Chapter 4 Analyzing Jobs LEARNING OBJECTIVES After reading this chapter, students should be able to: • Discuss how job analysis lays the foundation for HRM practices that lead to competitive advantage. • Explain how an organization conducts a job analysis. • Describe how an organization records the final results of a job analysis. CHAPTER OUTLINE AND LECTURE 4-1 Gaining Competitive Advantage Chapter four builds a case for gaining competitive advantage by completing a thorough job analysis of skills required to perform jobs. 4-1a Opening Case: Gaining Competitive Advantage at Armco Inc. When Armco hires new steelworkers, it initially places them in a general labor pool in temporary assignments until permanent positions open. This situation presented a major problem because the company did not know the specific qualifications needed for each job in the general pool. The solution was to develop job analysis-based employment tests to see if new hires could handle the necessary qualifications for each job. Job analysis played a key role in this process. Only those applicants passing the test would be hired. HR professionals obtained job information by observing workers and interviewing supervisors. The tests were validated by administering them on both current and new employees. Those who performed well on the tests also performed well on the job. The overall yearly productivity gain amounted to nearly $10 million. The success of the testing program was due to the fact that the tests measured important job skills. The job analysis laid the foundation for this program by identifying those skills. Quiz students on how Armco, Inc. was able to realize almost $10 million in productivity gain in one year. Ask them if small businesses can achieve similar results on a smaller scale. 4-1b Linking Job Analysis to Competitive Advantage Job analyses, properly done, enhance the success of HRM practices by creating a competitive advantage. Job analysis information helps employers achieve recruitment and selection goals by identifying selection criteria such as knowledge, skills, and abilities needed to perform a job successfully. This information can be used to choose or develop appropriate selection devices that are legally compliant. Firms must be able to support any discrimination claims by showing that their actions are job related. The need for firms to base selection criteria on job analysis information has recently become even more important due to the passage of the Americans with Disabilities Act. Firms and HR professionals use job analysis information to assess training needs and to develop and evaluate training programs. The job analysis specifies how each job is performed and thus outlines the training needs. Training programs are evaluated by specifying the training objectives or the level of performance expected of trainees when they finish the program. Information obtained from a job analysis can be used to develop performance appraisal forms, and lay the foundation for compensation decisions, productivity improvement programs, employee discipline decisions, and safety and health programs. A complete and sound job analysis is crucial in maintaining employee relations and gaining competitive advantage. Stop at this point and ask students to consider a job they currently hold or have held. Ask them to list the skills, experience, and education needed to be successful. Also, have them detail the steps and procedures required by the job. When finished they will have completed a basic job analysis. 4-2 HRM Issues and Practices This section introduces the actual practice of job analysis. When conducting a job analysis, the organization must determine (1) the type of information to be collected, (2) how it will be collected, and (3) how it will be recorded or documented. 4-2a Determining the Type of Information to Be Collected Job analysis information may be divided into three categories: job content, job context, and worker requirements. The analysis must determine what workers actually do on their jobs on a broad, intermediate, and specific level. See Taking a Closer Look 4-2. The analyst also seeks to know the purpose of each job action, the tools, equipment, and machinery used in the process, the expected performance levels, and type of training needed. The job context must be studied to know the conditions under which work is performed and the demands such work imposes on workers. Specific types of job context information identified during job analysis are included in Taking a Closer Look 4-3. Worker requirements refer to the knowledge, skills, abilities, personal characteristics, and credentials needed for effective job performance. The purpose or intended use of the job analysis dictates the particular information to be gathered. 4-2b Determining How to Collect the Information HR professionals gather job analysis information from actual job incumbents and their supervisors through interviews, observations, and questionnaires. Interviews held with workers and supervisors are appropriate for all types of job content, context, and worker requirements information. When individual interviews become too time consuming, group interviews with several subject-matter experts become necessary. Interviews may be supplemented by direct observations of a worker’s performance. The job performed may also be videotaped, and workers may then be interviewed for clarification or explanation. The type of information being collected determines whether or not the observation method will yield sufficient data for analysis. Job analysis questionnaires ask subject-matter experts to record job information in writing. Questions may either be open-ended or closed-ended; close-ended are more commonly used because they provide greater uniformity of responses and are more