《国际人力资源管理》课程公共资源 > 讲义：section04
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In last section we discussed on what is work analysis, in this section we will go on to explore the process of work analysis.
Ø Describe the process of job analysis in strategic human resource management.
Ø Choose the right job analysis technique for a variety of human resource activities.
Ø Identify the tasks performed and the skills required in a given job.
Job analysis refers to the process of getting detailed information about jobs. So how does the company conduct a job analysis ?
Here on the slide is the steps in conducting a job analysis.
Step 1-Select the job to be analyzed. What should be analyzed? What is the subject of job analysis?
2 - Gather information about how the job is done. So what are useful sources of job analysis information?
3 - Verify accuracy of information. In this step, HR should ensure the reliability and validity of job analysis information.
4- Document the job analysis. The job analysis information should be included into documentation, so that it can be used for different purposes.
Next, Let’s discuss on these steps in detail.
Take a job analysis in manufacturing industry for example.
We need to know where is the job location? What are the raw materials used? What about the work activities and schedule? Who is your supervisor or boss? What is the final product? And what skills are required and what job performance is expected?
So the subject of job analysis includes work activities, schedule, location, materials used, job performance, skills and training, supervision, promotions, and products or services.
Then what are these information from? What are sources of job information?
1. Human resources department or manager can observe the job incumbent, record the working activities, skills and job performance.
2. Employees can write diaries to record the time they spend on their work.
3. Information can also be derived from books, professional literature, as well as trade or government document.
4. HR may interviews with employees or a focus group. The focus group usually consists of job incumbents, supervisors, peers and subordinates.
With regard to the time required, the information from job incumbents are more accurate.
And with regard to the importance of the job, information from the supervisor may be more comprehensive.
5. Other formal techniques include the use of critical incident and questionnaires.
We will discuss these techniques later.
So useful sources of job analysis information include observations of employees on job, diaries of time spent on job, professional literature, trade / government literature, and employee interviews.
Other formal techniques include critical incidents and questionnaires about job processes.
What methods can we use to analyze jobs? There are various methods for analyzing jobs.
1. The PAQ is a standardized job analysis questionnaire containing 194 items.
They are organized into six sections:
u Information input- Where and how a work gets information needed to perform the job.
u Mental processes- The reasoning, decision making, planning, and information processing activities that are involved in performing the job.
u Work output-The physical activities, tools, and devices used by the worker to perform the job.
u Relationships with other persons-the relationships with other people are required in perform the job.
u Job context-The physical and social contexts where the work in performed.
PAQ is one of the broadest and most well-researched instruments for analyzing jobs. Its emphasis on inputs, processes, relationships and outputs is consistent with the work-flow analysis approach.
Employee needs the reading level of a college graduate, this disqualifies some job incumbents from the PAQ.
Work flow analysis includes analyzing work outputs，work processes and work inputs.
The predecessor of Occupational Information Network is the Dictionary of Occupational Titles (DOT) .
DOT was born during 1930s. It served as a vehicle for helping the new public employment system link the demand for skills and the supply of skills in the US. workforce.
What happened in USA during 1930s? The big economic depression. So the government needs to design polices to promote employment.
However, technological changes, global competition, and service-based economy were making the system obsolete
O*NET generalizes across jobs (instead of the 12,000 jobs in the DOT, the O*NET describes only 1,000 occupations)
Boeing used the O*NET system to help find new jobs for the workers who were laid off.
Two types of information are most useful in job analysis: job descriptions and job specifications.
These information provide the door to the job applicants to enter the company.
A job specification is a list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform the jobs.
A job description is a list of the tasks, duties, and responsibilities (TDRs) that a job entails.
As the slide shows, job task involves reviewing production schedules to determine correct job sequencing, identifying problem jobs and takes corrective action, and determining need for and provides special work orders.
If we use the rating scale from 1 to 5 to stand the importance of characteristics for successful performance of task.
1 2 3 4 5
Very low Low Medium High Very High
The job of identifying problem jobs and takes corrective action needs analytical ability and problem solving ability most, then we will mark 5 which stands for high importance.
For the job of administrative assistant, a task may be completing a travel authorization form, which is part of the duty of keep track the department’s travel expense, which is part of the responsibility to manage the departmental budget.
Generally speaking, the job description consists of identification info (title), job summary, duties , responsibilities, working conditions, job specifications (KSAs) and minimum qualifications( eg. the doctor degree is required for college professors by most universities )
In principal of management, we know that there are two types of organization structures: bureaucratic structure which emphasis on centralization and efficiency, and flat structure which emphasis on decentralization and flexibility.
So there are two types of job description appropriate for each type of organization structure.
The specific one gives a detailed summary of the job’s tasks, duties and responsibilities.
It is associated with work flow that emphasizes efficiency, control and detailed work planning in more bureaucratic organizations.
And the general types of job description outline the most generic duties and responsibilities.
It is used with innovative, flexible and organizations with few boundaries and loosely planned work.
For example, if the managers of university want to measure the performance of the professors, what job areas and dimensions should be measured?
Fundamentally, university professors should prepare and present lecture in class and prepare research reports for publication in journals.
Meanwhile, they are supposed to serve on departmental committees and gives career counseling advice to students as needed.
Some professors also perform work for external organizations as consultants.
So these are job areas used in measuring performance of a university professor.
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