Chapter 3 job analysis, strategic planning, job description and job specification

Chapter 3Chapter 3
JOB ANALYSISJOB ANALYSIS

Learning OutcomesLearning 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
PB501/Chapter 3/Haniza/PSA

DefinitionsDefinitions
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.)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 AnswerQuestions 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?

Job Analysis: A Basic Human Resource Management ToolJob Analysis: A Basic Human Resource Management Tool
Tasks Responsibilities Duties
Job
Analysis
Job
Descriptions
Job
Specifications
Knowledge Skills Abilities
Staffing
Training and
Development
Performance Appraisal
Compensation
Safety and Health
Employee and Labor
Relations
Legal Considerations

Job specification & Job descriptionJob specification & Job description

Job designJob design

Job enlargementJob enlargement

Job rotationJob rotation

The use of job analysisThe use of job analysis

Recruitment & selectionRecruitment & 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 analysisPerformance 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 & developmentTraining & development

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 managementCompensation management
o
Plays a vital role in deciding the pay
packages and extra perks and benefits and
fixed and variable incentives of employees.
o
The pay package depends on the position,
job title and duties and responsibilities
involved in a job.
o
The process guides HR managers in deciding
the worth of an employee for a particular
job opening.

Job designing & redesigningJob 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 processJob analysis process

Identification of job analysis purposeIdentification 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 analysisWho 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 processHow to conduct the process

A planned approach about how to carry
the whole process is required in order to
investigate a specific job.

Strategic decision makingStrategic 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 analystTraining 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.

Preparation of job analysis processPreparation 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 collectionData 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 andDocumentation, verification and
reviewreview

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 & JSDeveloping 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 ConductingReasons For Conducting
Job AnalysisJob 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 ConductingReasons For Conducting
Job Analysis (Cont.)Job Analysis (Cont.)
Safety and Health - Helps identify safety and health
considerations
Employee and Labor Relations - Leads to more
objective human resource decisions
Legal Considerations - Having done job analysis
important for supporting legality of employment
practices

Summary of Types of Data CollectedSummary of Types of Data Collected
Through Job AnalysisThrough Job Analysis
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

Through Job Analysis (Cont.)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

Through Job Analysis (Cont.)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

Job Analysis MethodsJob Analysis Methods
Questionnaires
Observation
Interviews
Employee recording
Combination of
methods

QuestionnairesQuestionnaires
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

ObservationObservation
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

InterviewsInterviews
Interview both employee and
supervisor
Interview employee first,
helping him or her describe
duties performed
Then, analyst normally
contacts supervisor for
additional information

Employee RecordingEmployee Recording
Describe daily work
activities in diary or log
Problem: Employees
exaggerating job
importance
Valuable in understanding
highly specialized jobs

Combination of MethodsCombination 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 forOther Methods Available for
Conducting Job AnalysisConducting Job Analysis
Functional Job Analysis
Position Analysis Questionnaire
Critical Incident Method
Computer Job Analysis

Functional Job AnalysisFunctional 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

 Helps in collecting and recording job-related data to a
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.

Position Analysis QuestionnairePosition Analysis Questionnaire
Uses a checklist approach to identify job
elements
Focuses on general worker behaviors
instead of tasks
194 job descriptors relate to job-
oriented elements
Each job being studied is scored relative
to the 32 job dimensions

Critical Incident MethodCritical Incident Method
 Is a set of procedures used for collecting direct observations of
human behavior 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.
 A critical 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.

Conducting Job AnalysisConducting Job Analysis
People who participate
in job analysis should
include, at a minimum:
Employee
Employee’s immediate
supervisor

Job DescriptionJob Description
Document that states
tasks, duties, and
responsibilities of job
Vitally important job
descriptions are both
relevant and accurate

Items Frequently Included In a JobItems Frequently Included In a Job
DescriptionDescription
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 DescriptionContent 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 InformationO*NET, the Occupational Information
NetworkNetwork
Comprehensive government-developed
database of worker attributes and job
characteristics
Primary source of occupational information
Replaces Dictionary of Occupational Titles
(DOT)

Job SpecificationJob 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 SpecificationsProblems If Job Specifications
Are InflatedAre Inflated
May systematically eliminate
minorities or women from
consideration
Compensation costs will
increase
Job vacancies will be harder to
fill

Timeliness of Job AnalysisTimeliness of Job Analysis
Rapid pace of
technological change
makes need for
accurate job analysis
even more
important now and
in the future.

Job Analysis for Team MembersJob Analysis for Team 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.

