hrm10_ppt04

©2005PrenticeHallInc.Allrightsreserved.PowerPointPresentationbyCharlieCookTheUniversityofWestAlabamatentheditionGaryDesslerPart2RecruitmentandPlacementChapter4JobAnalysisAfterstudyingthischapter,youshouldbeableto:1.Discussthenatureofjobanalysis,includingwhatitisandhowit’sused.2.Useatleastthreemethodsofcollectingjobanalysisinformation,includinginterviews,questionnaires,andobservation.3.Writejobdescriptions,includingsummariesandjobfunctions,usingtheInternetandtraditionalmethods.4.WritejobspecificationsusingtheInternetaswellasyourjudgment.5.Explainjobanalysisina“jobless”world,includingwhatitmeansandhowit’sdoneinpractice.©2005PrenticeHallInc.Allrightsreserved.4–2©2005PrenticeHallInc.Allrightsreserved.4–3TheNatureofJobAnalysisJobanalysis–Theprocedurefordeterminingthedutiesandskillrequirementsofajobandthekindofpersonwhoshouldbehiredforit.Jobdescription–Alistofajob’sduties,responsibilities,reportingrelationships,workingconditions,andsupervisoryresponsibilities—oneproductofajobanalysis.Jobspecifications–Alistofajob’s“humanrequirements,”thatis,therequisiteeducation,skills,personality,andsoon—anotherproductofajobanalysis.©2005PrenticeHallInc.Allrightsreserved.4–4TypesofInformationCollectedWorkactivitiesHumanbehaviorsMachines,tools,equipment,andworkaidsPerformancestandardsJobcontextHumanrequirements©2005PrenticeHallInc.Allrightsreserved.4–5UsesofJobAnalysisInformationRecruitmentandSelectionCompensationPerformanceAppraisalTrainingDiscoveringUnassignedDutiesEEOCompliance©2005PrenticeHallInc.Allrightsreserved.4–6UsesofJobAnalysisInformationFigure4–1©2005PrenticeHallInc.Allrightsreserved.4–7StepsinJobAnalysisStep1:Decidehowyou’llusetheinformation.Step2:Reviewrelevantbackgroundinformation.Step3:Selectrepresentativepositions.Step4:Actuallyanalyzethejob.Step5:Verifythejobanalysisinformation.Step6:Developajobdescriptionandjobspecification.©2005PrenticeHallInc.Allrightsreserved.4–8ChartingtheOrganizationOrganizationchart–Achartthatshowstheorganizationwidedistributionofwork,withtitlesofeachpositionandinterconnectinglinesthatshowwhoreportstoandcommunicatestowhom.Processchart–Aworkflowchartthatshowstheflowofinputstoandoutputsfromaparticularjob.©2005PrenticeHallInc.Allrightsreserved.4–9ProcessChartforAnalyzingaJob’sWorkflowFigure4–2©2005PrenticeHallInc.Allrightsreserved.4–10MethodsofCollectingJobAnalysisInformation:TheInterviewInformationsources–Individualemployees–Groupsofemployees–SupervisorswithknowledgeofthejobAdvantages–Quick,directwaytofindoverlookedinformation.Disadvantages–DistortedinformationInterviewformats–Structured(Checklist)–Unstructured©2005PrenticeHallInc.Allrightsreserved.4–11InterviewGuidelinesThejobanalystandsupervisorshouldworktogethertoidentifytheworkerswhoknowthejobbest.Quicklyestablishrapportwiththeinterviewee.Followastructuredguideorchecklist,onethatlistsopen-endedquestionsandprovidesspaceforanswers.Asktheworkertolisthisorherdutiesinorderofimportanceandfrequencyofoccurrence.Aftercompletingtheinterview,reviewandverifythedata.©2005PrenticeHallInc.Allrightsreserved.4–12MethodsofCollectingJobAnalysisInformation:QuestionnairesInformationsource–Haveemployeesfilloutquestionnairestodescribetheirjob-relateddutiesandresponsibilities.Questionnaireformats–Structuredchecklists–Opened-endedquestionsAdvantages–QuickandefficientwaytogatherinformationfromlargenumbersofemployeesDisadvantages–Expenseandtimeconsumedinpreparingandtestingthequestionnaire©2005PrenticeHallInc.Allrightsreserved.4–13MethodsofCollectingJobAnalysisInformation:ObservationInformationsource–Observingandnotingthephysicalactivitiesofemployeesastheygoabouttheirjobs.Advantages–Providesfirst-handinformation–ReducesdistortionofinformationDisadvantages–Timeconsuming–Difficultyincapturingentirejobcycle–Oflittleuseifjobinvolvesahighlevelofmentalactivity.©2005PrenticeHallInc.Allrightsreserved.4–14MethodsofCollectingJobAnalysisInformation:ParticipantDiary/LogsInformationsource–Workerskeepachronologicaldiary/logofwhattheydoandthetimespentineachactivity.Advantages–Producesamorecompletepictureofthejob–EmployeeparticipationDisadvantages–Distortionofinformation–Dependsuponemployeestoaccuratelyrecalltheiractivities©2005PrenticeHallInc.Allrightsreserved.4–15QuantitativeJobAnalysisTechniquesThepositionanalysisquestionnaire(PAQ)–Aquestionnaireusedtocollectquantifiabledataconcerningthedutiesandresponsibilitiesofvariousjobs.TheDepartmentofLabor(DOL)procedure–Astandardizedmethodbywhichdifferentjobscanbequantitativelyrated,classified,andcompared.Functionaljobanalysis–Takesintoaccounttheextenttowhichinstructions,reasoning,judgment,andmathematicalandverbalabilityarenecessaryforperformingjobtasks.©2005PrenticeHallInc.Allrightsreserved.4–16SampleReportBasedonDepartmentofLaborJobAnalysisTechniqueFigure4–6©2005PrenticeHallInc.Allrightsreserved.4–17WritingJobDescriptionsAjobdescription–Awrittenstatementofwhattheworkeractuallydoes,howheorshedoesit,andwhatthejob’sworkingconditionsare.Sectionsofatypicaljobdescription–Jobidentification–Jobsum