Welcome
Job Analysis
Learning Objectives:
• Understanding Job analysis
• Structures Based on Jobs, People, or Both
• Job-Based Approach: Most Common
• Job Analysis Procedures
• What Information should be Collected for Job
Analysis?
• How Can the Information Be Collected?
• Job Descriptions Summarize the Data
• Job Analysis: Bedrock or Bureaucracy
• Judging Job Analysis
• A Judgment Call
3
Understanding Job Analysis
Ashulia Garments is one of the biggest garments
factory of the country which is located in Ashulia. It
has more than 30,000 employees
Mr. Ali is serving as Deputy Marketing Manager at
Ashulia
Mr. Ahmed is serving in New York Office as
Deputy Marketing Manager of same company
Mr. Strongg is serving at London Office as senior
Fashion Designer (equivalent to Deputy Marketing
Manager) of Ashulia Garments
The above employees are on-site and overseas,
working with same company
All their jobs are part of the organization's internal
structure
If the compensation is to be based on work performed
then in some way it is needed to discover and
describe the differences and similarities among these
jobs 4
‘Job analysis is that systematic method’
THE PAY MODEL
POLICIES TECHNIQUES OBJECTIVES
EFFICIENCY
Work Descriptions Evaluation/INTERNAL
Internal
analysis STRUCTURE
certification • Performance
ALIGNMENT
• Quality
• Customers
Market Surveys Policy PAY
External definitions lines • Stockholders
COMPETITIVENESS STRUCTURE
• Costs
FAIRNESS
Seniority Performance Merit
CONTRIBUTIONS INCENTIVE based based based
COMPLIANCE
Costs Communication Change
MANAGEMENT EVALUATION
EXHIBIT 1.5 The Pay Model
13
Understanding Job analysis
Systematic method to discover and
describe:
The differences and similarities amongst various
jobs
Constitutes of:
Job description -Tasks, Location, duties and
responsibilities, etc. that make up a job
Job specification - Knowledge, skills, and
abilities, necessary to perform the job
Job analysis
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Structures Based on Jobs, People,
or Both
Job-based structures
Look at what people are doing and the
expected outcomes
Skill- and competency-based
structures
Look at the person
4-8
Structures Based on Jobs, People,
or Both
See EXHIBIT 4.2
EXIBIT 4.1—Many ways to create internal structure
76
Structures Based on Jobs, People,
or Both
Structures Based on Jobs, People,
or Both
Example: Job Description
EXIBIT 4.2— Contemporary Job Description for Registered Nurse
77
Job-Based Approach: Most
Common
Why Perform Job Analysis (for Pay)?
In compensation, job analysis has two critical uses:
Establishes
similarities and differences in the
work contents of the jobs
Helps establish an internally fair and aligned job
structure
Key issue for compensation decision makers:
Ensuringthat data collected are useful and
acceptable to employees and managers involved
Job-Based Approach: Most
Common
Determining the Internal Job Structure
Internal
relationships in the Job descriptions Job evaluation Job structure
Job analysis
organization
Collecting Summary reports that Comparison of jobs An ordering of jobs
information identify, define, and within an based on their content
about the nature describe the job as it is organization or relative value
of specific jobs actually performed
Some Major Issues in Job Analysis
•Why collect information?
•What information is needed?
•How to collect the information?
•Who should be involved?
•How useful are the results?
Exhibit: 4.3 Determining the Internal Job Structure
Job Analysis Procedures
Collect information about specific tasks or behaviors
Position- Group of tasks performed by one person
Job is the tasks that one performs within an authorized
designation/post of a company or organization
Position' is equivalent to the 'Job Title' (For Example,
Assistant Sales Manager, HR Executive, etc). In contrast,
'job' is the duties one performs at a particular 'position’
Task is the smallest and specific statement of what a
person does; for example, answers the telephone. There
may be number of tasks in one job
A Job Family is a group of job functions that involve work
in the same general occupation (For Example, plumbing,
Missioning, Engineering are in a single Job Family).
4-14
Job Analysis Procedures
Job Analysis Terminology
JOB FAMILY
Grouping of related jobs with broadly similar content, e.g.
marketing, engineering, office support, technical.
JOB
Group of tasks performed by one person that
make up the total work assignment of that person,
e.g. customer support representative.
TASK
Smallest and specific statement of what
a person does; for example, answers
the telephone. There may be number of
tasks in one job
Exhibit 4.4 - Job Analysis Terminology
79
Job Analysis Procedure
Determining the Internal Job Structure
80 Exhibit: 4.3 Determining the Internal Job Structure
Job Analysis Procedure
Determining the Internal Job Structure (Cont..)
80 Exhibit: 4.3 Determining the Internal Job Structure
Job Analysis Procedures
Gist of the Task List as per EXHIBIT-4.5
Include:
Developing preliminary information
Conducting initial tour of work site
Conducting interviews
Conducting second tour of work site
Consolidating job information
Verifying job description
80
4-18
What Information should be Collected
for Job Analysis?
What Information should be Collected?
As Exhibit 4.5 suggests; a typical analysis starts with a
review of information already collected in order to develop
a framework for further analysis.
Job titles, major duties, task dimensions, and work flow
information may already exist. However, it may no longer
be accurate
So the analyst must collect sufficient information and clarify
existing information to adequately identify, define, and
describe a job.
