msdm materi bab 3

8/17/2019 msdm materi bab 3

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t e n t h e d i t i o n

GaryGary

DesslerDessler

PartPart 22 Recruitment and Placement Recruitment and PlacementChapter Chapter 44

Job AnalysisJob Analysis


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The Nature of Job Analysis

• Job analysis – The procedure for determining the duties and

skill requirements of a job and the kind ofperson who should be hired for it.

• Job description – A list of a job’s duties, responsibilities,

reporting relationships, working conditions, andsuperisory responsibilities!one product of a

job analysis.

• Job speci"cations – A list of a job’s #human requirements,$ that is,

the requisite education, skills, personality, andso on!another product of a job analysis.

© 2005 Prentice Hall Inc. All rightsreserved.

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Types of %nformation&ollected

• 'ork actiities

• (uman behaiors

• )achines, tools, equipment, andwork aids

• *erformance standards

• Job conte+t• (uman requirements


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ses of Job Analysis%nformation

• -ecruitment and election

• &ompensation

• *erformance Appraisal• Training

• /iscoering nassigned /uties

• 001 &ompliance


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ses of Job Analysis %nformation


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!igure 4–"


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teps in Job Analysis

• Step 1: /ecide how you’ll use theinformation.

• Step 2: -eiew releant background

information.• Step 3: elect representatie positions.

• Step 4: Actually analy2e the job.

• Step 5: 3erify the job analysis information.

• Step 6: /eelop a job description and jobspeci"cation.


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*rocess &hart for Analy2ing a Job’s 'ork4ow


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!igure 4–2

t t


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et o s o o ect ng oAnalysis %nformation5 The

%nteriew• %nformation sources – %ndiidual employees

– 6roups of employees

– uperisors with

knowledge of the job• Adantages

– 7uick, direct way to"nd oerlookedinformation.

• /isadantages

– /istorted information

• %nteriew formats

– tructured8&hecklist9

– nstructured


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%nteriew 6uidelines

• The job analyst and superisor should work togetherto identify the workers who know the job best.

• 7uickly establish rapport with the interiewee.

• :ollow a structured guide or checklist, one that listsopen;ended questions and proides space foranswers.

• Ask the worker to list his or her duties in order of

importance and frequency of occurrence.• After completing the interiew, reiew and erify the

data.


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)ethods of &ollecting JobAnalysis %nformation5

7uestionnaires• %nformation source – (ae employees "ll

out questionnairesto describe their

job;related dutiesand responsibilities.

• 7uestionnaireformats

– tructuredchecklists

– 1pened;endedquestions

• Adantages

– 7uick and e


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1bseration• %nformation source – 1bsering and

noting the physicalactiities of

employees as theygo about their jobs.

• Adantages

– *roides "rst;handinformation

– -educes distortion of

information

• /isadantages

– Time consuming

– /i


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*articipant /iary=>ogs• %nformation source – 'orkers keep a

chronological diary=log of what they do

and the time spentin each actiity.

• Adantages

– *roduces a morecomplete picture of

the job

– 0mployeeparticipation

• /isadantages

– /istortion of

information – /epends upon

employees toaccurately recalltheir actiities


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'riting Job /escriptions•

A job description – A written statement of what the workeractually does, how he or she does it, andwhat the job’s working conditions are.

• ections of a typical job description – Job identi"cation

– Job summary

– -esponsibilities and duties

– Authority of incumbent

– tandards of performance

– 'orking conditions

– Job speci"cations


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The Job /escription 8cont’d9

• tandards ofperformance andworking conditions

–>ists the standards theemployee is e+pected toachiee under each ofthe job description’s

main duties andresponsibilities.


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'riting Job peci"cations

• peci"cations for trained personnel

– :ocus on traits like length of preiousserice, quality of releant training, and

preious job performance.• peci"cations for untrained personnel

– :ocus on physical traits, personality,

interests, or sensory skills that implysome potential for performing or for beingtrained to do the job.


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'riting Job peci"cations8cont’d9

• peci"cations ?ased on Judgment

– elf;created judgments 8common sense9

– >ist of competencies in 'eb;based jobdescriptions 8e.g.,www.jobdescription.com9

– 1@N0T online

– tandard 1ccupational &lassi"cation


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:rom peciali2ed to0nlarged Jobs

• Job enlargement

– Assigning workers additional same leelactiities, thus increasing the number of

actiities they perform.

• Job enrichment

– -edesigning jobs in a way that increases

the opportunities for the worker toe+perience feelings of responsibility,achieement, growth, and recognition.


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:rom peciali2ed to

0nlarged Jobs 8cont’d9• Job rotation – )oing a trainee from department to

department to broaden his or her

e+perience and identify strong andweak points to prepare the person foran enhanced role with the company

– ystematically moing workers fromone job to another to enhance workteam performance.


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'h ) A


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'hy )anagers Are/ejobbing Their

&ompanies• /ejobbing – ?roadening the

responsibilities ofthe company’s jobs

– 0ncouragingemployee initiatie.

• %nternal factorsleading to dejobbing

– :latter organi2ations

– 'ork teams

• 0+ternal factorsleading to dejobbing.

– -apid product andtechnologicalchange

– 6lobal competition

– /eregulation,

– *olitical instability,

– /emographicchanges

– -ise of a sericeeconomy.


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&ompetency;?ased JobAnalysis

• &ompetencies

– /emonstrable characteristics of a personthat enable performance of a job.

• &ompetency;based job analysis – /escribing a job in terms of the

measurable, obserable, behaioral

competencies 8knowledge, skills, and=orbehaiors9 an employee must e+hibit todo a job well.


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'hy se &ompetencyAnalysis

• To support (*'

– Traditional job descriptions 8with their lists of speci"cduties9 may actually back"re if a high;performancework system is the goal.

• )aintain a strategic focus – /escribing the job in terms of the skills, knowledge,

and competencies the worker needs is more strategic.

• )easuring performance

– )easurable skills, knowledge, and competencies arethe heart of any company’s performancemanagement process.


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*erformance )anagement

• *erformance management

– )anaging all elements of the organi2ationalprocess that aBect how well employees perform.

• Types of competencies – 6eneral competencies

• reading, writing, and mathematical reasoning.

– >eadership competencies

• leadership, strategic thinking, and teaching others. – Technical competencies

• speci"c technical competencies required for speci"ctypes of jobs and=or occupations.

© 2005 Prentice Hall Inc. All rightsreserved

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