Analyzing and Evaluating

Jobs
Chapter 2
 Importance of Job Analysis
 Job Analysis – is the foundation for almost all human resources activities
 The process of determining the work activities and requirements
 It provides information such as tasks an employee performs, the conditions
under which they performed, and the competencies needed to perform
the tasks
1. Job Description – one of the written products/results of a job analysis
- A brief, two to five pages summary of the tasks and job requirements found
in the job analysis
2. Employee Selection – after identifying the requirements for the job, the
next process is to select tests or develop interview questions that will
determine whether a particular applicant possesses the necessary
knowledge, skills and abilities to carry out the requirements of the job
 Importance of Job Analysis
3. Training – job analyses yield lists of job activities that can be systematically
used to create training programs
4. Personpower Planning
*Worker Mobility – that is, if individuals are hired for a particular job, to what
others jobs can they expect to eventually be promoted and become
successful
*Peter Principle – the idea that organizations tend to promote good
employees until they reach the level at which they are not competent – in
other words, their highest level of incompetence
5. Performance Appraisal – evaluation of employee performance and could
be an excellent source of employee training and counseling
6. Job Classification – classification of jobs into groups based on similarities in
requirements and duties, useful for determining pay levels, transfers, and
promotions
 Importance of Job Analysis
7. Job Evaluation – it is used to determine the worth of the job
8. Job Design – used to determine the optimal way in which a job should be
performed
9. Compliance with Legal Guidelines
*Uniform Guidelines on Employee Selection Procedures (UGESP, 1978) – the
HR principles designed to ensure compliance with federal standards, court
have granted them great deference even though it is not considered as a
law
BWC – (Bureau of Working Conditions) creator of the labor laws and
compliances
DOLE (Department of Labor and Employment) – implementer of the labor laws
POEA (Philippine Overseas Employment Administration) – labor laws for OFWs
 Importance of Job Analysis
10. Organizational Analysis – evaluation of the organizational system
*Job Analysis Interview – obtaining information about a job by talking to a
person performing it
 Writing a Good Job Description
Job Description – a relatively short summary of a job and should be about
two to five pages in length
• Duties can always be added to a job description, which can and should
be updated on a regular basis
• The phrase “and performs other job-related duties as assigned” should be
included in the job description
8 Sections of a Job Description
1. Job Title – describes the nature of the job, its power and status level and
the competencies needed to perform the job
- Aids in employee selection and recruitment
- Can affect perceptions of the status and worth of the job
 Writing a Good Job Description
2. Brief Summary – only a paragraph in length but should briefly describe the
nature and purpose of the job
- Can be used in help-wanted advertisements, internal job postings and
company brochures
3. Work Activities – list the tasks and activities in which the worker is involved
- These tasks and activities should be organized into meaningful categories
to make the job description easy to read and understand
- Eg. 72 work activities performed by a bookkeeper are divided into 7 main
areas: accounting, clerical, teller, share draft, collections, payrolls and
data processing, and financial operations
4. Tools and Equipment Used – it include all the tools and equipment used to
perform the work activities in the previous section
- Info in this section are used primarily for employee selection and training
 Writing a Good Job Description
5. Job context – describe the environment in which the employee works and
should mention stress level, work schedule, physical demands, level of
responsibility, temperature, number of coworkers, degree of danger, and
other relevant information.
6. Work Performance – contains a relatively brief description of how an
employee’s performance is evaluated and what work standards are
expected of the employee
7. Compensation Information – contain information in the salary grade,
whether the position is exempt, and the compensable factors used to
determine salary
8. Job Competencies – a.k.a. job specifications
- Includes the knowledge, skills, abilities and other characteristics (KSAO)
that are necessary to be successful on the job
 Writing a Good Job Description
- Competencies section should be divided into 2 subsections:
A. Contains KSAOs that an employee must have at the time of hiring
B. Contains the KSAOs that are an important part of the job but can be
obtained after being hired
 Preparing for a Job Analysis
Who Will Conduct the Analysis?