Job Analysis and the LawJob 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.)Job Analysis and the Law (Cont.)
Civil Rights Act - Basis for adequate defenses
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:Trends & Innovations:
Talent ManagementTalent Management
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 PlanningStrategic Planning
Strategic Planning - Process by
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

Strategic Planning and Implementation ProcessStrategic Planning and Implementation Process
MISSION DETERMINATION
Decide what is to be accomplished (purpose)
Determine principles that will guide the effort
ENVIRONMENTAL ASSESSMENT
Determining external conditions, threats, and opportunities Determining
competencies, strengths, and weaknesses within the organization
External
Internal
OBJECTIVE SETTING
Specifying corporate-level objectives that are:
• Challenging, but attainable
• Measurable
• Time-specific
• Documented (written)
STRATEGY SETTING
Specifying and documenting corporate-level strategies and planning
STRATEGY IMPLEMENTATION

Strategy ImplementationStrategy Implementation
Leadership
Organizational
Structure
Information and
Control Systems
Technology
Human Resources

Human Resource PlanningHuman 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 ProcessHuman Resource Planning Process
External EnvironmentExternal Environment
Internal EnvironmentInternal Environment
Strategic Planning
Human Resource Planning
Forecasting
Human
Resource
Requirements
Comparing
Requirements
and Availability
Forecasting
Human Resource
Availability
Surplus of
Workers
Demand =
Supply
No Action
Shortage of
Workers
Recruitment
Selection
Restricted Hiring,
Reduced Hours, Early
Retirement, Layoffs,
Downsizing

DefinitionsDefinitions
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

Forecasting Human ResourceForecasting Human Resource
RequirementsRequirements
Zero-based forecasting - Uses
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 ResourceForecasting Human Resource
RequirementsRequirements (Cont.)(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 NumberThe Relationship of Sales Volume to Number
of Employeesof Employees
Number of
Employees
500
400
300
200
100
0 10 20 30 40 50 60
Sales (thousands)

Forecasting HR AvailabilityForecasting 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 DatabasesUse 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.

Shortage of Workers ForecastedShortage of Workers Forecasted
Creative recruiting
Compensation incentives –
Premium pay is one method
Training programs – Prepare
previously unemployable people
for positions
Different selection standards

Surplus of EmployeesSurplus of Employees
Restricted hiring –
Employees who leave are
not replaced
Reduced hours
Early retirement
Downsizing - Layoffs

DownsizingDownsizing
Also known as restructuring and rightsizing
Reverse of company growing and
suggests one-time change in organization
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 ofSystem Used In the Event of
DownsizingDownsizing
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 DownsizingNegative 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 ofNegative Aspects of
Downsizing (Cont.)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

OutplacementOutplacement
Laid-off employees given
assistance in finding employment
elsewhere
Companies use outplacement to
take care of employees by
moving them successfully out of
company rather than having to
do it on their own

Succession PlanningSuccession Planning
Process of ensuring that qualified
persons are available to assume key
managerial positions once the
positions are vacant
Goal is to help ensure a smooth
transition and operational efficiency

Disaster PlanningDisaster Planning
Should focus on catastrophes that range
from natural calamities such as
hurricanes, earthquakes, and floods to
man-made crises such as 9/11
Always significant human resource issues
to address
Hurricanes Katrina, Rita, Gustav, and Ike

Human Resource Information SystemsHuman Resource Information Systems
(HRIS)(HRIS)
Any organized approach
for obtaining relevant and
timely information on
which to base HR
decisions

HUMAN RESOURCE INFORMATION SYSTEMHUMAN RESOURCE INFORMATION SYSTEM
Goal: Integrate Core Processes into Seamless SystemGoal: Integrate Core Processes into Seamless System
Input Data Types
Job Analysis
Recruitment
Selection/Job Posting/
Employee Referral
T&D
Performance Appraisal
Compensation
Benefits
Safety
Health
Labor Relations
Employee Relations
Output Data Uses*
Employee Tracking
Diversity Programs
Hiring Decisions
Training Programs/E-
learning/Management Succession
Compensation Programs
Benefit Programs (e.g.,
prescription drug programs)
Health Programs (e.g., Employee
Assistance Programs)
Bargaining Strategies
Employee Services
Organizational
Strategic Plans
Human
Resource
Management
Plans
Contribute Toward Achievement of:
Human
Resource
Information
System
*Manager and employee self-service is available.

Manager Self-ServiceManager 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)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 DesignJob Design
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.)Job Design (Cont.)
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 theA Global Perspective: India Getting the
Job Done, but DifferentlyJob Done, but Differently
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

All rights reserved. No part of this publication may be reproduced, stored in a
retrieval 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

Chapter 3 job analysis, strategic planning, job description and job specification

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Chapter 3 job analysis, strategic planning, job description and job specification