Qualitative Measurement of Job - Job Analysis

Description
The report about the importance of job analysis to HR managers, framework for job analysis, approaches to job analysis, key elements of job analysis.

The strategic HR Planning Model- Putting Job Analysis in context ModelStrategic Option

The Environment

Qualitative measurement of jobJob Analysis

Org. Strategy

HRM Strategy

Qualitative measurement of jobJob Analysis
Demand Job Analysis Forecasting Supply
Outsourcing

Restructuring

Succession Mgmt

Transnational HRM M&A

Programme Evaluation

HR Management System

Developing a Work-Flow Analysis
Inputs
- material - information

Job Requirements
• Job Specification
Statement of the needed knowledge, skills, and abilities (KSAs) of the person who is to perform the job

Equipment
- facilities - systems

ACTIVITY
what tasks are required ?

OUTPUT
- product/service - how measured?

• Job Description
Statement of the tasks, duties, and responsibilities (TDRs) of a job to be performed

People
- knowledge - skills - abilities

Relationship of Job Requirements to Other HRM Functions Job Requirements Job Requirements
Recruitment Recruitment Selection Selection Performance Performance Appraisal Appraisal Training and Training and Development Development Compensation Compensation Management Management
Determine recruitment qualifications Determine recruitment qualifications Provide job duties and job Provide job duties and job specifications for selection process specifications for selection process Provide performance criteria for Provide performance criteria for evaluating employees evaluating employees Determine training needs and develop Determine training needs and develop instructional programs instructional programs Provide basis for determining Provide basis for determining employee’s rate of pay employee’s rate of pay

The Importance of Job Analysis to HR Managers
Work Redesign Career Planning

HR Planning

Job Evaluation

Job Analysis
Recruitment Selection Training and Development Performance Appraisal

Job Analysis
• Job Analysis
The process of obtaining information about jobs by determining what the duties, tasks, or activities of jobs are. HR managers use the data to develop job descriptions and job specifications that are the basis for employee performance appraisal and development. The ultimate purpose of job analysis is to improve organizational performance and productivity.

Identifying Job Dimensions and Job tasks for a Professor

Teaching

Research

(“Prepares (“Prepares and presents research reports lecture material for publication to class.”) in journals.”)

Advising
(“ Gives career counseling advice to students.”)

Service
(“Serves on departmental committees as needed.”)

Consulting
(“Performs work for external organizations.”)

Framework for Job Analysis
Environmental Analysis/Job Scan A focused internal analysis/analyse current jobs Determine and prepare for future jobs/selection and staffing (and Other HR Fn) Evaluate the effectiveness/Establish validity

Job Analysis chronological steps in conducting effective work analysis
what are the required outcomes/measures for assessing strategy execution (e.g., customer requirements for products/services derived from the strategic plan)? what are necessary, critical, essential tasks, activities, behaviors, required to meet or exceed the requirements established in step 1? What are the relative importance, frequency, and essentiality of these tasks for achieving measures at step 1? what are the necessary knowledge, skills, abilities and other characteristics or competencies required to perform the activities at step 2? how should jobs/work be defined? Where does the work get done to maximize efficiency/effectiveness? Do we use individual jobs, work teams, independent contractors, full-time/part-time? Do we outsource?

Performing Job Analysis
1. Select jobs to study 2. Determine information to collect: Tasks, responsibilities, skill requirements 3. Identify sources of data: Employees, supervisors/managers 4. Methods of data collection: Interviews, questionnaires, observation, diaries and records 5. Evaluate and verify data collection: Other employees, supervisors/managers 6. Write job analysis report

Gathering Job Information
• Interviews • Questionnaires • Observation • Diaries

Popular Approaches to Job Analysis
Functional Job Functional Job Analysis Analysis Position Analysis Position Analysis Questionnaire Questionnaire Critical Incident Critical Incident Method Method HRIS and Job HRIS and Job Analysis Analysis

Approaches to Job Analysis
• Functional Job Analysis (FJA)
Quantitative approach to job analysis that utilizes a compiled inventory of the various functions or work activities that can make up any job. Assumes that each job involves three broad worker functions: (1) data, (2) people, and (3) things.

