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BA 31 Chapter 4
JOB ANALYSIS
4–1
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reserved.
AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE
TO:
1.
Discuss the nature of job analysis, including what it is
and how it’s used.
2.
Use at least three methods of collecting job analysis
information, including interviews, questionnaires, and
observation.
3.
Write job descriptions, including summaries and job
functions, using the Internet and traditional methods.
4.
Write job specifications using the Internet as well as your
judgment.
5.
Explain job analysis in a “jobless” world, including what it
means and how it’s done in practice.
4–2
KEEPING YOU
FROM HIRING
NIGHTMARES!
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4–4
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TYPES OF INFORMATION COLLECTED
Work
activities
Human
requirements
Job
context
Information
Collected Via
Job Analysis
Human
behaviors
Machines, tools,
equipment, and
work aids
Performance
standards
4–5
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USE OF JOB ANALYSIS INFORMATION
Recruitment and
Selection
EEO
Compliance
Discovering
Unassigned
Duties
Compensation
Information
Collected Via
Job Analysis
Performance
Appraisal
Training
4–6
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FIGURE 4–1
USES OF JOB ANALYSIS INFORMATION
4–7
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JOB ANALYSIS…
(SOC) - Standard Occupational Classification
4–8
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STEPS IN JOB
ANALYSIS
Steps in doing a job analysis:
1
Decide how you’ll use the information.
2
Review relevant background information.
3
Select representative positions.
4
Actually analyze the job.
5
Verify the job analysis information.
6
Develop a job description and job specification.
4–9
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METHODS OF COLLECTING JOB ANALYSIS
INFORMATION: THE INTERVIEW


Information Sources
Interview Formats

Individual employees

Structured (Checklist)

Groups of employees

Unstructured

Supervisors with knowledge
of the job
Advantages



Quick, direct way to find
overlooked information
Disadvantages

Distorted information
4–10
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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 © 2004.
4–11
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FIGURE 4–3
JOB ANALYSIS QUESTIONNAIRE
FOR DEVELOPING JOB
DESCRIPTIONS (CONT’D)
Note: Use a questionnaire like this to interview
job incumbents, or have them fill it out.
Note: Have incumbent journal their
daily duties for at least two to three
weeks. Have them bring their typed
notes or filled out forms to the
meeting.
Source: www.hr.blr.com. Reprinted with
permission of the publisher, Business and Legal
Reports, Inc., Old Saybrook, CT © 2004.
4–12
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reserved.
JOB ANALYSIS: INTERVIEWING GUIDELINES

The job analyst and supervisor should work together to identify
the workers who know the job best.

Quickly establish rapport with the interviewee.

Follow a structured guide or checklist, one that lists openended questions and provides space for answers.

Ask the worker to list his or her duties in order of importance
and frequency of occurrence.

After completing the interview, review and verify the data.
4–13
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METHODS OF COLLECTING JOB ANALYSIS
INFORMATION: QUESTIONNAIRES

Information Source


Have employees fill out
questionnaires to describe
their job-related duties and
responsibilities
Questionnaire Formats


Structured checklists
Open-ended questions

Advantages


Quick and efficient way to
gather information from
large numbers of employees
Disadvantages

Expense and time
consumed in preparing and
testing the questionnaire
4–14
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METHODS OF COLLECTING JOB ANALYSIS
INFORMATION: OBSERVATION

Information Source


Observing and noting the
physical activities of
employees as they go about
their jobs

Advantages

Provides first-hand
information

Reduces distortion of
information
Disadvantages

Time consuming

Difficulty in capturing entire
job cycle

Of little use if job involves a
high level of mental activity
4–15
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METHODS OF COLLECTING JOB ANALYSIS
INFORMATION: PARTICIPANT DIARY/LOGS

Information Source


Workers keep a
chronological diary/ log of
what they do and the time
spent on each activity

Advantages

Produces a more complete
picture of the job

Employee participation
Disadvantages

Distortion of information

Depends upon employees to
accurately recall their
activities
4–16
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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.
4–17
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FIGURE 4–4
EXAMPLE OF POSITION/JOB
DESCRIPTION INTENDED
FOR USE ONLINE (CONT’D)
Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007.
4–18
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FIGURE 4–4
EXAMPLE OF POSITION/JOB
DESCRIPTION INTENDED FOR
USE ONLINE (CONT’D)
Source: www.ncf.edu/humanresources/documents/
A&P%20Final.doc. Accessed May 10, 2007.
4–19
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reserved.
COMPETENCY-BASED JOB ANALYSIS