easily scored. A job analysis questionnaire containing only close-ended questions is called a job analysis inventory. HR professionals and managers can use a task inventory to gather information on task statements and an ability inventory to gather information on worker ability requirements. Job analysis inventories are used when information is needed from several people because it can be collected more quickly. Inventories are used to group jobs on similarity of tasks performed or skills needed. They can give a thorough picture of the job and its training needs. Divide the class into teams. Assign all three methods of collecting information—only one method per team—and ask students to provide the advantages and disadvantages of their method. Have them provide examples of job based on the collection method. Allow other students to relate a job or jobs they have had to the examples presented and give their observations. 4-2c Determining How Job Analysis Information Will Be Recorded Once HR professionals have collected job analysis information, it must be recorded in some systematic way to produce a job description in either a general purpose or special purpose format. A general purpose job description contains a variety of information that can be used for several purposes such as communicating job responsibilities to employees and specifying minimum job requirements. General-purpose job descriptions used by most companies provide only a brief summary of job analysis information and thus lack sufficient detail for some HRM applications. Special-purpose job descriptions cover fewer topics, but cover them in more detail. When a greater analysis is called for, a firm can use one of the following approaches: • Fleishman Job Analysis Survey (F-JAS)—A systematic method in which the job analyst specifies needed abilities from a list of all the possible abilities needed for any job. It is often used for employee selection. • Position Analysis Questionnaire (PAQ)—A systematic method in which the behavioral dimensions of a job are specified. It is especially useful for establishing compensation rates. • Critical Incident Technique (CIT)—A systematic method that identifies specific work behavior that determines success or failure in executing an assigned task. It is a good tool for identifying selection criteria and training needs, and for developing performance appraisal forms. Each method has its pros and cons and none is foolproof. The analyst should select a method that provides the information needed, and yields the best results in the context in which the study is being conducted. Assign students to research the three approaches on the Internet and provide a two-page report with relevant information not contained in the text. 4-3 The Manager’s Guide A manager has responsibilities in the formulation and implementation of job analysis. The following sections provide directions for managers to understand the basics of their use. 4-3a Job Analysis and the Manager’s Job Managers have two primary job analysis roles. First, they help HR professionals complete the analysis. Second, they implement job analysis results in their day-to-day activities. Although the nature and extent of their input varies, managers nearly always have an input in the completion of the final job analysis product. They may also review and maintain the accuracy of job descriptions. When the content, context, or worker requirements of a job changes significantly, the manager must notify the HRM department and request a reanalysis of the job. Managers most commonly use job analysis to help them determine selection criteria and communicate job responsibilities to their employees. They must form a clear picture of the type of applicant best suited for the job. The job analysis results should drive the orientation process for new employees. Here job responsibilities and performance standards are conveyed. 4-3b How the HRM Department Can Help HRM departments serve two primary roles with regard to job analysis: (1) Gain the support of upper management and (2) plan and implement a job analysis project. Some employers believe that a job analysis is simply not worth the effort or is actually counter-productive. This leads to job analysis being conducted in a perfunctory manner. To avoid the negative consequences of adopting a lackadaisical approach to job analysis, HR professionals must solicit support from upper-level managers through persistence and professionalism. HR professionals plan and implement a job analysis project through a series of steps from determining the goals and objectives, choosing methods for collecting and recording job analysis information, selecting subject-matter experts, gathering data, establishing a project schedule, documenting the data, disseminating the information, to managing the study. Ask students to write down the list of tasks involved in planning and implementing a job analysis project and remember them for the test. 4-3c HRM Skill-Building for Managers In some organizations, managers conduct job analyses. This approach is actually more efficient when many jobs need to be analyzed. Managers responsible for conducting job analyses for the positions they supervise generally use an interview approach to data collection. The following guidelines can be used when interviewing workers: 1. State the purpose of the interview so that workers will not interpret them as efficiency evaluations or pay audits. 2. Structure the interview so that it covers in order-job content, job context, and worker requirements. 3. Steer the interview by controlling it with respect to time and subject matter. Show sincere interest in what is being said and frequently restate and summarize the main points. Do not take issue with statements made by the workers and do not be critical or suggest any changes or improvements in work methods. 