Chapter 2 Job Analysis & Design

2.1 Learning Objectives

After learning this part students should understand:
A. The importance of Job Analysis to other personnel functions, such as personnel planning, recruitment,
employee selection, performance appraisal, training, compensation, discipline, health and safety
programs, and labor-management relations.
B. The various methods by which job analysis information can be collected, as well as the strengths and
weaknesses of each method.
C. The important elements of job descriptions and specifications.
D. The various approaches to the design of jobs, and the underlying philosophy.
2.2 Job Analysis
2.2.1 The Importance of Job Analysis to Other Personnel Functions
A key element in human resource management program is job analysis. Once an effective job analysis
program is established and maintained, many troublesome personnel problems either become much less
difficult to resolve or disappear entirely. Job analysis is the basis of the other personnel functions. It results
in two essential documents: the job descriptions and the job specifications. They will be used in the other
functions, such as personnel planning, recruitment, employee selection, performance appraisal, training,
compensation, discipline, health and safety programs, and labor-management relations.

Figure 2-1 illustrates the pervasive influence of job analysis on the personnel/human resource
management function. (provide a table copy(table 4-2) which includes some specific examples of where
job analysis information becomes especially useful. Remember, it is not exhaustive.)
2.2.2 Job Analysis Process
About the job analysis process you can find it from Figure 2-2.

Figure 2-2 Process of Job Analysis

A. Selection of Jobs for Job Analysis
A job may be selected for job analysis because it has undergone undocumented changes in job content
and the personnel functions that depend upon accurate documentation cannot be properly performed. The
following three cases need to be selected as jobs to be analyzed.
1) when a new organization is set up
2) when new work appears
3) when new techniques appear or big changes happened in the work ,
,

B. Gather Information (Data Collection)

Three major issues must be addressed when planning the collection of job analysis data. First, what
type of job analysis information is needed? Second, what methods should be used to collect the
information? Third, who should collect and provide the information.
1) Type of job analysis information
Major types of job analysis information are depicted in table 2-1
TABLE 2-1 Type of Job Analysis Information
Work Activities
a.

Description of work activities(tasks)

b.

Interface with other jobs and equipment

c.

Procedures used

d.

Behaviors required on the job

e.

Physical movements and demands of the job

Machine, Tools, Equipment, and Work Aids Used
Job Context

a.

Physical working conditions

b.

Organizational context

c.

Social context

d.

Work schedule

e.

Incentives (financial and nonfinancial )

Personal Requirements
a. Specific skills
b. Specific education and training
c. work experience (related jobs)
d. physical characteristic
e. Aptitudes

2) Methods Used to Collect Job Analysis Information

A.

Observation of Tasks and Job Behavior ()

B.

Interviews with the job incumbent ()

C.

Questionnaires and checklists ()

D.

Other methods include participant logs( ), conferences with supervisory

personnel.

3) Persons responsible for collecting job analysis information.

Most job analysis project rely on one of three types of individuals: trained job analysts,
supervisors, or incumbents.
C. Processing the information into job description and job specification
As mentioned earlier, the job analysis process results in two essential documents: the job
descriptions and the job specifications. The former summarizes the duties, responsibilities, working
conditions, and activities of a particular job. And the latter outlines employee qualifications such as
education level, job-related experience, knowledge, skills, or abilities that are required to perform a given
job. (A copy of an example of a job description and specification for a administrative assistant in the
Department of Agricultural Communications at a land grand university is attached.) The contents of them
are presented in Figure 2-2.
2.3 Job Design
Designing a job refers to the process of deciding what combination of tasks and responsibilities should
be allocated to it. There are different approaches to the design of jobs.
A. Traditional Job Design
The traditional approach to assigning job duties emphasizes the commonality or similarity of particular
jobs across organizations.
A. Maximum Efficiency and Job Design
This approach is concerned with finding the best combination of physical movements, tools, and tasks
to maximum productivity.
B. Psychological Issues and Job Design
This method emphasizes the psychological impact work has on the person performing it. They create
more interesting and challenging work and positive motivational force within the individual.
SUMMARY
Review Learning Objective