Competencies


Demonstrable characteristics of a person that enable
performance of a job.
Reasons for Competency-Based Job Analysis
To support a high-performance work system.
 To create strategically-focused job descriptions.
 To support the performance management process in
fostering, measuring, and rewarding:

 General
competencies
 Leadership competencies
 Technical competencies
4–20
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JOB SPECIFICATIONS….
4–21
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reserved.
WRITING JOB SPECIFICATIONS

Steps in the Statistical Approach

***Analyze the job and decide how to measure job
performance.

***Select personal traits that you believe should
predict successful performance.

Test candidates for these traits.

Measure the candidates’ subsequent job performance.

Statistically analyze the relationship between the
human traits and job performance.
***NOTE: We are dealing with the first two only at this point.
4–22
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WRITING JOB SPECIFICATIONS
“What traits and
experience are required
to do this job well?”
Specifications for
Trained Versus
Untrained
Personnel
Specifications
Based on
Judgment
Specifications
Based on
Statistical
Analysis
4–23
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DEFINING YOUR CORPORATE CULTURE…..
4–24
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THE DISNEY LOOK….
The Disney Look
4–25
EXAMPLES OF PERSONAL TRAITS










Organized
Self-Starters
Positive/Friendly
Personality
Teachable
Coachable
Attention to detail
Type A personality
Type B personality
Responsive
Motivated
4–26
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EMPLOYMENT PERSONALITY TESTS
4–27
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
The EEOC does not validate pre-employment assessments nor
does the Office of Federal Contract Compliance. As far as
employment assessments are concerned, the extent of their
authority is to audit or investigate unacceptable procedures
when a discrimination charge has resulted from adverse
impact. Their investigation pertains to all employee selection
procedures. There have been very few disparate impact cases
involving pre-employment assessments because those
assessments generally do not have an adverse impact on any
protected group. That does not preclude misuse of an
employment assessment by requiring unreasonably high or
restrictive standards that would not be a bona fide
occupational qualification.
http://www.employment-testing.com/legality.htm
4–28
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WORKING CONDITIONS: OSHA ISSUES?