4. Record the interview by taking notes in some type of shorthand or using a tape recorder. 5. Close the interview by summarizing the information obtained from the worker indicating the major activities performed and the details concerning each task. End on a friendly note. The job analysis information must be documented in detail and should include: • Job identification—Includes the job title, department in which job is located, name of supervisor, and date of job description. • Job summary—A brief, specific statement of why the position exists. • Essential functions—Describes important job activities that a worker performs to create a product or a service. • Job context—The conditions under which a person’s job is performed and the demands such jobs impose upon the individual. • Worker requirements—Describes the knowledge, skills, abilities and personal characteristics (KSAPs) that workers need to succeed on the job. • Minimum qualifications—Includes education and experience, and licenses and other credentials. KEY TERMS Ability inventory: A job analysis inventory that contains a listing of ability requirements. Critical Incident Technique (CIT): A systematic method of recording job analysis information that identifies specific work behavior that determines success or failure in executing an assigned task. Fleishman Job Analysis Survey (F-JAS): A systematic method of recording job analysis information in which the job analyst specifies needed abilities from a list of all the possible abilities needed for any job. Job analysis inventory: A job analysis questionnaire that contains only close-ended questions. Job content: What workers actually do on their jobs. Job context: The conditions under which a person’s job is performed and the demands such jobs impose upon the individual. Job description: A short (one- or two-page) written summary of job analysis findings. Position Analysis Questionnaire (PAQ): A systematic method of recording job analysis information in which the behavioral dimensions of a job are specified. Task inventory: A job analysis inventory that contains a listing of task statements. Worker requirements: The qualifications a worker needs to successfully perform a particular job. REVIEW QUESTIONS 1. Information regarding what a worker does, the purpose of the action, and the tools, equipment, or machinery used is gathered when analyzing a. job context. b. worker requirements. c. job specifications. d. job content. Answer: d Rationale: Job content can be described in a number of ways, depending on how specific one wants (or needs) to be. When gathering information about tasks, the job analyst seeks to determine what the worker does, the purpose of the action, and the tools, equipment, or machinery used in the process. 2. Which type of job analysis information would be most useful for communicating job tasks to a new worker? a. job content b. job context c. worker requirements d. performance standards Answer: a Rationale: Job content refers to workers’ job activities—what workers actually do on the job. 3. Which of the following statements best expresses the relationship between HR professionals and line managers when it comes to gathering job analysis information? a. Line managers are responsible for determining the type of information that is gathered; HR professionals actually gather and interpret the pertinent information. b. HR professionals are responsible for determining the type of information that is gathered; line managers actually gather and interpret the pertinent information. c. HR professionals are responsible both for determining the type of information that is gathered and actually collecting it; line managers interpret the pertinent information. d. Although HR professionals may determine what type of information is to be collected, both line managers and HR professionals assist in collecting and interpreting the data. Answer: d Rationale: HR professionals often gather job analysis information. However, because these individuals lack sufficient expertise in the jobs being analyzed, they must enlist the actual job incumbents and their supervisors to gather and interpret the pertinent information. 4. A job description is a a. summary of job analysis findings. b. term that is used interchangeably with the term job analysis. c. pictorial representation of the work environment. d. written agreement between workers and management specifying performance standards. Answer: a Rationale: After HR professionals have collected job analysis information, it must be recorded in some systematic way to produce a description (i.e., a summary of job analysis findings). 5. Which of the following pieces of information deals with job content? a. greets visitors as they enter the store b. works in cramped quarters with poor ventilation c. able to type at least 40 words per minute d. must possess a CPA (accounting) Answer: a Rationale: Job content is what workers actually do on their jobs. 6. One of the advantages of the Fleishman Job Analysis Survey (F-JAS) is that it a. provides a very thorough description of job content. b. focuses on job context. c. generates information that enables an organization to comply with the Americans with Disabilities Act. d. focuses on specific job tasks rather than on more generic job performance dimensions. Answer: c Rationale: The Fleishman Job Analysis Survey assumes that the skills needed to perform a job can be described in terms of more basic abilities. The F-JAS can also be used to set medical standards for jobs, which can help physicians decide what medical conditions should qualify or disqualify applicants for jobs. The F-JAS serves as a useful technique for ensuring compliance with the Americans with Disabilities Act (ADA). 