JOB ANALYSIS
Reported by:
Chona H. Torres
IR 212
3 December 2013
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What is Job Analysis?
• A process to identify and determine in detail the particular job duties and
requirements and the relative importance of these duties to a given job.
• A process where judgments are made about data collected on a job.
• It is used to identify the important tasks of a job and the essential
competencies an individual should possess to satisfactorily perform it.
• A systematic process of collecting relevant, work related information
related to the specific nature of a job.
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What is Job Analysis?
• It is the reduction of a job into duties, tasks, and elements for the purpose
of establishing a job description, job specifications (required KSA) or a
personnel procedure (recruitment, selection, performance appraisal,
training, compensation).
• It is concerned with the collection, processing, and interpretation of job
content data, e.g., tasks, duties, and supporting knowledge.
• It is a collection of data describing: (a) workers and the technologies
employed on the job to get the work done, and (b) the physical,
mechanical, social, and informational elements of the work environment.
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Why Perform Job Analysis?
• Being the foundation upon which Human Resource Management sits, it
as a potential use for every major personnel function
• Identifying the skills and experience required to perform the work
clarifies hiring and promotion standards
• It is used to establish and document the “job relatedness” of
employment procedures such as training, selection, compensation, and
performance appraisal.
• In compensation, job analysis has two (2) critical uses :
(1) establishes similarities and differences in the work contents of
the jobs
(2) helps establish an internally fair and aligned job structure
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QUESTIONS ASKED IN JOB ANALYSIS
WHAT?
HOW?
WHY?
• This seeks to find out • This involves knowing the • This is a question often
what the worker is
methods and procedures
ignored by some job
actually doing.
as well as the equipment
analysis.
used to carry out the
specific
tasks
and • Knowing why tasks are
responsibilities of the
done in a certain
jobs that are being
manner, however, will
analyzed.
help us understand the
importance of the job,
• The environment under
the efforts required
which the job occupant
(mental and physical),
carries out his or her job
and other vital factors
is also included in the
that will later be used as
”how” analysis.
basis for job evaluation.
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Competencies of Job Analysts
• Persons with analytical ability
• Have very good writing skills
• Possess excellent interviewing skills
• Have familiarity with the jobs that are to be analyzed
• Must also be good listeners
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JOB ANALYSIS PROCESS
1. Determine what you want the information for. This helps the job
analyst to be more focused on specific areas of concern.
2. Identify the target jobs to be analyzed. In job evaluation, the choice
would be to analyze the whole array of jobs in the organization or an
identified set of jobs that are part of the job evaluation project.
3. Determine who would do job analysis. Job analysis is usually
conducted by an analyst based in the HR Department. But sometimes,
organizations contract this task out to specialists or consultants.
4. Do a review of related documents and literature. Consult the
Dictionary of Occupational Titles (DOT) or the O*NET, which contains job
descriptions used by various industry groups.
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JOB ANALYSIS PROCESS
5. Do the job analysis. This step involves using some method or
a combination of methods to collect information regarding the
tasks and duties performed.
6. Process, synthesize and interpret the results. How you process
the results is important to job analysis. The data derived from job
analysis, for example, forms the basis for writing the job
descriptions in a job evaluation.
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Data Gathering Techniques
1. Using a questionnaire - a structured or semi-structured job analysis
questionnaire is designed to capture the key areas that the analyst
wants to study depending on the purpose of the job analysis.
2. Interview – a method of collecting information from job incumbents
with the job analyst asking them to describe the tasks and duties they
perform.
There are two types of interviews:
a. Unstructured interview – this involves some conversation
between the job occupant and the analyst with neither prepared
interview schedule nor a predetermined line of questioning.
b. Structured interview – an interview schedule is designed
purposely for the job analyst to administer. The schedule may
contain both structured and unstructured items.
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Data Gathering Techniques
3. Observation – the analyst spends some time watching the
employees at work. But while this method allows for a first hand
observation of employees at work, it is only applicable for jobs
with short cycle tasks that are dominated by physical activities
and observable routines.
4. Videotaping employees at work – this can be an unobtrusive
method of observation that allows the job analyst to play and
replay the tapes as needed in order to have a comprehensive
view of the what, how, why of the jobs observed.
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Data Gathering Techniques
5. Using a combination of methods – any of these methods may
be combined together to gather job data. While it offers to the
job analyst is that he can be assured he is getting the right
information.