The information is categorized as:
Related to the job
Related
to the employee
80
4-19
What Information Should be Collected
for Job Analysis?
Job data: Identification
Jobtitles, departments, number of
people who hold the job
Job data: Content
Elemental tasks or units of work, with
emphasis on the purpose of each task
Employee data
4-20
What Information should be Collected
for Job Analysis?
81 Exhibit: 4.6 Typical Data collected for Job Analysis
How Can the Information Be
Collected?
Conventional methods
Questionnaires, interviews, observation
o Advantages: involvement increases understanding of
process
o Disadvantage: open to bias and favoritism
Please study EXHIBIT-10 in page 87
86
How Can the Information Be
Collected (Cont…)?
Quantitative methods
Facilitate
statistical analysis of results and allow
more data to be collected faster
Advantages: practical and cost-effective
Disadvantages:
Important aspects of a job may be omitted
Resulting job descriptions can be faulty
88
How can the Information be
Collected (Cont…)?
Who collects the information?
Human resource generalists and supervisors
Someone thoroughly familiar with the
organization and its job
Who provides the information?
Principal sources: Jobholders, supervisors and
analyst
‘Two level above’ for managerial positions
90
4-24
How can the Information be
Collected (Cont…)?
What About Discrepancies?
Collect more data to ensure
consistency and accuracy
Discuss discrepancies
90
4-25
How can the Information be
Collected (Cont…)?
Disagreements can be an opportunity to:
Clarify expectations
Learn about better ways to do the job
Document how the job is actually performed
Top management (and union) support is
critical
They know what is strategically relevant
Must be alerted to:
The cost of a thorough job analysis
Its time-consuming nature
Changes will be involved
4-26
Job Descriptions Summarize the
Data
Job description: Summary of the job
Job specifications: Knowledge, skills,
and abilities required to perform the
tasks
Using generic job descriptions
To avoid starting from scratch
A way to cross-check externally
91
4-27
Job Descriptions Summarize the
Data
Job Description of a Manager
EXHIBIT 4.13 Job Description of a Manager
92 4-28
Job Descriptions Summarize the
Data
Describing managerial/professional jobs
Detailed information on the nature of the job,
its scope, and accountability
Verify the description
Determine whether job description is accurate
and complete
Make notes of any omissions, ambiguities, or
needed clarifications
4-29
Job Analysis: *Bedrock or
Bureaucracy
Reducing number of different jobs and
cross-training employees
Makes work content more fluid and
employees more flexible
Generic job descriptions
Provide flexibility in moving people among
tasks without adjusting pay
* The bedrock of something is the principles,
ideas, or facts on which it is based. Example:
Mutual trust is the bedrock of a relationship
4-30
Job Analysis: Bedrock or
Bureaucracy
Traditional job analysis
Makes distinctions among levels of jobs
Could reinforce rigidity
In some organization analyzing work
content is conducted as part of work
flow and supply chain analysis
4-31
Judging Job Analysis
Reliability
Reliability is a measure of the consistency of results among various
analysts various methods, various sources of data, or over time.
If you measure something today and yesterday and got the same
results, or if I measure and get the same result you got, the
measurement is considered to be reliable. This doesn't mean it is
right-only that repeated measure give the same result.
Validity
Validity examines the convergence of result among sources of data
and methods. If several job occupants, supervisors and peers
respond in similar ways to questionnaires, then it is more likely
that the information is valid.
94-95
Judging Job Analysis
Acceptability
If jobholders and managers are dissatisfied with the initial data
collected and the process, they are not
likely to buy into the resulting job structure or the pay rates attached
to that structure. An analyst collecting
information through one-on-one interviews or observation is not always
accepted because of the potential for subjectivity and favoritism.
Usefulness
Usefulness refers to the practicality of the information collected. For
pay purposes, job analysis provides
work-related information to help determine how much to pay for
a job-it helps determine whether the job
is similar to or different from other jobs. If job analysis does this
in a reliable, valid, and acceptable way and
can be used to make pay decisions, then it is useful.
95
A Judgment Call
# In the face of all the difficulties, time, expense,
and dissatisfaction, why would you as a manager
bother with job analysis?
Because: Work-related information is needed to
determine pay, and differences in work determine pay
differences. There is no satisfactory substitute to this
# How much details of work information is needed to
make these pay decisions?
The answer is: Which is enough to help set individual
employees' pay, encourage continuous learning,
increase the experience and skill of the work force, and
minimize the risk of pay-related grievances
96
A Judgment Call
# Avoiding a proper Job Analysis can lead to
unhappy employees who drive away customers
with their poor service, file lawsuits, or complain
about management's inability to justify their
decisions
# The response to inadequate analysis ought
not to be to dump the analysis; rather, the
response should be to obtain a more useful
analysis
95
Summary
• Understanding Job analysis
• Structures Based on Jobs, People, or Both
• Job-Based Approach: Most Common
• Job Analysis Procedures
• What Information should be Collected for Job
Analysis?
• How Can the Information Be Collected?
• Job Descriptions Summarize the Data
• Job Analysis: Bedrock or Bureaucracy
• Judging Job Analysis
• A Judgment Call
36
Thank you
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