7. The Position Analysis Questionnaire (PAQ) is particularly well suited for a. establishing compensation rates. b. defending a claim of employment discrimination. c. identifying critical work behaviors. d. linking people, data, and things ratings to the human resource information system. Answer: a Rationale: The PAQ is particularly useful for establishing compensation rates. A statistical formula has been established for combining the 13 dimension scores of a job to arrive at an appropriate rate (i.e., a rate similar to jobs in other companies that have the same profile). 8. A Critical Incident Technique (CIT) is defined as a. an event that has had a major impact on defining the mission and vision of the organization. b. a story that depicts either successful or unsuccessful work behaviors. c. criticism directed at an employee for improper handling of a work-related situation. d. a workplace safety violation that endangers more than 50 percent of the workforce. Answer: b Rationale: A CIT is a specific work behavior that may determine success or failure in executing an assigned task. 9. In which method of job analysis does the job analyst specify needed abilities from a list of all possible abilities needed for any job? a. F-JAS b. PAQ c. CIT d. general purpose job description Answer: a Rationale: This is the definition of F-JAS. 10. Regarding the choice of job analysis methods, research suggests that a. the Versatile Job Analysis system should be used whenever possible. b. multiple job analysis methods should be used. c. the Critical Incident Technique is the most useful. d. the Position Analysis Questionnaire is the most useful. Answer: b Rationale: The purpose or intended use of the job analysis dictates that particular information to be gathered. The analysts should select a method that provides the information needed. One study concluded that the job analyst should choose the method that yields [the best] results in the context in which the study is being conducted . . . there is nothing sacrosanct about any of these methods. DISCUSSION QUESTIONS 1. Describe how job analysis results can contribute to the effectiveness of three HRM practices. • Job analysis information helps recruitment and selection practices by identifying selection criteria (i.e., the knowledge, skills, and abilities needed to perform a job successfully). A firm’s managers and HR professionals can then use this information to choose or develop the appropriate selection devices (e.g., interview questions, tests). • Firms use job analysis information to assess training needs and to develop and evaluate training programs. Job analyses can identify tasks a worker must perform. Then, through the performance appraisal process, supervisors can identify which tasks are being performed properly and which are being performed improperly. The supervisor can then determine whether improperly performed work can be corrected through training. • Information obtained from a job analysis can be used to develop performance appraisal forms. An example of a job analysis-based form would be one that lists the job’s tasks or behaviors and specifies the expected performance level for each. The role of job analysis is crucial here. Without job analysis information, organizations typically use a single, generalized form in which all workers are appraised on the basis of a common set of characteristics or traits that are presumed to be needed for all jobs (e.g., personal appearance, cooperation, dependability, leadership). • Most companies’ base pay rates, in part, on the relative worth or importance of each job to the organization. The information provided by a job analysis serves as the basis for job worth evaluations. • Job analysis also plays an important role in the development of productivity improvement programs. • Managers must sometimes discipline employees for their failure to properly carry out their job responsibilities. If the responsibilities and limits of authority of a job are delineated in a job analysis, this information may be used to help resolve discipline problems. • Job analysis information can also be useful from a safety and health point of view. While conducting a job analysis, an employer may uncover potential dangers or hazards of a job. It may also identify unsafe practices—tasks that are performed in a way that could cause injury. 2. Define job content, job context, and worker requirements. Give an example of each for a job you have held. • Job content—what workers actually do on their jobs. • Job context—the conditions under which a person performs the job and the demands such jobs impose upon the individual. • Worker requirements—the qualifications a worker needs to successfully perform a particular job. Student answers may vary as each may come up with examples pertinent to their jobs. 3. Define the terms function, task, subtask, work behavior, and critical incident. • Function—the major areas of the jobholder’s responsibility. • Task—what a worker does when carrying out a function on the job; it is an activity that results in a specific product or service. • Subtask—the steps carried out in the completion of a task. • Work Behavior—an important activity that is not task specific; such behavior is engaged in when performing a variety of tasks. • Critical Incidents—specific activities that distinguish effective from ineffective job performance. 4. Why is it necessary to determine the purpose of job analysis before choosing the job analysis method to be used? The sheer amount of information that can be uncovered during a job analysis may be overwhelming, but it is usually unnecessary to gather all possible dates. The purpose or intended use of the job analysis dictates that particular information to be gathered. Therefore, the analyst must decide how the job analysis will be used before deciding what information to seek. 5. What are the advantages and disadvantages associated with the use of job analysis interviews? • Advantages ○ Provides a wealth of information. • Disadvantages ○ One-on-one interviews can be quite time consuming. An interview usually takes between one and eight hours, depending on the amount and depth of information sought. 