JOB 6.

53
ANALYSIS
CHAPTER 5
LEARNING OBJECTIVES
Types Of Job Analysis

Common Job Analysis Methods

Planning A Job Analysis

Conducting A Job Analysis

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 UNDERSTANDING JOB ANALYSIS
• Definition of Job Analysis
• A systematic process of determining the skills, duties and knowledge required
for performing jobs in an organization.
• An important concept of JA is that the analysis is conducted of the job, not the
person.
• JA is performed in 3 occasions:
• It is done when the organization is founded, and a JA is begun for the first
time.
• It is performed when new jobs are created.
• It is used when jobs are changed significantly as a result of new technologies,
methods, procedures, or systems.

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 UNDERSTANDING JOB ANALYSIS
• Purpose of Job Analysis
• The main objective of conducting job analysis is to prepare job
description and job specification, which in turn, helps to hire the right
quality of workforce into the organization.
o What physical and mental tasks does the worker accomplish?
o When is the job to be completed?
o Where is the job to be accomplished?
o How does the worker do the job?
o Why is the job done?
o What qualifications are needed to perform the job?

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JOB ANALYSIS: A BASIC HUMAN RESOURCE MANAGEMENT
TOOL

Tasks Responsibilities Duties

Reasons for conducting
Job Analysis:
Staffing
Job Training and
Descriptions Development
Job Performance Appraisal
Analysis Job Compensation
Specifications
Safety and Health
Employee and Labor
Relations
Legal Considerations
Knowledge Skills Abilities
 UNDERSTANDING JOB ANALYSIS
• TYPE OF JOB ANALYSIS
o JOB DESCRIPTION
o A formal and written document that states the tasks, duties, and responsibilities of the job.
o It is a written statement of what the job holder does, how it is done, and why it is done.
o It specifies the relative value of job in the organization.
• JOB SPECIFICATION
o A JS describes the knowledge, skills, education, experience, and abilities you believe are essential
to performing a job.
o It indicates the minimum acceptable qualifications an incumbent must possess to successfully
perform the essential elements of their jobs.
o The JS is developed from the JA and from a detailed JD – it describes the person you want to hire
for a particular job
o JS shows what kind of employees to recruit and for what

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 JOB ANALYSIS
QUALITATIVE METHOD

OBSERVATION
DIARIES/LOG
INTERVIEW
QUESTIONAIRES
CHECKLIST/
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INVENTORIES
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 JOB ANALYSIS QUALITATIVE METHODS
• Observation
o Direct observation is useful when jobs consist mainly of observable physical
activities- e.g., accounting clerk
o It is not appropriate when the job entails a lot of mental activity – e.g., lawyer
• Diaries/ logs
o Asking a worker to keep a diary/log of what he does during the day.
o For every activity engaged in, the employee records the activity in a log.
o This can produce a very complete picture of the job, especially when
supplemented with subsequent interviews with the worker and the supervisor.

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 JOB ANALYSIS QUALITATIVE METHODS
• Interview
o Involve unstructured interviews (e.g., tell me about your job) to highly
structured ones containing hundreds of specific items to check off.
o Can be applied to all levels and types of jobs.
o Manager may conduct individual interviews with each employee, group
interview with the same job.
• Questionnaires
o Having employees fill out questionnaires to describe their job-related duties
and responsibilities to obtain JA information.

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 JOB ANALYSIS QUALITATIVE METHODS
• Checklists/Inventories
o A checklist describes a list of tasks that have to be performed for a job
or a series of jobs to be completed.
o These list of tasks are provided in the form of a questionnaire.

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 JOB ANALYSIS
QUANTITATIVE METHOD

Position Analysis Questionnaire (PAQ)

Functional Job Analysis Model (FJA)

Work Profiling System (WPS) / Work

Sampling System Model

Multipurpose Occupational Systems Analysis

Inventory Closed (MOSAIC) Model

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 JOB ANALYSIS QUANTITATIVE
METHODS
• Position Analysis Questionnaire (PAQ)
o PAQ model is a questionnaire technique of JA – a structured instrument of JA to measure job characteristics and
relate them to human characteristics.
o Allows HRM to scientifically and quantitatively group interrelated job elements into job dimensions
o Contents of PAQ:
 195 items of job elements includes 6 categories:
 Interpersonal activities (36 elements) – what relationships with other people are required in the job?
 Work situation and job context (19 elements) – in what physical and social context is the work performed?
 Miscellaneous aspects (41 elements) – what special attributes exist in this job (e.g.: schedule, pay)?
 Information input (35 elements) – where and how does the worker get the information he uses on the job?
 Mental processes (14 elements) – what reasoning, decision making, planning, etc., are involved in the job?
 Work output (49 elements) – what physical activities does the worker perform and what tools are used?