Extreme weather
conditions
Hazmat Environment
Noise (Airport)
Confined Spaces
Extreme Altitudes
Asthmatic conditions
Woodworking (Shavings)
Heavily perfumed areas
animal dander (allergy)
4–29
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JOB ANALYSIS IN A “JOBLESS” WORLD
Job Design:
Specialization and
Efficiency?
Job
Enlargement
Job
Rotation
Job
Enrichment
*Eliminating narrowly defined jobs.
4–30
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JOB ANALYSIS IN A “JOBLESS” WORLD (CONT’D)
Dejobbing the
Organization
Flattening the
Organization
Using SelfManaged Work
Teams
Reengineering
Business
Processes
Dejobbing - broadening the responsibilities of company’s
jobs and encouraging workers not to limit themselves to
what’s on their job descriptions is a result of the changes
taking place in business today.
4–31
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WRITING THE JOB DESCRIPTION
4–32
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WRITING JOB DESCRIPTIONS
Job
Identification
Job
Summary
Job
Specifications
Sections of a
Typical Job
Description
Working
Conditions
Standards of
Performance
Responsibilities
and Duties
Authority of the
Incumbent
4–33
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USING THE INTERNET FOR WRITING
JOB DESCRIPTIONS
 O*NET™
Online
http://online.onetcenter.org/
4–34
http://www.biztrain.com/products/descriptionsnow.h
tm
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OCCUPATIONAL EMPLOYMENT AND WAGE
ESTIMATES…
http://www.bls.gov/
4–36
Metropolitan and Nonmetropolitan Area Occupational Employment and Wage Estimates
4–37
WHAT ARE OCCUPATIONAL CODES?
4–38
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TABLE 4–2
SOC MAJOR GROUPS OF JOBS – STANDARD OCCUPATIONAL CODES
11-0000
13-0000
15-0000
17-0000
Management Occupations
Business and Financial Operations Occupations
Computer and Mathematical Occupations
Architecture and Engineering Occupations
19-0000
21-0000
23-0000
25-0000
27-0000
29-0000
31-0000
Life, Physical, and Social Science Occupations
Community and Social Services Occupations
Legal Occupations
Education, Training, and Library Occupations
Arts, Design, Entertainment, Sports, and Media Occupations
Healthcare Practitioners and Technical Occupations
Healthcare Support Occupations
33-0000
35-0000
37-0000
39-0000
41-0000
43-0000
45-0000
Protective Service Occupations
Food Preparation and Serving-Related Occupations
Building and Grounds Cleaning and Maintenance Occupations
Personal Care and Service Occupations
Sales and Related Occupations
Office and Administrative Support Occupations
Farming, Fishing, and Forestry Occupations
47-0000
49-0000
51-0000
53-0000
55-0000
Construction and Extraction Occupations
Installation, Maintenance, and Repair Occupations
Production Occupations
Transportation and Material Moving Occupations
Military Specific Occupations
Note: Within these major groups are 96 minor groups, 449 broad occupations, and 821 detailed occupations.
4–39
4–40
http://www.bls.gov/oes/2007/may/oes_ca.htm#b00-0000
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FIGURE 4–9
MARKETING
MANAGER
DESCRIPTION
FROM
STANDARD
OCCUPATIONAL
CLASSIFICATION
(SOC CODE) =
(US FEDERAL
JOB
CLASSIFICATION
SYSTEM)
Source: www.bls.gov/soc/
soc_a2c1.htm. Accessed
August 17, 2007.
4–41
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MEAN AND MEDIAN – WHAT’S THE
DIFFERENCE???
4–42
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4–43
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Median Mean – What’s the Difference?
By understanding the difference between median and mean, and
what the implications are of each, you will be able to challenge
such assertions and avoid being duped yourself. First, a brief
explanation of each, then some real life examples of median and
mean that we can all relate to.
Let’s take this set of 11 numbers:
2 3 3 4 7 9 11 12 14 17 25
The median and the mean are pretty close together, but different
nonetheless. See the attached Excel-generated output:
4–44
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WAGE RANGE:
Wage Range
The relative standard error (RSE) is a measure of the reliability of a survey
statistic. The smaller the relative standard error, the more precise the estimate.
4–45
WAGE/HOUR INFORMATION FROM DOL…
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4–46
DETERMINING THE STATUS OF THE POSITION….
4–47
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EXEMPT
http://personnel.ky.gov/NR/rdonlyres/44CAB895-3CB2-4CF4-BADD-A2EB679273A0/0/flsatest.pdf
4–48
Exempt
v. NonExempt?
FAIR LABOR
STANDARDS
ACT
http://www.flsa.
com/coverage.
html
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THE AUDIT: TEST YOUR COMPLIANCE
Test Your Compliance
http://www.nibmimages.com/nibm/Audit-TestYourCompliance.pdf
4–50
Contractor? Employee?
http://www.irs.gov/businesses/small/article/0,,id=99921,00.html
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TWO RECENT
COURT CASES
REGARDING
CLASSIFICATION
DISPUTES!
4–52
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RECAP – SUMMARY AND STEPS:
4–53
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THE JOB DESCRIPTION
SUMMARY

Job Identification






Job title
*FLSA status section –
Exempt/Non-Exempt?
Wage
Job Summary


General nature of the job
Major functions/activities


Relationships




Reports to:
Supervises:
Works with:
Outside the company:

Major Responsibilities and Duties
 Major responsibilities and
duties (essential functions)
 Decision-making authority
 Direct supervision
Budgetary limitations
Standards of Performance and
Working Conditions
 What it takes to do the job
successfully
Written Job Description
*FAIR LABOR STANDARDS ACT
4–54
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reserved.
WRITING JOB DESCRIPTIONS: STEPS
*Step 1. Decide on a Plan
*Step 2. Develop an Organization Chart
Step 3. Use a Job Analysis/Description Questionnaire
(Done)
Step 4.
Obtain Lists of Job Duties from O*NET
Step 5. Compile the Job’s Human Requirements from
O*NET – SOC code?
Step 5 Determine Wage/Hour – Exempt – Non-Exempt
Step 6. Complete Your Job Description
*Who does this person report to?
4–55