6. What are the drawbacks associated with the use of job descriptions as the sole means of recording job analysis information? General-purpose job descriptions that are used by most companies provide only a brief summary of job analysis information and thus lack sufficient detail for some HRM applications. For instance, some job descriptions fail to indicate subtasks, performance standards, and job context. 7. Give an original example of how the F-JAS can be used to develop selection criteria for a job. Example of Using F-JAS for Selection Criteria Job Title: Customer Service Representative 1. Identify Job Functions: • Responding to inquiries • Resolving complaints • Providing product information 2. Specify Required Abilities: • Communication Skills: Clear articulation and active listening. • Problem-Solving Skills: Analyzing issues and providing solutions. • Emotional Intelligence: Managing emotions and understanding customer feelings. 3. Develop Selection Criteria: • Communication Skills: Demonstrated experience in past roles. • Problem-Solving: Specific examples of effective resolutions. • Emotional Intelligence: Ability to handle stressful interactions. 4. Implement Selection Process: • Use behavioral interview questions and role-playing scenarios to assess the criteria. This approach ensures alignment between job needs and selection criteria, improving hiring outcomes. 8. Write two critical incidents describing a professor’s classroom behavior. One should be an effective behavior; the other an ineffective behavior. Summarize the incidents into critical incident statements. Critical Incident Statements Effective Behavior: Incident: Professor Smith actively engaged students during discussions, encouraging questions and building on their ideas, creating a collaborative and motivating learning environment. Critical Incident Statement: Professor Smith effectively engaged students by fostering discussions and valuing their contributions, enhancing participation and motivation. Ineffective Behavior: Incident: Professor Jones dismissed student questions during a review session with short responses, showing impatience, which intimidated students and led to confusion about key concepts. Critical Incident Statement: Professor Jones ineffectively dismissed student questions and displayed impatience, discouraging engagement and causing confusion about important material. 9. Why should a line manager be knowledgeable about the topic of job analysis? • Managers have two primary job analysis roles. First, they help HR professionals complete the analysis. Second, managers implement job analysis results in their day-to-day activities. • Managers may also review and maintain the accuracy of job descriptions. When the content, context, or worker requirements of a job change significantly, managers must notify the HRM department and request a reanalysis of the job. 10. Why is it difficult to get upper-level management to accept the notion that job analyses should be conducted in a thorough manner? What can the HR professional do to gain upper-management support? • Some upper managers believe that job analysis is simply not worth the effort; others believe that conducting a job analysis is actually counterproductive. • To avoid negative consequences of a lackadaisical approach to job analysis, HR professionals must solicit support for job analysis from upper-level managers. They can accomplish this by forcibly and continually emphasizing the importance of conducting job analyses that are sufficiently thorough and accurate. They must also stress the need to update job analysis information on a regular basis. EXPERIENTIAL EXERCISES Conducting a Job Analysis for the Job of U.S. President • Divide into groups of five. • Each group must review the following problem and propose a solution. • Select a representative to present the group’s solution to the class. • After all the solutions have been presented, the class, as a whole, will attempt to arrive at a consensus. Problem Congress has commissioned you to analyze the job of U.S. president in order to identify the worker requirements needed for the job. This information will be communicated to the voters, who will then have a sound basis for comparing candidates. Assume you have unlimited time and resources for this project. What method of job analysis would you use? Why? Writing a Job Description • Divide into groups of three. • Each group should have a jobholder, someone who is currently employed (or someone who has recently been employed). • The other two members must interview the jobholder about his or her job following the instructions for collecting job analysis information contained in “The Manager’s Guide.” • Write a job description based on the information gleaned from the interview, using the servers’ job description (see Exhibit 4-3) as a model. CASE Was This Job Analysis Properly Conducted? Objective: To help the students understand the importance of job analysis. What to do: Discuss this case at the conclusion of the chapter. 