Job AnalysisChapter OutlineChapter Outline (continued)After Studying This Chapter, You Should Be Able To:Part 1: The Nature of Job AnalysisService-Oriented StrategyPowerPoint PresentationJob Analysis – What is it and how is it used?Jobs: Analyze, Describe and Provide SpecificationsAre there Legal Issues Related to Job Analysis?What Information do I Collect?Work activitiesHuman behaviorsMachines, Tools, Equipment, Work AidsPerformance StandardsJob ContextHuman RequirementsSlide 18Uses of Job Analysis InformationRecruitment and SelectionCompensationPerformance AppraisalTrainingDiscovering Unassigned DutiesEEO ComplianceSteps in Job AnalysisProcess Chart for Analyzing Work FlowPart 2: Methods of Collecting Job Analysis InformationCollecting Job Analysis InformationEmployees may be Concerned Because of –Widely Used: The InterviewSample Interview QuestionsSample Interview Questions (continued)Interview GuidelinesHow to Conduct a Questionnaire SessionSlide 36Slide 37Slide 38ObservationDiaries and LogsU.S. Civil Service CommissionQuantitative Job Analysis TechniquesSample Position Analysis QuestionnairePosition Analysis Questionnaire ItemsU.S. Department of Labor ProcedureSlide 46Functional Job AnalysisPart 3: Writing Job DescriptionsSample Job DescriptionSample Job Descriptions, Dictionary of Occupational TitlesWant to Create Your Own Job Description?Job IdentificationJob SummaryRelationships Statement for Human Resource DirectorResponsibilities and DutiesStandards of Performance - ExampleJob DescriptionsUsing the Internet for Writing Job DescriptionsPart 4: Writing Job SpecificationsJob Related BehaviorsStatistics and Job AnalysisJob Analysis – a Practical ApproachStep 1: Decide on a PlanStep 2: Develop an Organization ChartStep 3: Use a Job Analysis QuestionnaireStep 3: ContinuedStep 4: Obtain Lists of Job DutiesPart 5: Job Analysis in a “Jobless” WorldSpecialized to Enlarged JobsTrends and De-JobbingTraditional Organization ChartFlatter OrganizationsHow Organizations are RespondingFlat and Boundaryless OrganizationsThe Skills Matrix for One Job at British PetroleumChapter Review© 2003 Prentice Hall. Inc.3-1Instructor presentation questions: [email protected] AnalysisA Prelude to Recruitment and Placement© 2003 Prentice Hall. Inc.3-2Chapter OutlineI. The Nature of Job AnalysisJob Analysis DefinedUses of Job Analysis InformationSteps in Job AnalysisII. Methods of Collecting Job Analysis InformationIntroductionThe InterviewQuestionnaireObservationParticipant Diary/LogsU.S. Civil Service ProcedureQuantitative Job Analysis TechniquesUsing Multiple Sources of Information© 2003 Prentice Hall. Inc.3-3Chapter Outline(continued)III. Writing Job DescriptionsJob IdentificationJob SummaryRelationshipsResponsibilities and DutiesStandards of PerformanceWorking Conditions and Physical EnvironmentIV. Writing Job SpecificsSpecifications for Trained Versus Untrained PersonnelJob Specifications Based on JudgmentJob Specifications Based on Statistical AnalysisV. Job Analysis in a “Jobless” WorldFrom Specialized to Enlarged JobsWhy Managers are De-jobbing Their Companies© 2003 Prentice Hall. Inc.3-4After Studying This Chapter,You Should Be Able To:Discuss the nature of job analysis, including what it is and how it’s usedUse at least three methods of collecting job analysis informationWrite job descriptions including summaries and job functions using the Internet and traditional methodsWrite job specifications using the Internet as well as your judgment.Explain job analysis in a “jobless” world, including what it means and how it’s done in practice© 2003 Prentice Hall. Inc.3-5Part 1: The Nature of Job AnalysisJob analysis definedUses of job analysis informationSteps in job analysis© 2003 Prentice Hall. Inc.3-6Service-Oriented StrategyChange job descriptions, top to bottomChange recruitingPhilosophy: Our commitment to satisfying customers and creating shareholder value directs virtually every decision we make.Working at U.S. Bank (next slide)© 2003 Prentice Hall. Inc.3-7What it Means to Work at U.S. Bancorp“Working at U.S. Bancorp means that each employee must take responsibility for providing outstanding service, understanding their individual jobs, and performing them at the highest level. In the end, it's the personal commitment of employees that helps us deliver results for our customers, company, shareholders and community.”© 2003 Prentice Hall. Inc.3-8Job Analysis – What is it and how is it used? The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.Check this “A+” site out and list some of the purposes for which job analysis is used.© 2003 Prentice Hall. Inc.3-9Jobs: Analyze, Describe and Provide SpecificationsDetermining duties and skillsListing job duties, responsibilities, reporting, conditions, supervision“Human requirements”© 2003 Prentice Hall. Inc.3-10Are there Legal Issues Related to Job Analysis?Title VII of the 1964 Civil Rights ActEqual Employment Opportunity Act (1972)Uniform Guidelines on Employee Selection Procedures (1978)Americans with Disabilities Act (1990)© 2003 Prentice Hall. Inc.3-11What Information do I Collect?Work activitiesHuman behaviorsMachines, tools, equipment and work aidsPerformance standardsJob contextHuman requirements© 2003 Prentice Hall. Inc.3-12Work activitiesCleaningSellingTeachingPaintingHow, why and when the activities are performed© 2003 Prentice Hall. Inc.3-13Human behaviorsSensingCommunicatingDecidingWritingJob demandsLiftingWalkingJumping jacks?© 2003 Prentice Hall. Inc.3-14Machines, Tools, Equipment, Work AidsProducts madeMaterials processedKnowledgeServices© 2003 Prentice Hall. Inc.3-15Performance StandardsCheck out these sites for samples of work standards. What are some of the common threads? National Health and Safety Job descriptions and performance standards© 2003 Prentice Hall. Inc.3-16Job ContextWorking conditionsScheduleOrganizational contextSocial context© 2003 Prentice Hall. Inc.3-17Human RequirementsJob-related knowledge and skillsEducationTrainingWork experiencePersonal attributesAptitudesPhysical characteristicsPersonalityInterests© 2003 Prentice Hall. Inc.3-18Uses of Job Analysis InformationJob AnalysisRecruiting andSelection