Continuation of human resources researches.

1. Job Analysis
Job Design and
Job Acquisition
Marissa D.
Tan
Discussant

2. A job analysis is the process used to collect
information about the duties, responsibilities, necessary
skills, outcomes, and work environment of a particular
job. A JOB DESCRIPTION is often the outcome of a
successful Job Analysis.
Explanation: It is the formal process of identifying the
content of a job in terms of activities involved and
attributes needed to perform the work and identifies
major job requirements. Job analysis was conceptualized
by two of the founders of industrial/organizational
psychology, Frederick Taylor and Lillian Moller Gilbreth in
the early 20th century.[1] Job analyses provide
information to organizations which helps to determine
which employees are best fit for specific jobs.

3. industrial / organizational
psychologists are often the professionals who
perform job analysis. These professionals use either a task-
oriented or worker-oriented approach. The task-oriented
approach focuses on identifying each individual task involved
in performing the job well. The worker-oriented approach
focuses on the attributes need in a prospective employee to
perform the job successfully. The Occupational Information
Network (O*NET) is an online website which provides analyses
of a variety of jobs.
Purpose : The purpose of Job Analysis is to establish and
document the 'job relatedness' of employment procedures
such as training, selection,
compensation, and performance
appraisal

4. training
Job Analysis can be used in training/"needs
assessment" to identify or develop:
1. Training content
2. Assessment tests to measure effectiveness
of training
3. Equipment to be used in delivering the
training
4. Methods of training (i.e., small group,
computer-based, video, classroom)

5. selection procedures
Job Analysis can be used in selection procedures to
identify or develop:
1.Job duties that should be included in advertisements of
vacant positions;
2.Appropriate salary level for the position to help
determine what salary should be offered to a candidate;
3.Minimum requirements (education and/or experience)
for screening applicants; . Interview questions;
5.Selection tests/instruments (e.g., written tests; oral
tests; job simulations);
6. Applicant appraisal/evaluation forms;
7.Orientation materials for applicants/new hires

6. compensation
Job Analysis can be used in compensation to
identify or determine:
1. Skill levels
2. Compensable job factors
3. Work environment (e.g., hazards; attention;
physical effort)
4. Responsibilities (e.g., fiscal; supervisory)
5.Required level of education (indirectly related to
salary
level)

7. performance review
Job Analysis can be used in performance review to
identify or develop:
1. Goals and objectives
2. Performance standards
3. Evaluation criteria
4. Length of probationary periods
5. Duties to be evaluated is the frequent outcome of
the job analysis. Additional outcomes include
recruiting plans, position postings and advertisements,
and performance development planning within your
performance management system.

8. methods of job analysis
Several methods exist that may be used individually
or in combination. These include:
1. Review of job classification systems
2. Incumbent interviews
3. Supervisor interviews
4. Expert Panels
5. Structured questionnaires
6. Task inventories
7. Check Lists
8. Open-ended questionnaires
9.Observation
10.Incumbent work logs

9. observation methods
Observation methods consist of direct observation, work
methods analysis, technique of critical incident.
1. Direct observation
This form is based on analysis of job in order to observe and
make records of behaviors/events/activities/tasks/duties
when something is happening.
2. Work methoDs analysis
The form of analysis on work methods is applicable to
describe manual and repeated manufacturing jobs, for
example the jobs of assembly-line. Such analysis on work
methods consists of analysis of time, motion study and
micro-motion.

10. 3. critical inciDent technique (cit moDel)
The method of critical incident technique is applied to
discover behaviors towards working condition which can
help classify performance into good and bad level.

11. interview method
This tool is considered to be very useful to analysis of
jobs. In which questions are given to both incumbents and
supervisors under such form of individual or a group.
Interview consists of structured Interviews, unstructured
interview, open-ended questions
questionnaire methoDs
Questionnaire methods includes 6 techniques as follows:
1. Position Analysis Questionnaire (PAQ model)
2. Functional job analysis (FJA model)
3. Work Profiling System (WPS model) MOSAIC model
4. Common Metric Questionnaire (CMQ model)
5. Fleishman Job Analysis System (FJAS model)

12. OTHER METHODS OF JOB ANALYSIS
1. Task Inventory
2. Job element method
3. Diary method
4. Checklists and rating scales
5. Competency profiling
6. Examining Manuals/reference materials
7. Technical conference
8. Threshold Traits Analysis System (TTAS model)

13. What Aspects of a Job Are Analyzed?
Job Analysis should collect information on the
following areas:
1.Duties and Tasks
2.Environment
3.Tools and Equipment
4.Relationships Supervision given and received
5.Relationships with internal or external people
6.Requirements

14. banK teller
General Purpose
Accurately and efficiently process and record
routine transactions for bank customers
including cashing checks, accepting deposits
and withdrawals, processing loan payments and
money transfers. Promote and advise on the
bank's products and services.

15. banK teller
Main Job Tasks and Responsibilities
■ receive and count working cash at beginning of shift
■ identify customers, validate and cash checks
■ accept cash and checks for deposit and check accuracy of deposit
slip
■ process cash withdrawals
■ perform specialized tasks such as preparing cashier's checks,
personal money orders, issuing traveler's checks and exchanging
foreign currency
■ perform services for customers such as ordering bank cards and
checks
■ receive and verify loan payments, mortgage payments and utility
bill payments
■ record all transactions promptly, accurately and in compliance with
bank procedures ■balance currency, cash and checks in cash
drawer
at end of each shift
■ answer inquiries regarding checking and savings accounts and other
bank related products
■ attempt to resolve issues and problems with customer's accounts
■ initiate new accounts
■ explain, advise on and promote bank products and services to
customers