1. If you were the judge, would you conclude that the job analysis had been properly done? Explain. Student answers may vary. On the surface, it appears that the job analysis was completed well. It is a “plus” that the department formed a committee to evaluate the job—including white and African American firefighters. The committee identified work behaviors and tasks needed at entry-level and then rated these tasks according to their importance (time spent, frequency of occurrence, etc.). However, the committee only identified four work behaviors and four tasks; this seems to be somewhat deficient. The judge would have to evaluate the testimony of the job analysts and expert witnesses to determine whether the list of tasks is comprehensive and complete. If so, the job analysis would be judged “appropriate” and conducted properly. 2. Which of the job analysis recording methods discussed in this chapter would be the most appropriate for this situation. Explain. The Fleishman Job Analysis Survey (F-JAS) would be the most appropriate method in this situation. By using the F-JAS, applicant's basic abilities can be identified (i.e., mental abilities, physical abilities, perception abilities, psychomotor abilities, and sensory abilities) to determine if they would be proficient at the job. CRITICAL THINKING EXERCISES 1. Quiz students on how Armco, Inc. was able to realize almost $10 million in productivity gain in one year. Ask them if small businesses can achieve results on a smaller scale. 2. Ask students to consider a job they currently hold or have held. Ask them to list the skills, experience, and education needed to be successful. Also, have them detail the steps and procedures required by the job. When finished, they will have completed a basic job analysis. 3. Divide the class into three teams. Assign all three methods of collecting information—only one method per team—and ask students to provide the advantages and disadvantages of their method. Have them provide examples of a job based on the collection method. Allow other students to relate a job or jobs they have had to examples presented and give their observations. 4. Assign students to research the three approaches on the Internet and provide a two-page report with relevant information not contained in the text. 5. Ask students to write down the list of tasks involved in planning and implementing a job analysis project and remember them for the test. ESSAY QUESTIONS 1. What was Armco, Inc.’s solution to solving its competitive advantage problem? Armco, Inc. addressed its competitive advantage problem by diversifying its product offerings and focusing on innovation and quality. The company implemented strategic investments in technology and expanded into new markets, enhancing operational efficiency and customer service to differentiate itself from competitors. 2. Linking job analysis to competitive advantage can be accomplished by laying the foundation in seven ways. Briefly describe each of them. Linking job analysis to competitive advantage can be achieved through the following seven ways: 1. Identifying Critical Roles: Determine key positions that directly impact strategic goals, ensuring talent is aligned with business needs. 2. Skills Assessment: Evaluate the skills required for each role to ensure the workforce has the capabilities needed to maintain competitive advantage. 3. Performance Metrics: Establish clear performance indicators linked to job functions, enabling measurement of individual and team contributions to organizational success. 4. Training and Development: Use job analysis to identify training needs, fostering employee growth and enhancing skills that support competitive positioning. 5. Talent Acquisition: Inform recruitment strategies by outlining specific job requirements and competencies, attracting candidates who fit the organization's strategic vision. 6. Job Design: Optimize job roles and responsibilities to enhance productivity, job satisfaction, and employee engagement, contributing to overall competitiveness. 7. Workforce Planning: Align workforce planning with strategic objectives, ensuring the right talent is available at the right time to seize market opportunities. 3. When conducting a job analysis, an organization must determine the type of information to be collected, how it will be collected, and how it will be recorded or documented. Explain each of these three steps in sufficient detail so that a nonbusiness major can understand them. When conducting a job analysis, an organization needs to focus on three key steps: 1. Determining the Type of Information to be Collected: This involves deciding what specific details about the job are important. This can include tasks and responsibilities, necessary skills and qualifications, working conditions, and performance standards. The goal is to gather comprehensive information that accurately reflects what the job entails. 2. How it Will be Collected: This step involves choosing the methods to gather information. Common methods include interviews with current employees, surveys to collect opinions and experiences, observations of employees performing their jobs, and reviewing existing job descriptions. The chosen method should effectively capture the necessary details about the job. 3. How it Will be Recorded or Documented: Once the information is collected, it needs to be organized and documented clearly. This can involve creating written job descriptions, charts, or reports that outline the findings. Proper documentation ensures that the information is easily accessible and can be used for recruitment, training, and performance evaluations. By following these steps, organizations can create an accurate and useful overview of each job within the company. 4. Provide a brief but thorough explanation of a manager’s two primary job analysis roles: (1) helping the HR professional complete the analysis and (2) implementing job analysis in their day-to-day activities. A manager's two primary job analysis roles are: 1. Helping the HR Professional Complete the Analysis: Managers collaborate with HR to provide insights about the specific tasks, responsibilities, and skills required for their teams. They can offer real-world perspectives, share observations about employee performance, and identify any unique aspects of the job. This collaboration ensures that the job analysis is comprehensive and accurately reflects the needs of the organization. 