- Job analysis is conducted by a trained individual in the Human Resource
department, but it can also conducted by job incumbents, supervisors or
outside consultants.
Uniform Guidelines – state that a job analysis must be professionally
conducted and a job analyst certainly cannot be called a professional unless
she has been trained.
How Often Should a Job Description be Updated?
It should be updated if a job changes significantly
Job Crafting – a process in which employees unofficially change their job
duties to better fit their interests and skills
 Preparing for a Job Analysis
Job Analysis Outcomes based on:
1. Job Competence – high-performing employees generated different job
analysis outcomes than did low-performing employees, more
experienced employees rated tasks differently than less experienced
employees
2. Race – there is small but significant difference in the ways in which white
and African American incumbents viewed their jobs
- Landey and Vasey found that white police officers administered first aid
more often and African American officers were more involved in sweeps and
raids related to widespread of narcotics use
3. Gender – Schmitt and Cohen found that male middle level managers
were more often involved in budgetary or finance-related tasks than their
female counterparts
 Preparing for a Job Analysis
Job Analysis Outcomes based on:
4. Education Level – Landy and Vasey found that police officers with only a
high school diploma were less involved in court activities than were their
more educated counterparts
5. Personality – Extroverted incumbents rated such traits as friendliness,
leadership ability, and ambition as being important for the job whereas
conscientious incumbents rated such as work ethic and attention to detail
as being important
6. Viewpoint – Mueller and Belcher found that incumbents (fire captains)
and their supervisors (fire chief, deputy fire chiefs and division chiefs)
produced different task ratings during a job analysis of the fire captain
position
 Preparing for a Job Analysis
What Types of Information Should be Obtained?
Level of Specificity – That is, should the job analysis break a job down into
very minute or specific behaviors
Formal vs. Informal Requirements
Formal Req – are those specifically included in the job description
Informal Req – are additional workloads which are not included in the job
description of the employee
 Conducting a Job Analysis
Goal of Job Analysis:
A. Identify the tasks performed in a job
B. Identify the conditions under which the tasks are performed
C. Identify the KSAOs needed to perform the tasks under the conditions
identified
STEP 1
Identify the major job dimensions and the tasks performed for each
dimension, the tools and equipment used to perform the tasks, and the
conditions under which the tasks are performed
Gathering Existing Information – existing job descriptions, task inventories and
training manuals
 Conducting a Job Analysis
Interviewing Subject Matter Experts
SMEs (Subject Matter Experts) - sources such as supervisors and incumbents
who are knowledgeable about a job
2 Forms of Job Analysis Interview:
1. Individual interview – job analyst interview one employee at a time
2. Group Interview/SME conference – a larger number of employees are
interviewed together
 Conducting a Job Analysis
Guidelines in the Interview:
1. Prepare for the interview by announcing the job analysis to the employees
well in advance by selecting a quiet and private interview location
2. Open the interview by establishing rapport, putting the worker at ease,
and explaining the purpose of the interview
3. Conduct the interview by asking open-ended questions, using easy-to-
understand vocabulary, and allowing sufficient time for the employee to talk
and answer questions. Avoid being condescending and disagreeing with the
incumbent
 Conducting a Job Analysis
Ammerman Technique – a job analysis method in which a group of job
experts identifies the objectives and standards to be met by the ideal worker
Basic Steps for the Ammerman technique:
1. Convene a panel of experts that includes representatives from all levels of
the organization
2. Have the panel identify the objectives and standards that are to be met
by the ideal incumbent
3. Have the panel list the specific behaviors necessary for each objective or
standard to be attained
4. Have the panel identify which of the behaviors from step 3 are “critical”
to reaching the objective
5. Have the panel rank-order the objectives on the basis of importance
 Conducting a Job Analysis
Observations – a job analysis method in which the job analyst watches job
incumbents perform their jobs
Job Participation- a job analysis method in which the job analyst actually
performs the job being analyzed

