–8
Sample Job
Description,
Pearson
Education

28. 4–28
FIGURE 4–8
Sample Job
Description,
Pearson
Education
(continued)

29. 4–29
FIGURE 4–9
Marketing
Manager
Description
from Standard
Occupational
Classification
Source: www.bls.gov/soc/
soc_a2c1.htm. Accessed
August 17, 2007.

30. 4–30
The Job DescriptionThe Job Description
• Job IdentificationJob Identification
 Job titleJob title
 Preparation datePreparation date
 PreparerPreparer
• Job SummaryJob Summary
 General nature of the jobGeneral nature of the job
 Major functions/activitiesMajor functions/activities
• RelationshipsRelationships
 Reports to:Reports to:
 Supervises:Supervises:
 Works with:Works with:
 Outside the company:Outside the company:
• Responsibilities andResponsibilities and
DutiesDuties
 Major responsibilities andMajor responsibilities and
duties (essential functions)duties (essential functions)
 Decision-making authorityDecision-making authority
 Direct supervisionDirect supervision
 Budgetary limitationsBudgetary limitations
• Standards ofStandards of
Performance andPerformance and
Working ConditionsWorking Conditions
 What it takes to do the jobWhat it takes to do the job
successfullysuccessfully

31. 4–31
Using the Internet for WritingUsing the Internet for Writing
Job DescriptionsJob Descriptions
Source: O*Net™ is a trademark of
the U.S. Department of Labor,
Employment and Training
Administration. Reprinted by
permission of O*Net.
• O*NET™ OnlineO*NET™ Online

32. 4–32
TABLE 4–2 SOC Major Groups of Jobs
11-0000 Management Occupations
13-0000 Business and Financial Operations Occupations
15-0000 Computer and Mathematical Occupations
17-0000 Architecture and Engineering Occupations
19-0000 Life, Physical, and Social Science Occupations
21-0000 Community and Social Services Occupations
23-0000 Legal Occupations
25-0000 Education, Training, and Library Occupations
27-0000 Arts, Design, Entertainment, Sports, and Media Occupations
29-0000 Healthcare Practitioners and Technical Occupations
31-0000 Healthcare Support Occupations
33-0000 Protective Service Occupations
35-0000 Food Preparation and Serving-Related Occupations
37-0000 Building and Grounds Cleaning and Maintenance Occupations
39-0000 Personal Care and Service Occupations
41-0000 Sales and Related Occupations
43-0000 Office and Administrative Support Occupations
45-0000 Farming, Fishing, and Forestry Occupations
47-0000 Construction and Extraction Occupations
49-0000 Installation, Maintenance, and Repair Occupations
51-0000 Production Occupations
53-0000 Transportation and Material Moving Occupations
55-0000 Military Specific Occupations
Note: Within these major groups are 96 minor
groups, 449 broad occupations, and 821 detailed
occupations.

33. 4–33
Writing Job SpecificationsWriting Job Specifications
Specifications for
Trained Versus
Untrained
Personnel
Specifications
Based on
Statistical
Analysis
“What traits and
experience are required
to do this job well?”
Specifications
Based on
Judgment

34. 4–34
FIGURE 4–10
Preliminary
Job
Description
Questionnaire
Source: Reprinted from
www.hr.blr.com with the
permission of the publisher,
Business and Legal Reports, Inc.,
Old Saybrook, CT © 2004.

35. 4–35
Writing Job Descriptions (continued)Writing Job Descriptions (continued)
Step 1.Step 1. Decide on a PlanDecide on a Plan
Step 2.Step 2. Develop an Organization ChartDevelop an Organization Chart
Step 3.Step 3. Use a Job Analysis/DescriptionUse a Job Analysis/Description
QuestionnaireQuestionnaire
Step 4.Step 4. Obtain Lists of Job Duties from O*NETObtain Lists of Job Duties from O*NET
Step 5.Step 5. Compile the Job’s HumanCompile the Job’s Human
Requirements from O*NETRequirements from O*NET
Step 6.Step 6. Complete Your Job DescriptionComplete Your Job Description

36. 4–36
FIGURE 4–11 The Skills Matrix for One Job at BP

37. 4–37
Writing Job Specifications (continued)Writing Job Specifications (continued)
• Steps in the Statistical ApproachSteps in the Statistical Approach
 Analyze the job and decide how to measure jobAnalyze the job and decide how to measure job
performance.performance.
 Select personal traits that you believe shouldSelect personal traits that you believe should
predict successful performance.predict successful performance.
 Test candidates for these traits.Test candidates for these traits.
 Measure the candidates’ subsequent jobMeasure the candidates’ subsequent job
performance.performance.
 Statistically analyze the relationship between theStatistically analyze the relationship between the
human traits and job performance.human traits and job performance.

38. 4–38
Job Analysis in a “Jobless” WorldJob Analysis in a “Jobless” World
Job
Enlargement
Job
Enrichment
Job Design:
Specialization and
Efficiency?
Job
Rotation

39. 4–39
Job Analysis in a “Jobless” WorldJob Analysis in a “Jobless” World
(continued)(continued)
Flattening the
Organization
Reengineering
Business
Processes
Dejobbing the
Organization
Using Self-
Managed Work
Teams

40. 4–40
Competency-Based Job AnalysisCompetency-Based Job Analysis
• CompetenciesCompetencies
 Demonstrable characteristics of a person that enableDemonstrable characteristics of a person that enable
performance of a job.performance of a job.
• Reasons for Competency-Based Job AnalysisReasons for Competency-Based Job Analysis
 To support a high-performance work system.To support a high-performance work system.
 To create strategically-focused job descriptions.To create strategically-focused job descriptions.
 To support the performance management process inTo support the performance management process in
fostering, measuring, and rewarding:fostering, measuring, and rewarding:
 General competenciesGeneral competencies
 Leadership competenciesLeadership competencies
 Technical competenciesTechnical competencies

41. 4–41
Competency-Based Job AnalysisCompetency-Based Job Analysis
(continued)(continued)
• How to Write Job Competencies-Based JobHow to Write Job Competencies-Based Job
DescriptionsDescriptions
 Interview job incumbents and their supervisorsInterview job incumbents and their supervisors
 Ask open-ended questions about jobAsk open-ended questions about job
responsibilities and activities.responsibilities and activities.
 Identify critical incidents that pinpoint successIdentify critical incidents that pinpoint success
on the job.on the job.
 Use off-the-shelf competencies databanksUse off-the-shelf competencies databanks

42. 4–42
K E Y T E R M S
job analysisjob analysis
job descriptionjob description
job specificationsjob specifications
organization chartorganization chart
process chartprocess chart
diary/logdiary/log
position analysis questionnaireposition analysis questionnaire
(PAQ)(PAQ)
U.S. Department of Labor (DOL)U.S. Department of Labor (DOL)
job analysis procedurejob analysis procedure
functional job analysisfunctional job analysis
Standard OccupationalStandard Occupational
Classification (SOC)Classification (SOC)
job enlargementjob enlargement
job rotationjob rotation
job enrichmentjob enrichment
reengineeringreengineering
competency-based job analysiscompetency-based job analysis