2. Implementing Job Analysis in Day-to-Day Activities: After the analysis is complete, managers integrate the findings into their daily operations. This includes using the job descriptions to guide recruitment, training, and performance evaluations. Managers also apply the insights gained to improve team dynamics, assign tasks effectively, and ensure that employees have the necessary resources and support to succeed. This ongoing application helps maintain alignment between job roles and organizational goals. 5. How would the HRM department go about gaining the support from upper-management for implementing a high-quality and thorough job analysis? To gain upper management's support for a high-quality job analysis, the HRM department can: 1. Present the Benefits: Clearly articulate how job analysis enhances organizational performance, improves recruitment and retention, boosts employee satisfaction, and aligns roles with strategic goals. 2. Use Data and Case Studies: Provide evidence from successful implementations in similar organizations, highlighting measurable outcomes like reduced turnover and increased productivity. 3. Demonstrate ROI: Show the potential return on investment by explaining how a thorough job analysis can lead to more effective hiring, better training programs, and overall cost savings. 4. Involve Management in the Process: Engage upper management in discussions about the job analysis process, seeking their input to foster a sense of ownership and commitment. 5. Align with Strategic Goals: Connect the job analysis initiative to the organization's broader strategic objectives, emphasizing its role in driving long-term success. By taking these steps, HRM can effectively persuade upper management of the value of a thorough job analysis. 6. In some organizations, managers, rather than HR professionals conduct job analyses. Outline how managers can collect and document job analysis information. Managers can collect and document job analysis information through the following steps: 1. Interviews: Conduct one-on-one interviews with employees to gather insights about their daily tasks, responsibilities, and required skills. 2. Surveys/Questionnaires: Distribute structured surveys to employees to collect standardized information about job duties, challenges, and necessary qualifications. 3. Observation: Observe employees performing their tasks to gain firsthand knowledge of job functions, workflows, and interactions. 4. Focus Groups: Organize group discussions with employees from the same department to share experiences and identify common job elements. 5. Review Existing Documentation: Examine current job descriptions, performance evaluations, and training materials to inform the analysis. 6. Job Sampling: Engage in job shadowing or temporary role assignments to understand the job better. 7. Documentation: Record the collected data in a clear and organized manner, creating comprehensive job descriptions that outline tasks, skills, and performance expectations. By utilizing these methods, managers can effectively gather and document essential job analysis information. OTHER RESOURCES I. Websites www.dol.gov/odep. This federal government website shows you how to conduct a detailed, step-by-step job analysis. www.grindborg.com/analysis.htm. Analyze jobs for contents based on the DACUM model; this model is accurate, fast, and is widely used. www.job-analysis.net. Here is a great Internet guide to job analysis—an extensive review of methods, uses, and issues surrounding job analysis. www.super-solutions.com. This site teaches you how to complete a job description survey worksheet. www.yahoo.com. Perform a yahoo search to obtain information on job analysis or any HRM topic. II. Consulting Global Competencies Consulting: Expert consulting on global competency model development, competency-based 360-degree feedback processes, and competency-based job analysis tools for global assignments. Visit www.grovewell.com/global-competencies.html for more information. WorldatWork—Job Analysis: WorldatWork is dedicated to knowledge leadership in compensation, benefits, and total rewards. It focuses on disciplines associated with attracting, retaining, and motivating employees. Visit www.worldatwork.org for more information. III. Articles An HR Audit, Workforce Magazine, January 23, 2003: This audit of job analysis is used by the Commonwealth of Virginia. The audit allows you to examine your recruiting, training, benefits, and labor relations policies in relation to job analysis. Choosing the Right Assessment Vendor, Workforce Magazine, January 08, 2002: If you need help finding an assessment vendor, these three steps will start you in the right direction. This is tied to job analysis. Evaluating Classifications of Job Behavior: A Construct Validation of the Ability Requirement Scales, E. A. Fleishman, M. D. Mumford, Personnel Psychology, 1991, 44 (3), pp. 523–575. How to Conduct an Effective Pay Survey, Workforce Magazine, April 07, 2002: Learn how to create a good survey, how to go about distributing it, and how to get a good response rate through job analysis. Why Job Analysis Matters, Workforce Magazine, July 01, 2002: Job analysis is the backbone of an essential program of disability management: return-to-work. IV. Books Managing Knowledge for Sustained Competitive Advantage, M. Efron, R. Gandossy, M. Goldsmith, A WorldatWork Publication, 2002. Solution Manual for Human Resource Management: A Managerial Tool for Competitive Advantage Lawrence S. 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