Steps in Job Analysis
There are six steps in doing a job analysis. Let’s look at each of them.
Step 1 Decide how you’ll use the information, since this will determine the data you collect and how you collect them. Some data collection techniques—like interviewing the employee and asking what the job entails—are good for writing job descriptions and selecting employees for the job. Other techniques, like the position analysis questionnaire described later, do not provide qualitative
Review relevant background information such as organization charts, process charts, and job descriptions.5 *Organization charts show the organization wide division of work, how the job in question relates to other jobs, and where the job fits in the overall organization. The chart should show the title of each position and, by means of interconnecting lines, who reports to whom and with whom the job incumbent communicates. A **process chart provides a more detailed picture of the work flow.In its simplest form a process chart (like that in Figure 3-2) shows the flow of inputs to and outputs from the job you’re analyzing. (In Figure 3-2 the inventory control clerk is expected to receive inventory from suppliers, take requests for inventory from the two plant managers, provide requested inventory to these managers, and give information to these managers on the status of in-stock inventories.) Finally, the existing job description, if there is one, usually provides a starting point for building the revised job description.
*Organization charts ( A chart that shows the organizationwide distribution of work, with titles of each position and interconnecting lines that show who reports to and communicates with
**Process chart (A work flow chart that shows the flow of inputs to and outputs from a particular job ).
Step 3
Select representative positions. Why? Because there may be too many similar jobs to analyze. For example, it is usually unnecessary to analyze the jobs of 200 assembly workers when a sample of 10 jobs will do.
Step 4
Actually analyze the job—by collecting data on job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job. For this step, use one or more of the job analysis methods explained later in this chapter.
Step 5
Verify the job analysis information with the worker performing the job and with his or her immediate supervisor. This will help confirm that the information is factually correct and complete. This review can also help gain the employee’s acceptance of the job analysis data and conclusions, by giving that person a chance to review and modify your description of the job activities.
Step 6
Develop a job description and job specification. These are two tangible products of the job analysis. The job description (to repeat) is a written statement that describes the activities and responsibilities of The job, as well as its important features, such as working conditions and safety hazards. The job specification summarizes the personal qualities, traits, skills, and background required for getting
the job done. It may be in a separate document or in the same document as the job description.
Steps in Job Analysis
There are six steps in doing a job analysis. Let’s look at each of them.
Step 1 Decide how you’ll use the information, since this will determine the data you collect and how you collect them. Some data collection techniques—like interviewing the employee and asking what the job entails—are good for writing job descriptions and selecting employees for the job. Other techniques, like the position analysis questionnaire described later, do not provide qualitative
Review relevant background information such as organization charts, process charts, and job descriptions.5 *Organization charts show the organization wide division of work, how the job in question relates to other jobs, and where the job fits in the overall organization. The chart should show the title of each position and, by means of interconnecting lines, who reports to whom and with whom the job incumbent communicates. A **process chart provides a more detailed picture of the work flow.In its simplest form a process chart (like that in Figure 3-2) shows the flow of inputs to and outputs from the job you’re analyzing. (In Figure 3-2 the inventory control clerk is expected to receive inventory from suppliers, take requests for inventory from the two plant managers, provide requested inventory to these managers, and give information to these managers on the status of in-stock inventories.) Finally, the existing job description, if there is one, usually provides a starting point for building the revised job description.
*Organization charts ( A chart that shows the organizationwide distribution of work, with titles of each position and interconnecting lines that show who reports to and communicates with
**Process chart (A work flow chart that shows the flow of inputs to and outputs from a particular job ).
Step 3
Select representative positions. Why? Because there may be too many similar jobs to analyze. For example, it is usually unnecessary to analyze the jobs of 200 assembly workers when a sample of 10 jobs will do.
Step 4
Actually analyze the job—by collecting data on job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job. For this step, use one or more of the job analysis methods explained later in this chapter.
Step 5
Verify the job analysis information with the worker performing the job and with his or her immediate supervisor. This will help confirm that the information is factually correct and complete. This review can also help gain the employee’s acceptance of the job analysis data and conclusions, by giving that person a chance to review and modify your description of the job activities.
Step 6
Develop a job description and job specification. These are two tangible products of the job analysis. The job description (to repeat) is a written statement that describes the activities and responsibilities of The job, as well as its important features, such as working conditions and safety hazards. The job specification summarizes the personal qualities, traits, skills, and background required for getting
the job done. It may be in a separate document or in the same document as the job description.
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