16. Education and Experience
*** College diploma or equivalent (Board Passer)
■ some clerical, administrative, cash handling, sales or
customer service experience preferred
■ knowledge of customer service principles
■ relevant computer skills
■ on-the-job training usually provided
Key Competencies
■ strong numerical ability
■ good listening and communication skills
■ customer service orientation
■ accuracy and attention to detail ■problem solving
■ honesty and integrity
■ judgment
■ stress tolerance
■ adaptability

17. job descriptions
are written statements that describe the: duties,
responsibilities,
most important contributions and outcomes needed from a
position, required qualifications of candidates, and
reporting relationship and coworkers of a particular job.
Job descriptions are based on objective information
obtained through job analysis, an understanding of the
competencies and skills required to accomplish needed
tasks, and the needs of the organization to produce work.
They clearly identify and spell out the responsibilities of a
specific job. Job descriptions also include information about
working conditions, tools, equipment used, knowledge and
skills needed, and relationships with other positions.

18. JOB DESIGN is the process of defining how work will be performed
and the tasks that will be required in a given job.
JOB REDESIGN refers to changing the tasks or the way work is
performed in an existing job.
This can be done most effectively through understanding the trade-offs between certain
Design Approaches:
I.MECHANISTIC APPROACH
This most often entails reducing the complexity of the work to provide
more human efficiency that is, making the work so simple that anyone can be
trained quickly and easily to perform it.
The Mechanistic Approach focuses on designing jobs around the concepts of
TASK SPECIALIZATION, SKILL SIMPLIFICATION, AND REPETITION.
SCIENTIFIC MANAGEMENT was one of the earliest and best known style
of Mechanistic Approach. An example of this is the Time and Motion Studies
to identify the most efficient movements for workers to make.

19. II. MOTIVATIONAL APPROACH
It focuses on the job characteristics that
affect Psychological meaning and motivational
potential and it views Attitudinal Variables
(such as satisfaction, intrinsic motivation, job
involvement) and Behavioral Variables (such
as performance and attendance) as the most
important outcomes of a Job Design. Job
Design interventions emphasizing the
Motivational Approach tend to focus on
increasing the meaningfulness of jobs.

20. A model of how job design affects employee reactions is thee
“JOB CHARACTERISTICS MODEL”. According to this model, jobs can be
described in terms of 5 characteristics:
1.SKILL VARIETY-is the extent that a job that requires a variety of skills
to carry out the tasks.
2.TASK IDENTITY- is the degree to which a job requires completing
whole piece of work from beginning to end.
3. AUTONOMY-is the degree to which the job allows an individual to
make decisions about the way the work will be carried out.
4.FEEDBACK-is the extent to which a person receives clear information
about performance effectiveness from the work itself.
5.TASK SIGNIFICANCE-is the extent to which a job has an important
impact on the lives of other people.

21. III. BIOLOGICAL APPROACH
The Biological Approach to job design comes primarily from the
sciences of Biology, (ex. The Study of Body Movements), work
physiology, and occupational medicine and it is usually referred to
as ERGONOMICS.
ERGONOMICS is concerned with examining the interface between
individuals’ physiological characteristics and the physical work
environment.
Goal: To minimize the physical strain on the worker by structuring
the physical work environment around the way the human body
works.
Focus: Outcomes such as physical fatigue, aches, and pains,
health complaints.

22. IV. PERCEPTUAL – MOTOR APPROACH
The Perceptual – Motor Approach to Job Design has roots in human –
factors literature.
Focus: Human mental capabilities and limitations.
Goal: To design jobs in a way that ensures they do not exceed
people’s mental capabilities and limitations. This approach
generally tries to improve reliability, safety and user reactions by
designing jobs to reduce information-processing requirements.

23. job evaluation
job evaluation is a practical technique, designed to
enable trained and experienced staff to judge the size of one
job relative to others. It does not directly determine pay levels,
but will establish the basis for an internal ranking of jobs.
Explanation:
Job evaluation evaluates selected job factors, which are regarded as
important for the effective performance of the job, according to one
of several alternative methods. The resulting numerical gradings can
form the basis of an equitable structure of job gradings. The job
grades may or may not be used for status or payment purposes.
Job evaluation is essentially one part of a tripartite subject, which is
collectively referred to as job study (other names exist). The
three parts are Job Analysis; Job Evaluation - the information collected
is evaluated using a numerical scale or ranking and rating
methodology; and Merit Rating - BSI definition (32542).

24. The two most common methods of job evaluation that have
been used are:
1.whole job ranKing , where jobs are taken as a
whole and ranked against each other.
2.the second method is one of awarding
points for various aspects of the job. In
the points system various aspects or parts of the job such as
education and experience required to perform the job are
assessed and a points value awarded - the higher the educational
requirements of the job the higher the points scored. The most
well known points scheme was introduced by Hay management
consultants in 1951. This scheme evaluates job responsibilities in
the light of three major factors - know how, problem solving and
accountability. (POSITION RANKING)

25. Some Principles of Job Evaluation
1. Clearly defined and identifiable jobs must exist. These jobs will be
accurately described in an agreed job description.
2. All jobs in an organization will be evaluated using an agreed job
evaluation scheme.
3.Job evaluators will need to gain a thorough understanding of the job
4. Job evaluation is concerned with jobs, not people. It is not the
person that is being evaluated.
5.The job is assessed as if it were being carried out in a fully competent
and acceptable manner.
6.Job evaluation is based on judgment and is not scientific. However if
applied correctly it can enable objective judgments to be made.
7.It is possible to make a judgment about a job's contribution relative
to other jobs in an organization.
8.The real test of the evaluation results is their acceptability to all
participants.
9.Job evaluation can aid organizational problem solving as it highlights
duplication of tasks and gaps between jobs and functions.
10.Job Evaluation

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