Step 2 Write Task Statements

Task Inventory – a questionnaire containing a list of tasks each of which the
job incumbent rates on a series of scales such as importance and time spent
Task Statements – must contain an action (what is done), and an object (to
which the action is done) and also other components such as where the task
is done, how it is done, why it is done, and when it is done
 Conducting aProperly
JobWritten
Analysis
Poorly Written Task StatementTask Statement
Sends purchase requests Sends purchase requests to the purchasing
department using campus mail
Drives Drives a five-speed truck to make food deliveries within
the city of Toledo
Locks hall doors Uses master key to lock hall doors at midnight so that
nonresidents cannot enter the residence hall

• Task statements should be written at a level that can be read and understand by a
person with the same reading ability as the typical job incumbent
• It should be written in the same tense
• It should include the tools and equipment used to complete the task
• It should not be competencies (eg., “Be a good writer”)
• It should not be policy (eg., “Treats people nicely”)
• It should make sense by itself. That is “Make photocopies” does not provide as much
detail as “Makes photocopies of transcations for credit union members” which
indicates what types of materials are photocopied and for whom they are copied
• For those activities that involve decision making, the level of authority should be
indicated (MIDTERM)
 Conducting a Job Analysis
Step 3 Rate Task Statements
Task Analysis – the process of identifying the task for which employees need
to be trained
Step 4 Determine Essential KSAOs
 A knowledge is a body of information needed to perform the task
 A skill is the proficiency to perform a learned task
 An ability is a basic capacity for performing a wide range of different tasks
acquiring a knowledge, or developing a skill
 Other characteristics include such personal factors as personality,
willingness, interest, and motivation and such tangible factors as licenses,
degrees and years of experience
 Conducting a Job Analysis
KSAO – commonly referred to as competencies
- In the old days, KSAOs were called job specifications
Competency Modelling – when competencies are tied to an organization’s
strategic initiatives and plans rather than to specific tasks

Step 5 Selecting Tests to Tap KSAOs

- Methods: interviews, work samples, ability tests, personality tests, reference
checks, integrity tests, biodata and assessment centers
 Using Other Job Analysis Methods
Methods Providing General Information About Worker Activities
Position Analysis Questionnaire (PAQ) – a structured job analysis method
developed by McCormick, Jeanneret, and Mecham at Purdue University
- Contains 194 items organized into 6 main dimensions: information input,
mental processes, work output, relationships with other persons, job
context, and other job-related variables such as work schedule, pay and
responsibility
Job Structure Profile (JSP) – a revised version of the PAQ designed to be used
more by the job analyst than by job incumbent
- Developed by Patrick and Moore
- Include item content and style, new items to increase the discriminatory
power of the intellectual and decision making dimensions
 Using Other Job Analysis Methods
Job Elements Inventory (JEI) – a structured job analysis technique developed
by Cornelius and Hakel that is similar to PAQ but easier to read
- Contains 153 items and has a readability level appropriate for an
employee with only a tenth-grade education
Functional Job Analysis (FJA) – a job analysis method developed by Fine that
rates the extent to which a job incumbent is involved with functions in the
categories of data, people and things
- Could be used by the federal government to analyze and compare
thousands of jobs
- Broken down into the percentage of time the incumbent spends on 3
functions: data (information and ideas), people (clients, customers and
coworkers) and things (mahines, tools and equipments)
 Using Other Job Analysis Methods
Job Elements Inventory (JEI) – a structured job analysis technique developed
by Cornelius and Hakel that is similar to PAQ but easier to read
- Contains 153 items and has a readability level appropriate for an
employee with only a tenth-grade education
Functional Job Analysis (FJA) – a job analysis method developed by Fine that
rates the extent to which a job incumbent is involved with functions in the
categories of data, people and things
- Could be used by the federal government to analyze and compare
thousands of jobs
- Broken down into the percentage of time the incumbent spends on 3
functions: data (information and ideas), people (clients, customers and
