Chapter Analyzing Jobs Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-1 HRM and Competitive Advantage HR Planning Job Analysis Recruitment Selection Training/Develop Performance App Compensation Productivity Imp Competence Motivation Work Attitudes Output Retention Legal Compliance Company Image Cost Leadership Product Differentiation Workplace Justice Unions Safety & Health International Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-2 Linking Job Analysis Practices to Competitive Advantage Competent, Motivated Employees With Positive Job Attitudes Effective Job Analysis Competitive Advantage Job-Related HRM Minimized HRM-Related Lawsuits Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-3 Uses of Job Analysis Training & Development Recruitment/ Selection Performance Appraisal Job Analysis Foundations Employee Discipline Safety & Health Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing Compensation Performance Improvement Programs 4-4 Job Analysis Decisions • What type of information will be collected? • How will the information be collected? • How will the information be recorded or documented? Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-5 Job Analysis Information Job Context plant assembly line Worker Requirements knowledge, skills, abilities Job Content assemble boxes Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-6 Job Content Information • What the worker does • The purpose of the action • The tools, equipment, or machinery used in the process • Task importance • Expected performance levels • Training needed Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-7 Job Context • • • • • • • • Reporting relationships Supervision received Judgment Authority Personal contacts Working conditions Physical demands Personal demands Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-8 Worker Requirements Information • • • • • Knowledge Skills Ability Personal characteristics Credentials Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-9 How to Gather Job Information • Interviews • Observation • Questionnaires Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-10 Determining How Job Analysis Information will be Recorded • Job descriptions -general purpose • Job descriptions -special purpose – Ability Requirements Approach – Position Analysis Questionnaire – Critical Incident Technique – Versatile Job Analysis Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-21 General Purpose Job Description Job Identification Job Summary Essential Functions Job Specifications Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-22 General Purpose Job Descriptions Strengths • Vital HRM tool • Can be used for many purposes Human Resource Management, 2/E, Lawrence S Kleiman â 2000 by South-Western College Publishing Weaknesses Brief • Deficient for some purposes 4-23 VERJAS • Duties • Tasks • Task ratings – importance – needed training • Job context • Competencies Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-24 Ability Requirements Approach • Mental abilities • Perception abilities • Psychomotor abilities • Physical abilities • Sensory abilities Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-25 Ability Requirements Approach Strengths • Useful for employee selection • Can be used to set medical standards for jobs • Comprehensive & research based Weaknesses • Information limited in scope • Does not provide job context information • Does not specify knowledge & skills needed for a job Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-26 Position Analysis Questionnaire decision, communicating, & general responsibilities operating machines & equipment work environment public/customer contacts supervising, directing, estimating clerical-related activities Job technical-related activities physical activities aware of work environment work schedules routine repetitive activities Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing service-related activities 4-27 Position Analysis Questionnaire Strengths • Useful for compensation • Can group jobs into “families” • Versatile Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing Weaknesses • Not as useful for grouping jobs for selection • Does not identify tasks or skills 4-28 How to Obtain Critical Incidents • Think of a specific performance incident that gave you some feeling about how well an individual was doing his/her job • What were the circumstances leading up to the incident? • What specifically did the individual that made you feel he/she was a good, average, or poor performer? Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-29 Critical Incidents Strengths • Useful for identifying selection criteria • Useful for identifying training needs Weaknesses • Does not provide a complete job description • Time consuming Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-30 Line Managers and Job Analysis  Help complete the job analysis  Implement job analysis results  Communicate job responsibilities  Review and maintain accuracy of job descriptions Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-31 When Managers Job Analysis State the purpose of the interview Structure the interview Steer the interview Record the interview Close the interview Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-32 Documenting Job Analysis Information with VERJAS Identify duties Identify tasks Evaluate tasks Evaluate job context Evaluate worker competencies (worker requirements) Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-33 HRM Department and Job Analysis  Gain upper management support  Plan and implement the job analysis project Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-34 Planning and Implementing a Job Analysis Project • Determine goals and objectives • Choose methods for collecting and recording job analysis information • Select subjectmatter experts • Gather data • Establish a project schedule • Document the data • Disseminate the information • Manage the study Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing 4-35 ... South-Western College Publishing 4-14 Job Analysis Observation Strengths • Can determine real rather than estimated time spent on tasks • Not subject to self-report biases or misunderstandings •... consistency of results by comparing notes • Useful for complex jobs • Useful for identifying subtasks Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western College Publishing... activities 4-27 Position Analysis Questionnaire Strengths • Useful for compensation • Can group jobs into “families” • Versatile Human Resource Management, 2/E, Lawrence S Kleiman © 2000 by South-Western