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Human Resource
Management
Job Analysis
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1. Discuss the nature of job analysis (what it
Learning
Outcomes
is and how it is used)
2. Know how to collect job analysis
information, including interview,
questionnaire, observation and
participant’s diary
3. Write job descriptions, job summaries
and job specifications
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Nature of Job Analysis
Job analysis
Job description
Job specifications
The procedure for determining the
duties and skill requirements of a
job and the kind of person who
should be hired for it.
A list of a job’s duties,
responsibilities, reporting
relationships, working conditions,
and supervisory responsibilities—
one product of a job analysis.
A list of a job’s “human
requirements,” that is, the requisite
education, skills, personality, and so
on—another product of a job
analysis.
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Figure 4.1
Information Collected by HR Specialists
© 2009 Pearson Education South Asia. All rights reserved.
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Steps in Job Analysis
Step
1
Step
2
• Decide how you’ll use the
information.
• Review relevant background
information – organization chart/job description
Step • Select representative positions.
3
Step • Actually analyze the job.
4
Step • Verify the job analysis information.
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• Develop a job description and job
Step
specification.
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4–5
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Methods of
Collecting Job
Analysis
Information
Methods of Collecting Information
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Uses of Job Analysis Information
© 2009 Pearson Education South Asia. All rights reserved.
Uses of Job Analysis Information
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Writing Job Descriptions
• A job description
• A written statement of what the worker actually does, how he or
she does it, and what the job’s working conditions are.
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The Job Description
• Job identification
• Job title: name of job
• Date: when the description was written
• Prepared by: who wrote the description
• Job summary
• Describes the general nature of the job
• Lists the major functions or activities
4–9
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The Job Description
• Relationships (chain of command)
Organizational Chart
• Reports to: employee’s immediate supervisor
• Supervises: employees that the job
incumbent directly supervises
• Works with: others with whom the job holder
will be expected to work and come into
contact with internally.
• Outside the company: others with whom the
job holder is expected to work and come into
contact with externally.
© 2009 Pearson Education South Asia.
All rights reserved.
Manager
Secretary
Supervisor
Supervisor
supervisor
4–10
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The Job Description
• Responsibilities and
duties
• A listing of the job’s
major responsibilities
and duties (essential
functions)
Job Specification
Sales Agent
Educational Background
• Defines limits of
jobholder’s decisionmaking authority, direct
supervision, and
budgetary limitations.
© 2009 Pearson Education South Asia.
All rights reserved.
Experience
Special Skills
4–11
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The Job Description
• Standards of Performance and Working Conditions
• Lists standards the employee is expected to achieve under each of the job
description’s main duties
• Standards must be specific
• Examples:
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Sample Job
Description,
Pearson
Education
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Job
Generally defined as “a set of closely related activities carried out for pay.”
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Job Design
• Job design is the process of
organizing work as group of
tasks, duties, responsibilities,
qualification, arranging and
defining the job process and
structure to perform the job.
Photo by Austin Distel
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Techniques in Job Design
Rotation
Job
Design
Enrichment
Enlargement
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From Specialized to Enlarged Jobs
• Job enlargement
• Assigning workers additional same level activities, thus
increasing the number of activities they perform.
• Job enrichment
• Redesigning jobs in a way that increases the opportunities for
the worker to experience feelings of responsibility achievement,
growth, and recognition.
• Job rotation
• Moving a trainee from department to department to broaden
his or her experience and identify strong and weak points to
prepare the person for an enhanced role with the company
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Why Managers Are Dejobbing Their Companies
Dejobbing
• Broadening the
responsibilities of the
company’s jobs
• Encouraging
employee initiative.
External factors
leading to dejobbing.
Internal factors leading
to dejobbing
• Rapid product and
technological change
• Global competition
• Deregulation,
• Political instability,
• Demographic
changes
• Flatter organizations
• Work teams
• Re-engineering Rise
of a service economy
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Competency
• First popularized by Boyatzis
(1982) with Research result
on clusters of competencies:
• “A capacity
• that exists in a person
• that leads to behavior
• that meets the job demands
• within parameters of
organizational environment,
• and that, in turn
• brings about desired
results”
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Competency vs. Competence
Competency:
A person-related concept that refers to the dimensions of
behavior lying behind competent performer.
Competence:
A work-related concept that refers to areas of work at
which the person is competent.
Competencies:
Often referred as the combination of the above two.
Competency-based job analysis
Describing a job in terms of the measurable, observable,
behavioral competencies (knowledge, skills, and/or
behaviors) an employee must exhibit to do a job well.
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Competency Flow Model
Personal attributes / motives, knowledge skill
Competency
Observable behaviors
Job Performance
Competencies are to performance what DNA is to people
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Competency Analysis
• Why Use Competency Analysis?
• Support HPWS
• Traditional job descriptions (with their lists of specific duties) may actually
backfire if a high-performance work system is the goal.
• HPWS encourages employees to work in a self-motivated manner.
Encouraging Employees to Work in a Self-Motivated Way
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• Why Use Competency Analysis? (cont’d)
• Maintain a strategic focus
• Describing the job in terms of the skills,
knowledge, and competencies the worker needs is
more strategic.
• Measure performance
• Measurable skills, knowledge, and competencies
are the heart of any company’s performance
management process.
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• References:
• Dessler, G. (2013). A framework for human resource management. Pearson
Education.
• Boyatzis, R. E. (1982). The Competent Manager: A Model for Effective
Performance, A Wiley-Interscience Publication, John Wiley& Sons
• Competency Causal Flow Model,
https://www.researchgate.net/figure/Competency-Causal-Flow-Model13_fig1_281162172#:~:text=Competency%20Causal%20Flow%20Model%20is,hum
an%20behavior%20properties%20in%20collaboration.
• Icons Used:
• MS Excel emoticons. Digital Image
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