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Job Analysis Methods
Task-Oriented Methods
(Job-Oriented)
Worker-Oriented Methods
-Emphasize what human attributes are
-Emphasize the conditions and results of needed for successful job performance
work and are characterized by specific -Describe jobs in terms of their general
statements that focus on what is work behaviors that characterize the
work or work environment
accomplished by the worker
• Functional Job Analysis (FJA)
• Common Metric Questionnaire (CMQ)
• Hierarchical Task Analysis (HTA)
• General Work Inventory (GWI)
• Task Inventory (TI) / Comprehensive
Occupational Data Analysis Programs
(CODAP)
• Critical Incident Technique (CIT)
• Position Analysis Questionnaire (PAQ)
• Management Position Description
Questionnaire (MPDQ)
• Work Profiling System (WPS)
• Fleishman Job Analysis Survey (F-JAS)
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Job Analysis Methods
Task-Oriented Methods (Job-Oriented)
Functional Job Analysis (FJA) - is a task analysis technique that distinguishes
between what gets done on a job and what workers do to get the job done. FJA
uses seven scales to describe what workers do in their jobs. Each scale has
several levels that are anchored to specific behavioral statements and
illustrative tasks.
1. Things – interaction with and response to tangibles
2. Data – functions with information
3. People – interactions, communications, and interpersonal actions
4. Worker Instructions – deals with evaluative judgments on such major
constructs as task importance, critically, and significance
5. Reasoning – includes personal contact, human interaction, and
degrees of sensitivity to others
6. Math
7. Language
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Job Analysis Methods
Task-Oriented Methods (Job-Oriented)
FJA
- an evaluation process that identifies the physical demands of work.
- a structured, individualized method of work categorization that analyzes
the worker, the work, and the worksite.
FJA may be accomplished following these steps:
1. Identify the job to be analyzed.
2. Break the job into tasks.
3. Write task statements.
4. Describe the tools, equipment, or work aids that are used by the performer
5. Classify each task on the worker function scale.
6. Identify the proportion of time in each area.
7. Specify the related requirements.
8. Record this information on a standardized form.
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Job Analysis Methods
Task-Oriented Methods (Job-Oriented)
Hierarchical Task Analysis (HTA)
• Is heavily task-oriented method that essentially involves dividing a job into its
component task and sub-tasks.
• Data can be gathered from a number of sources including observations and job
descriptions
• Describes the task in terms of hierarchy of operations and plans based on a
structure chart notation
• This method produces a three-tiered hierarchy of task analysis:
1. goals (external task) – the system states what the person wishes to achieve
2. tasks – structured set of activities to achieve goals
3. operations or actions – different things that a person must do within system; simple
tasks that have no control structure
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Job Analysis Methods
Task-Oriented Methods (Job-Oriented)
Task Inventory /Comprehensive Occupational Data
Analysis Programs TI/CODAP)
• A computerized method for job analysis
• Assists analysts in interpreting job and task clusters
• Based on the assumption that one begins by defining all jobs of interest down
to the task performance level
• Identifies the “task list” as the primary anchor for job data which is
augmented and modified by other background items such as equipment used
or current job classification
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Job Analysis Methods
Worker-Oriented Methods
Common Metric Questionnaire (CMQ) has five (5) components:
1. Background - has 41 general questions about work requirements such as travel,
seasonality, and licensure requirements
2. Contacts with People – consists of 62 questions addressing the level of
supervision, the degree of internal and external contacts, and how to meet
requirements.
3. Decision-making – 80 items are included focused on relevant occupational
knowledge and skill, language and sensory requirements, and managerial and
decision-making
4. Physical and Mechanical Activities – this element contains 53 items on physical
activities and equipment, machinery and tools
5. Work Setting – there are 47 items related to environmental conditions and
other job characteristics
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Job Analysis Methods
Worker-Oriented Methods
General Work Inventory (GWI)
• Was constructed specifically for the military whose 268 items
were organized into 8 sections.
• It uses “part of the job” and “extent of occurrence” rating scales,
each of which having 9 points and adjectivally anchored.