coworkers) and things (mahines, tools and equipments)
 Using Other Job Analysis Methods
Methods Providing Information About Tools and Equipment
Job Components Inventory (JCI) – a structured job analysis technique that
concentrates on worker requirements for performing job rather than on
specific tasks
- Consists of more than 400 questions covering 5 major categories: tools and
equipment, perceptual and physical requirements, mathematical
requirements, communication requirements, and decision making and
responsibility
 Using Other Job Analysis Methods
Methods Providing Information About the Work Environment
Arbeitswissenschaftliches Erhebungsverfahren zur Tätigkeitsanalyse (AET) – an
ergonomic job analysis procedure developed in Germany by Rohmert and
Landau
- It is a 216 item, standardized questionnaire that analyzes a job along
several dimensions
Methods Providing Information About Competencies
Occupational Information Network (O*NET) – the job analysis system used by
the federal government that has replaced the Dictionary of Occupational
Titles (DOT)
- It includes information about the occupation and the worker characteristics
needed for the success of the job
 Using Other Job Analysis Methods
Critical Incident Technique (CIT) – the job analysis method developed by
John Flanagan that uses written reports of good and bad employee behavior
Threshold Traits Analysis (TTA) – a 33-item questionnaire developed by Lopez
that identifies traits necessary to successfully perform a job
- Developed by Lopez and Kesselman and has 5 categories: physical,
mental, learned, motivational, and social.
Fleishman Job Analysis Inventory (F-JAS) – a job analysis method in which
jobs are rated on the basis of the abilities needed to perform them
- Requires incumbents or job analysts to view a series of abilities and rate the
level of ability
Job Adaptability Inventory (JAI) – job analysis method that taps the extent to
which a job involves 8 types of adaptability
 Using Other Job Analysis Methods
8 dimensions of JAI:
1. Handling emergencies or crisis situations
2. Handling work stress
3. Solving problems creatively
4. dealing with uncertain and unpredictable work situations
5. Learning work tasks, technologies, and procedures
6. Demonstrating interpersonal adaptability
7. Demonstrating cultural adaptability
8. Demonstrating physically oriented adaptability
 Using Other Job Analysis Methods
Personality-Related Position Requirements Form (PPRF) – a job analysis
instrument that helps determine the personality requirements for a job
- Consists of 107 items tapping personality dimensions that fall under the “Big
5” personality dimensions (openness to experience, conscientiousness,
extroversion, agreeableness, and emotional stability)
 Using Other Job Analysis Methods
Evaluation of Methods:
1. The PAQ is seen as the most standardized technique and the CIT the least
standardized.
2. The CIT takes the least amount of job analyst training and task analysis the
most.
3. The PAQ is the least costly method and the CIT the most.
4. The PAQ takes the least amount of time to complete and task analysis the
most.
5. Task analysis has the highest quality results and TTA the lowest.
6. Task analysis reports are the longest and job elements reports the shortest
7. The CIT has been rated the most useful and the PAQ the least.
8. Task analysis gives the best overall job picture and the PAQ the worst.
 Job Evaluation
Job Evaluation – the process of determining the monetary worth of a job
Determining Internal Pay Equity
Internal Pay Equity – involves comparing jobs within an organization to ensure
that the people in jobs worth the most money are paid accordingly.
STEP 1: Determining Compensable Job Factors
Compensable Job factors – factors such as responsibility and education
requirements, working conditions, mental demands, physical demands, that
differentiate the relative worth of job
STEP 2: Determining the Levels for Each Compensable Factors
STEP 3: Determining the Factor Weights
Wage Trend Line – A line that represents the ideal relationship between the
number of points that a job has been assigned and the salary range for the
job
Job Evaluation
 Job Evaluation
Determining External Pay Equity
External Pay Equity – comparing the job to the external market (other
organization)
Salary surveys – a questionnaire sent to other organizations to see how much
they are paying their employees in positions similar to those in the
organization sending the survey
Direct Compensation – the amount of money paid to an employee (does not
count benefits, time off, and so forth)
Comparable Worth – the idea that jobs requiring the same level of skill and
responsibility should be paid the same regardless of supply and demand
Thank you for
listening! 