HUman resource managemenr 2e s keiman chapter4

© 2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S.. © 2000 by South-Western College PublishingHuman Resource Management, 2/E, Lawrence S.. © 2000 by So

© 2000 by South-Western College Publishing

Human Resource Management, 2/E, Lawrence S Kleiman

4-1

Chapter 4 Analyzing Jobs

Output Retention Legal Compliance Company Image

Cost Leadership

Product Differentiation

© 2000 by South-Western College Publishing

Human Resource Management, 2/E, Lawrence S Kleiman

Job Attitudes

Minimized HRM-Related

Lawsuits

Uses of Job Analysis

Employee

Discipline

Job Analysis Foundations

© 2000 by South-Western College Publishing

Human Resource Management, 2/E, Lawrence S Kleiman

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Job Analysis Decisions

• What type of information will be collected?

• How will the information be collected?

• How will the information be recorded or

documented?

Job Analysis Information

knowledge, skills, abilities

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Human Resource Management, 2/E, Lawrence S Kleiman

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Job Content Information

• What the worker does

• The purpose of the action

• The tools, equipment, or machinery used

in the process

• Task importance

• Expected performance levels

• Training needed

© 2000 by South-Western College Publishing

Human Resource Management, 2/E, Lawrence S Kleiman

How to Gather Job Information

• Interviews

• Observation

• Questionnaires

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Human Resource Management, 2/E, Lawrence S Kleiman

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Job Analysis Interview

Strengths of Job Analysis Interview

• Most frequently used

• Can be used to collect all types of job

analysis information

• The only way to collect some types of job

analysis information

© 2000 by South-Western College Publishing

Human Resource Management, 2/E, Lawrence S Kleiman

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Weakness of Job Analysis Interview

• Incumbents may inflate their jobs

• May reveal only a superficial view of the job

• Time consuming

Job Analysis Observation

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Human Resource Management, 2/E, Lawrence S Kleiman

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Job Analysis Observation Strengths

• Can determine real rather than estimated time spent

on tasks

• Not subject to self-report biases or

misunderstandings

• Can check consistency of results by comparing notes

• Useful for complex jobs

• Useful for identifying subtasks

Job Analysis Observation Weaknesses

• Irregularly performed tasks are difficult to capture.

• Not all tasks are observable.

• Some workers behave atypically when observed.

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Human Resource Management, 2/E, Lawrence S Kleiman

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Job Analysis Questionnaires

Types of Job Analysis Questionnaires

• Job analysis inventory

• Task inventory

• Ability inventory

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Human Resource Management, 2/E, Lawrence S Kleiman

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Job Analysis Questionnaires Strengths

• Can get information from several people

simultaneously

• Information can be collected quickly

• Can be used to group jobs

• Can be used to determine workers’ training needs

Job Analysis Questionnaires Weaknesses

• Limited applicability

• Bias and self-inflated responses are possible

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Human Resource Management, 2/E, Lawrence S Kleiman

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Determining How Job Analysis Information will be Recorded

• Job descriptions -general purpose

• Job descriptions -special purpose

– Ability Requirements Approach– Position Analysis Questionnaire– Critical Incident Technique

– Versatile Job Analysis

General Purpose Job Description

Job Identification

Job Summary

Essential Functions

Job Specifications

© 2000 by South-Western College Publishing

Human Resource Management, 2/E, Lawrence S Kleiman

© 2000 by South-Western College Publishing

Human Resource Management, 2/E, Lawrence S Kleiman

Ability Requirements Approach

• Does not provide job context information

• Does not specify knowledge & skills needed for a job

© 2000 by South-Western College Publishing

Human Resource Management, 2/E, Lawrence S Kleiman

technical-related activities

service-related activities

work schedules routine repetitive

Position Analysis Questionnaire

• Does not identify tasks or skills

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Human Resource Management, 2/E, Lawrence S Kleiman

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How to Obtain Critical Incidents

• Think of a specific performance incident that gave you some feeling about how well an individual was doing his/her job.

• What were the circumstances leading

up to the incident?

• What specifically did the individual do

that made you feel he/she was a good, average, or poor performer?

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Human Resource Management, 2/E, Lawrence S Kleiman

4-31

Line Managers and Job Analysis

 Help complete the

When Managers do Job Analysis

1 State the purpose of the interview

2 Structure the interview

3 Steer the interview

4 Record the interview

5 Close the interview

© 2000 by South-Western College Publishing

Human Resource Management, 2/E, Lawrence S Kleiman

4 Evaluate job context

5 Evaluate worker competencies (worker

requirements)

HRM Department and Job Analysis

 Gain upper management support

 Plan and implement the job analysis

project

© 2000 by South-Western College Publishing

Human Resource Management, 2/E, Lawrence S Kleiman

• Document the data

• Disseminate the information

• Manage the study