Approaches to Job Analysis (cont’d)
• Position Analysis Questionnaire (PAQ)
A questionnaire covering 194 different tasks that, by means of a five-point scale, seeks to determine the degree to which different tasks are involved in performing a particular job

Approaches to Job Analysis (cont’d)
• Task Inventory Analysis
An organization-specific analysis developed by identifying—with the help of employees and managers—a list of tasks and their descriptions that are components of different jobs.

• Critical Incident Method
Job analysis method by which job tasks are identified that are critical to job success. The job analyst writes five to ten important task statements for each job under study.

• HRIS and Job Analysis
Human resource information systems (HRIS) and specialized software help automate job analysis.
Analyze jobs and write job descriptions and job specifications based on those analyses. Combine job analysis with job evaluation and the pricing of organizational jobs.

Preparing the Job Description
Interview Interview Questionnaire Questionnaire Job Job Analyst Analyst

Key Elements of a Job Analysis
• Job Title
Indicates job duties and organizational level
Securing Securing consensus consensus Final Final Draft Draft

Supervisor Supervisor

• Job Identification
Distinguishes job from all other jobs

Interview Interview Questionnaire Questionnaire Observation Observation

Employees Employees

• Essential Functions (Job Duties)
Indicate responsibilities entailed and results to be accomplished

Combine and Combine and reconcile data reconcile data

Tentative Tentative draft draft

• Standard of Performance • Job Specifications
Skills required to perform the job and physical demands of the job

Job Descriptions (cont’d)
• Job Specifications Section
Personal qualifications an individual must possess in order to perform the duties and responsibilities The skills required to perform the job: – Education or experience, specialized training, personal traits or abilities, interpersonal skills or specific behavioral attributes, and manual dexterities. The physical demands of the job: – Walking, standing, reaching, lifting, talking, and the condition and hazards of the physical work environment

Strategic Job Analysis for Jobs non-exixtent or changing fast

Organisational Strategy Future Jobs (From SMEs, Scenarios, Forecasting etc) Work Behaviour/Broad Tasks KSAs Required for Job Performance HRM Functions/Application (selection instrument determined)

The Process of Job Analysis

Job Design
• Job Design
An outgrowth of job analysis that improves jobs through technological and human considerations in order to enhance organization efficiency and employee job satisfaction.

• Job Enrichment (Herzberg)
Enhancing a job by adding more meaningful tasks and duties (vertical expansion) to make the work more rewarding or satisfying. Providing opportunities for achievement, recognition, growth, responsibility, and performance.

Basis for Job Design

Job Enrichment Factors
Increasing the level of difficulty and responsibility of the job Allowing employees to retain more authority and control over work outcomes Providing unit or individual job performance reports directly to employees Adding new tasks to the job that require training and growth Assigning individuals specific tasks, thus enabling them to become experts

Job Characteristics
• Job Characteristics Model (Hackman and Oldham)
Job design theory that purports that three psychological states (experiencing meaningfulness of the work performed, responsibility for work outcomes, and knowledge of the results of the work performed) of a jobholder result in improved work performance, internal motivation, and lower absenteeism and turnover.

Job Characteristics (cont’d)
1. Skill variety: The degree to which a job entails a variety of different activities, which demand the use of a number of different skills and talents by the jobholder 2. Task identity: The degree to which the job requires completion of a whole and identifiable piece of work, that is, doing a job from beginning to end with a visible outcome 3. Task significance: The degree to which the job has a substantial impact on the lives or work of other people, whether in the immediate organization or in the external environment 4. Autonomy: The degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out 5. Feedback: The degree to which carrying out the work activities required by the job results in the individual being given direct and clear information about the effectiveness of his or her performance

Job Characteristic Model

Job Characteristic Model

Core Job Dimensions
Skill Variety Task Identity Task Significance Autonomy Feedback

Core Job Dimensions
Skill Variety Task Identity Task Significance Autonomy Feedback

Psychological States
Meaningful Work Responsibility for outcome Knowledge of results

Job Characteristic Model

Psychological States
Meaningful Work Responsibility for outcome Knowledge of results

Work Outcomes
High Motivation High Quality Work High Satisfaction Low Absenteeism and Turnover



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