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Job Analysis Methods
Worker-Oriented Methods
Critical Incident Technique (CIT)
• Requires participants to describe in detail incidents where they
succeeded or failed to achieve an objective
• Used to investigate actual episodes of on-the-job behavior
• Must exhibit the following characteristics:
1. Be specific and detailed.
2. Focus on observable behaviors (should NOT include traits).
3. Describe the context in which the behavior occurred.
4. Indicate the consequences of the behavior.
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Job Analysis Methods
Worker-Oriented Methods
Position Analysis Questionnaire (PAQ)
• Structured questionnaire consisting of 195 items, each requiring a rating
• Measures job characteristics and relates them to human characteristics
• Takes about 2 hours to complete and the items fall into 5 categories:
1. Information Input (where and how the worker gets information)
2. Mental Processes (reasoning and other processes that workers use)
3. Work Output (physical activities and tools used on the job)
4. Relationships with other persons
5. Job context (the physical and social contexts of work)
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Job Analysis Methods
Worker-Oriented Methods
Position Analysis Questionnaire (PAQ) is based on the
following assumptions:
• All jobs have job elements (behavioral requirements, work conditions and
job characteristics) that have commonality across jobs
• Characteristics of a particular job can be compared to those of many other
jobs to arrive at job dimension scores
• A common set of worker attributes is necessary to perform jobs with
particular job dimensions
• Knowing a job’s elements, we can infer attribute requirements (called
“synthetic validity” or “job component validity”)
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Job Analysis Methods
Worker-Oriented Methods
Management Position Description Questionnaire
(MPDQ) is a standardized instrument consisting of 15 sections and 274
items, designed to analyze managerial jobs.
• Respondents indicate how significant each item is to the position on a scale
of 1-4; 1 = Minor Significance
2 = Moderate Significance
3 = Substantial Significance 4 = Crucial Significance
This position requires to monitor the following:
1. Long range trends in management 5. Competitor’s product lines, services, and
theory and/or technique
technologies
2. Economic trends that may affect the 6. Market conditions affecting the
company’s business
company’s ability to acquire goods and
services
3. International politics that may affect the 7. The total net income of my operating
company’s business
unit
4. Current/proposed legislation or judicial
trends that might affect the company
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Job Analysis Methods
Worker-Oriented Methods
Work Profiling System (WPS)
was designed to help employers
accomplish human resource functions such as individual development
planning, employee selection, and job description.
• Anchored on 3 types of occupations 1.) managerial 2.) service 3.) technical
• Contains a structured questionnaire that measures ability and personality
attributes in areas such as HEARING SKILLS, SIGHT, TASTE, SMELL, TOUCH, BODY
COORDINATION, VERBAL SKILLS, NUMBER SKILLS, COMPLEX MANAGEMENT
SKILLS, PERSONALITY, and TEAM ROLE.
• Knowing a job’s elements, we can infer attribute requirements (called “synthetic
validity” or “job component validity”)
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Job Analysis Methods
Worker-Oriented Methods
Work Profiling System (WPS) is organized into 2 parts:
JOB TASKS
JOB CONTEXT
Contains 325 behavior description items Addresses 28 TOPICS such as
called TASKS organized into 8 sections education, training and experience
and 30 subsections:
levels needed to perform the job,
responsibility, types of interpersonal
1. Managing Tasks
contact, and job-related travel.
2. Managing People
3. Receiving Information
4. Thinking Creatively
5. Working with Information
6.
Communicating
7.
Administrating
8. Physical Activities
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Job Analysis Methods
Worker-Oriented Methods
Fleishman Job Analysis Survey (F-JAS) – jobs are rated on the basis
of the abilities needed to perform the jobs; assesses abilities using 73
different scales; a comprehensive range of capacities in the ff. domains:
COGNITIVE DOMAIN
• Verbal Abilities
PSYCHOMOTOR DOMAIN
• Fine
Manipulative • Physical Strength Abilities
Abilities
• Idea Generation and • Control
Reasoning Abilities
Abilities
• Quantitative Abilities
PHYSICAL DOMAIN
Movement • Endurance
• Reaction Time
Speed Abilities
and • Flexibility, Balance,
Coordination
• Memory
• Visual Abilities
• Perceptual Abilities
• Auditory
Abilities
and
and
Speech
• Spatial Abilities
• Attentiveness
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SUMMARY
• The ultimate success of a job analysis program in an organization
depends largely on the planning and preparation stage.
• Streamlining job analysis and reducing the number of different
jobs can reduce costs by making work assignments more fluid.
• The end product of certain job analysis process consists of some
form of written material called the job description.
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REFERENCES:
• Aganon, Marie E. (2008). Job Evaluation & Strategic Compensation. Quezon City: Central
Book.
• Armstrong, Michael and Angela Baron. (1997). The Job Evaluation Handbook. London.
Institute of Personnel and Development.
• McCormick, Ernest J. 1979). Job Analysis: Methods and Applications. New York: American
Management Association.
• Milkovich, George and Jerry M. Newman. (1996). Compensation. Chicago:Irwin.
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