Chapter 3

JOB ANALYSIS

I. Job definition
II. Job Analysis
I. Job definition

2
I. Job definition
• Element: The smallest unit into which work can be divided
without motion/movement/process analysis.
• Task: grouping of elements that define a work activity
• Task dimension: grouping of similar tasks. E.g.,. a
“responsibility” or “duty” area.
• Position: Grouping of tasks that define work of one
employee; the number of positions matches the number of
employees.
• Job: Grouping of positions similar in tasks.
• Job family: Grouping of all jobs by (for e.g.,.) function
• Job category: Grouping of jobs by generic title or occupation
(e.g.,. sales or clerical). Can be within or across job family.

3
 Job family

Job Job Job

Position Position Position

Task Task Task

Element Element Element

 Teacher
Job family

Job Prac teacher Theory teacher Teacher asst

Task dimension Lectuter pre Teaching Std Eval

Task Explaining Writing question

Element Clean board Take chalk Write

 II. Job analysis
1. Definition
Process of studying job to gather, analyze, synthesize,
and report information about job requirements and job
rewards.
 Information needed to gather:
• Information on mission, responsibilities, activities, and
related relations needed to carry out the task.
• Information on machinery, equipments, tools, materials
needed.
• Information on working conditions, work safety, working
time
• Information on work requirements to person who carry
out the task (KSAOs).

6
2. Contents of job analysis
a. Job description
b. Job requirements
c. Job implementation standards

7
a. Job description
An explaination on mission, responsibility, working
conditions and other things related to one certain job.
• Contents of job description:
o Job title, job summary
o Task statements and task dimensions
o Working conditions
o Importance indicators

8
o General information on job
- Job title and job code
- Job category
- unit/ place to do tasks
- Leader/ controller
- ...
o Task statements and task dimensions
- Missions and responsibility
- Relations
- Power area
- ….
o Working conditions
- Necessary machinery and equipments
- Time spend
- Sanitation and safety
- Other conditions 9
b. Job requirements
A list of job requirements to person who implements the
job: KSAO.
c. Job implementation standards
A list of indicators reflecting quantity and quality of job
accomplishment specified by job description.

10
3. Importance of job analysis
• HR planning: Define job and job title
• Recruitment: Description of job that needs more
employees, selection of candidates
• Training and development: Training evaluation
• Job evaluation: by comparation between job description
and job implementation standards to define job
implementation results of employees.
• Job compensation: evaluate job importance to build up
compensation plan
• Labor relation
• Safety

11
4. Collecting job requirement information
• Prior information: e.g.., job description, performance
appraisal, other information.
• Observation: watch incumbent work & note tasks,
KSAOs
• Take note important events
• Interview: Ask incumbents and managers about tasks,
KSAOs and context.
• Questionnaire: Ask incumbents and managers about
task with moderately to highly structured instruments.
• Combined methods: most common & most useful for
complete, valid and reliable information.

12
 KSAOs
• Knowledge: Body of information
(conceptual, factual, procedural) applied to
task performance).
• Skill: Observable competence for working
with task.
• Ability: Underlying, enduring trait for
performing a range of tasks.
• Other characteristics: Catch all for other
relevant factors e.g., legal requirements,
availability.
4.1. Observation
Observe employees implement tasks and take note:
o What tasks are carried out
o Why have to do the task
o How to do the task

 Getting actual information on the task

 Observation results are subjective
 Some jobs are difficult to observe

14
4.2. Take note important events (task note)
Take note all behaviors in job performance of employees
both efficient and inefficient; job characteristic classifications
and job requirements
 Getting flexible in job implementing of each employee
 Take time
 Difficult to built up average behavior

15
4.3. Diary survey (written by employee themselves)
Employees write all their activities to do the task by
themselves.
 Get actual information by time horizontal
 The accurate of information is limited
 Difficulty to do continuously

16
4.4. Interview
• Applied to task that the researcher could not observe task
performance of employees
• Contents:
o What task need to do
o Why has to do
o How to do the task
 Help to compare different answers of different employees
about the same task
 Take time

17
4.5. Questionnaire
The employees fulfill questionnaire about missions, skills,
working conditions related to the task.
• Each mission, task is evaluated based on:
o Reality
o Importance
o Level of complexity
o Time to carry out
o Relation with others
 Data is quantified, can easily be used computer
 Design questionnaire required skills and experience.
 Collected information may be not accurate due to lots of
reasons.

18
4.6. Expert workshop/seminar
The expert will discuss, find out problems and add more
ideas that the research could not find out by above
mentioned methods.
 The collected information can be used for multiple purposes.
 Take time and high cost.

19
5. Task design methods
• Traditional method: Define missions, responsibility of task
based on general factors of tasks implemented by other
organizations.
• Analyze time and movement: observe employee
implementing the task and analyze the movement of their
hands, arms, bodies, finding out the unnecessary
movements and solutions to improve them
• Expanding task: add more missions and responsibilities to
previous tasks
• Task rotation: Employees carry out some different but
almost similar tasks.
• Task enrichment: Increase attractive factors and utility of
task (Add more factors belong to high management level)
20