BU354 Lecture Notes - Job Analysis, Job Performance, Performance Appraisal
Chapter 2: Job Analysis and Design
Job Analysis → Systematic study of a job to discover its specifications, skill requirements, and so
on, for wage-setting, recruitment, training, or job-design purpose.
• Vital to the effective functioning of an organization
→ If the jobs are not well designed, productivity suffers, profits fall, and the organization is less
able to meet the demand of society, customers, employees and other stakeholders.
-For a human resource department to be effective, its members must have a clear
understanding of the jobs found throughout the organization.
Job → Consists of a group of related activities and duties.
Position → the collection of tasks and responsibilities performed by an individual employee
(In a department with one supervisor, three animators, and twelve programmers, there are
sixteen position but only 3 jobs).
→ for human resources in large companies it is unnecessary to know all the information on
identical positions separately → so in the example of 20 game developers with the same
position, the job analysis can collect data from a random sample of the positions to generate an
accurate understanding.
→ To match job applicants to openings, human resource specialist must understand what each
job requires and know what information to place in job advertisements. Similarly,
compensation analysts cannot determine a fair salary without detailed knowledge of each job.
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→ The data is then converted to useful human resources information system (HRIS), which
permits easy retrieval of relevant job details.
LO2: Steps in the Job Analysis Process
→ Job analysis has three phases: preparation, collection of job information, and use of job
information for improving organizational effectiveness.
• Phase 1: Preparation for Job Analysis
Step 1: Familiarization with Organization and its Jobs
→ Basically the awareness of an organizations objectives, strategies, structure, inputs (people,
materials, and procedures), and desired outcomes. The intent is to collect relevant and
accurate information about jobs and factors determining job success.
Step 2: Determine Uses of Job Analysis information
→ Job analysis plays a critical role for many HR functions
→ Although the most common uses are in the recruitment process, designing performance
appraisal, compensation systems, and training, job analysis may also be done to ensure fair
treatment across all employee groups or to assist in job redesign.
Step 3: Identify Jobs to Be Analyzed
→ Targets of jobs analysis are jobs that are critical to the success of an organization; jobs that
are difficult to learn or perform (to determine the extent of training); jobs in which the firm
continuously hires new employees (identification of clear job requirements assume great
importance); or jobs that exclude members of the protected classes. Jobs should also be
analyzed if new technology or altered work environments affect how the job is performed.
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→ In general, senior management and all key supervisors of the firm should be consulted
before selecting jobs for in-depth analysis, as the jobs selected for analysis can affect the
strategic success and overall human resource policies (hiring, training) of the firm.
• Phase 2: Collection of job Analysis Information
Step 4: Determine Sources of job Data
→ The jobholders, their supervisors, and colleagues provide the most valid information about
the way jobs are performed.
Step 5: Data Collection Instrument Design
Job analysis questionnaires → checklist used to collect information about jobs in a uniform
manner.
→ it is important to use the same questionnaire on similar jobs. Where analysts want
differences in job information to reflect differences in the jobs, not differences in the questions
asked.
→ Uniformity is especially hard to maintain in large organizations; where analysts study similar
jobs in different departments; only a uniform questionnaire results in usable data.
Most standardized forms attempt to measure the following items:
• IDENTIFICATION
→ the information in this section includes job title, division, and title of supervisor, and
sometimes a job identification number such as a NOC code. Without these entries, users of job
analysis data may rely on outdated information (most jobs changes over time) or apply the
information retrieved to the wrong job.
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Document Summary
Job analysis systematic study of a job to discover its specifications, skill requirements, and so on, for wage-setting, recruitment, training, or job-design purpose: vital to the effective functioning of an organization. If the jobs are not well designed, productivity suffers, profits fall, and the organization is less able to meet the demand of society, customers, employees and other stakeholders. For a human resource department to be effective, its members must have a clear understanding of the jobs found throughout the organization. Job consists of a group of related activities and duties. Position the collection of tasks and responsibilities performed by an individual employee (in a department with one supervisor, three animators, and twelve programmers, there are sixteen position but only 3 jobs). To match job applicants to openings, human resource specialist must understand what each job requires and know what information to place in job advertisements. Similarly, compensation analysts cannot determine a fair salary without detailed knowledge of each job.