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 JOB ANALYSIS QUANTITATIVE
METHODS
• Functional Job Analysis Model (FJA)
• FJA model is a technique of JA which includes 7 scales (numbers)
• It also identifies performance standards and training requirements.
• Contents of FJA:
 Includes 7 scales (numbers) that measure:
 worker-instruction scale
 3 scales that measure reasoning, mathematics, language
 3 worker-function scales: measure % of time spent with: data, people, things
 Data, people, things in detail include:
 Data: Synthesizing, Coordinating, Analyzing, Compiling, Computing, Copying, Comparing
 People: Mentoring, Negotiating, Instructing, Supervising, Diverting, Persuading, Speaking, Serving,
Taking .
 Things: Setting up, Precision working, Operating, controlling, Driving, Manipulating, Tending,
Handling

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 JOB ANALYSIS QUANTITATIVE
METHODS
• Work Sampling System Model (WPS)
• WPS model is a computer-administered system for JA - computer-administered system for JA.
• There are three versions of the WPS: managerial, service, and technical occupations.
• This method contains a structured questionnaire which measures ability and personality attributes such
as hearing skills, sight, taste, smell, touch, body coordination, number skills, complex management
skills, verbal skills, personality, and team role.
• Purpose of WPS:
 Identify jobs for rotation and cross-training
 Identify and define competencies for hiring purposes, career development and succession planning
 Match candidates against job profiles
 Improve interviewing

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 JOB ANALYSIS QUANTITATIVE
METHODS
• MOSAIC Model (Multipurpose Occupational Systems Analysis Inventory-Closed Ended)
• MOSAIC model is a questionnaire technique of job analysis used to collect information from
incumbents and supervisors.
• It is used to collect information from incumbents and supervisors on many occupations for a wide range
of HRM functions.
• Using of MOSAIC:
 Each job analysis inventory used to collect data for MOSAIC includes a variety of descriptors.
 The 2 critical types of descriptors are tasks and competencies.
 The questionnaire contained a diverse set of items, including:
 22 competencies (a human quality or characteristic associated with the performance of managerial
tasks, e.g., knowledge, skill, ability, trait, motive, or self-concept) rated in terms of importance, and
needed proficiency at entry;

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 PLANNING JOB ANALYSIS

Selecting
Identify the Selecting the Train the
appropriate
purpose analysts analysts
method

Develop JD Review and Collecting Preparation

and JS verify data of JA

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 PLANNING JOB ANALYSIS
• Step 1 - Identify the purpose
o Necessary to identify purpose of JA because that will determine what
JA method & what data will be collected (job content, job requirement
& job context)
• Step 2 - Selecting the analysts
o Choose analyst from professional human resource, line manager,
incumbents or consultant
• Step 3 - Selecting appropriate method
o Select representative positions to analyse because there may be too
many similar job

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 PLANNING JOB ANALYSIS
• Step 4 - Train the analysts
o If use internal analyst, need to give training regarding selected methods
• Step 5 - Preparation of JA
o Communicate the project in the organization
o Preparing the documentation, for example: interview questions, questionnaire
• Step 6 - Collecting data
o Collecting data on job activities, employee behaviors, working conditions and
human traits and abilities needed to perform the job
o Use one or more of the JA methods to collect data

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 PLANNING JOB ANALYSIS
• Step 7 - Review and verify
• Consolidate the results
• Review the data collected (immediate supervisor or job incumbent)
• Step 8 - Develop JD and JS
• Implement the results into the company procedures according to the
goal setting
• Develop JD and JS from JA information

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 CONDUCTING JOB ANALYSIS
1. Understand the purpose of conducting the JA
o Must understand the nature and purpose of conducting JA
o Recognize that JA serve a vital purpose in such HRM activities as
recruiting, training, setting performance standards, evaluating
performance and compensation.
2. Understand the role of the jobs in the organization
o Every job in the organization should have a purpose.
o Before conducting the JA, one must understand the linkage that the job
has to the strategic direction of the organization.

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 CONDUCTING JOB ANALYSIS
3. Determine how you want to collect the JA information
o Develop plan on how the data are to obtained.
o Combined several method
o If the information is not understandable get clarification
4. Develop the first draft of the job description
o There is no specific format that all JD must follows but certain element
need to include
o Job title, working condition, education, skill and so on.

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 CONDUCTING JOB ANALYSIS
5. Review the draft with job supervisor
o Final document JD must be analyzed by supervisor.
o When the description is an accurate reflection, the
supervisor should sign off or approve the document.

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 THANK YOU
GOOD LUCK

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