Chapter Four
Job Analysis:
Concepts,
Procedures, and
Choices
Chapter Outline
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Traditional Job Analysis
The Job Analysis Process
Phase 1: The Scope of the Job Analysis
Phase 2: The Methods of Job Analysis
Phase 3: Data Collection and Analysis
Phase 4: Assessing Traditional Job Analysis
Methods
• The “New Strategic View” of Job Analysis
• Traditional and New Strategic Views of Job
Analysis: Working Together
• Job Analysis: Adding Value to the
Organization
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4–2
Defining Job Analysis?
• Is it simply “obtaining information about
jobs?”
• Have jobs become extinct?
• Are jobs now behavioral contracts
between an employee and an
organization?
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4–3
The Job Analysis Process
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Determine the scope of the project
Decide on the methods of job analysis
Collect the data and analyze it
Assess the costs, benefits and legality
of the analysis project
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4–4
Phase 1: The Scope of the Job
Analysis
• How Will The Job Analysis Data Be
Used?
– Recruiting & selection
– Developing an appraising employees
– Determining compensation
– Job and organizational design
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4–5
Scope of Job Analysis (cont’d)
• Determining Which Jobs to Analyze
– Strategically important job
– Jobs that are difficult to learn
– Job that require frequent hiring
– Jobs where there are legal issues
– Jobs changed by new technology
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4–6
Phase 2: The Methods of Job Analysis
• Types of Job Data
– Work activities
– Human Abilities
– Occupational Information Network (O*NET)
– Qualitative data
– Quantitative data
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4–7
Phase 2: The Methods of Job Analysis
(cont’d)
• Sources of Job Data
– Non-Human Sources, such as…..
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Existing descriptions
Films of employees working
Blueprints
Equipment maintenance records
– Subject Matter Experts (SMEs)
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Job incumbents
Supervisors
Job analysts
Trainers
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4–8
Phase 2: The Methods of Job Analysis
• Job Analysis Procedures
– Narrative Job Descriptions
– Engineering Approaches
• Micromotion Studies
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4–9
Methods of Job Analysis
(cont’d)
• Structured Job Analysis Procedures
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Critical Incidents Technique (CIT)
Department of Labor O*NET
Functional Job Analysis (FJA)
Position Analysis Questionnaire
(PAQ)
• Task Inventory Procedure
• Ability Requirements Scales
• Personality-Related Procedures
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4–10
Methods of Job Analysis
• Structured Procedures
(cont’d)
(cont’d)
– Managerial Job Analysis Procedures
• Management Position Description
Questionnaire (MPDQ)
• Supervisory Task Description Questionnaire
(STDQ)
• Professional and Managerial
Position Questionnaire (PMPQ)
– Cognitive Task Analysis
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4–11
Phase 3: Data Collection and Analysis
• Collecting Job Data
– Getting the Organization Ready
– Sources of Bias
– Job Analysis Interviews
• Analyzing Job Data
• Reporting and
Rechecking Job Data
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4–12
Phase 4: Assessing Job Analysis
Methods
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Purposes served
Versatility
Standardization level
User acceptance
Training required
Sample size needed
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4–13
Assessing Job Analysis Methods (cont’d)
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Off-the-shelf
Reliability
Legality
Time to complete
Cost
Examine validity of the “job descriptive
inference”
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4–14
The New Strategic View of Job
Analysis
• Job Analysis Methods Should Be:
– Future-oriented
– Linked to key strategic issues
– More generic in their approach
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4–15
The New Strategic View (cont’d)
• Competency Modelling
– Task competencies
– Results competencies
– Outcome competencies
– Knowledge, skill, and attitude
competencies
– Superior performer differentiators
– Attribute bundles
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4–16
Job Analysis Adding Value?
• Dollar costs versus dollar benefits
• Non-dollar costs versus non-dollar
benefits
• Dollar and non-dollar costs/benefits
difficult to assess
• Critical issue is does job analysis help
employees perform better
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4–17
Review
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Traditional Job Analysis
The Job Analysis Process
Phase 1: The Scope of the Job Analysis
Phase 2: The Methods of Job Analysis
Phase 3: Data Collection and Analysis
Phase 4: Assessing Traditional Job Analysis
Methods
• The New Strategic View of Job Analysis
• Traditional and New Strategic Views of Job
Analysis: Working Together
• Job Analysis: Adding Value to the
Organization
Copyright © Houghton Mifflin Company. All rights reserved.
4–18