2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
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1. SLIDESMANIA.
CHAPTER 2- JOB ANALYSIS
Reporters:
Reza Mae D. Taguan
Jeselyn B. Ablero
Mary Joy T. Tumpag
Rowena O. Cosino
2. SLIDESMANIA.
WHAT’S AND WHY’S OF
JOB ANALYSIS
WHAT is JOB ANALYSIS?
Job Analysis is the systematic process of
collecting information that identifies similarities
and differences in work.
Job Analysis is a procedure through which you
determine the duties and responsibilities, nature
of the jobs and finally to decide qualifications,
skills and knowledge to be required for an
employee to perform a particular job.
Job Analysis helps to understand what tasks are
important and how they are carried on.
Job Analysis is an important step in ensuring
that the right candidate is selected.
Job Analysis helps the employer in recruitment
and selection, performance management,
choosing compensation and benefits, etc.
It helps the employees to have a clear picture of
what is actually required of them.
WHAT is the importance of
JOB ANALYSIS?
3. SLIDESMANIA.
Manpower Planning
Recruitment, Selection and Placement
Training Development
Job Evaluation
Performance Appraisal
Job Designing
Safety and Health
Promotions
Employment Guidance
Labour Relations
WHy is JOB ANALYSIS important?
PROCESS OF JOB
ANALYSIS
WHy is it hard to conduct
JOB ANALYSIS
TIME CONSUMING
TOO MUCH HUMAN EFFORT
LACK OF SKILLS
LACK OF MENTAL ABILITIES
4. SLIDESMANIA.
What is Job Analysis?
Job Analysis refers to careful study of
each job to determine the following:
Tasks and responsibilities involved in a job.
Relation to one job to other job.
Condition under which performance is
carried on.
Personal capabilities of job holder.
“Job Analysis is the process of studying and collecting
information relating to the operations and
responsibilities of a specific job”.
- Edwin B. Flippo
Process of Job Analysis
Organizational Job
Analysis
Selecting Representative
Jobs for Analysis
Collection of Data for Job
Analysis
Preparing Job
Specification
Preparing Job Description
5. SLIDESMANIA.
1. Organizational Job Analysis
• Organizational History
• Structure of the Organization
• Vision and the Mission of the
Organization
• Attributes of the productions and
the process of productions.
• Top Management
• Market and Customers
2. Selection Of Jobs To Be Analyzed
• The key jobs have to select which
have an importance and massive on
the achievement of organizational
goals.
3. Collection of Job Analysis Data
a. Observation Method
b. Interview Method
c. Questionnaire Method
4. Job Description
• Explain the duties, activities,
responsibilities, liaisons with other jobs
and working conditions of the job.
5. Job Specification
Qualifications and qualities essential for
accomplish a certain job in efficiently and
effectively as desired by the organization.
• Knowledge and Skills
• Working experiences
• Education
• Special physical and mental requirements
6. SLIDESMANIA.
JOB DESCRIPTION, JOB PROFILE
AND
JOB SPECIFICATION
A Job Profile offers employers a starting
point. It allows human resources to
collaborate directly with the hiring manager
to design an intricate job description.
It is a useful tool for job seekers.
An employer creating a new position often
composes a job profile as the first step in
forming the job description.
For example:
A hiring manager submit a job profile to the HR
department which then designs a more
detailed explanation of the position. This
detailed explanation is the Job Description. The
job profile is primarily for internal purposes.
JOB PROFILE
7. SLIDESMANIA.
JOB SPECIFICATION
A Job Specification normally provides a
list of the qualifications anyone filling
the post should have. These
qualifications might include necessary
education, previous work experience and
specific skills needed for the position.
(Education, work experience, skills,
responsibilities, trainings, personal and
emotional characteristics)
A Job Description is a written statement
describing the general responsibilities and
duties of a given position.
It should be considered an advertisement for
the job as it often lists the results expected
from the person in the position and tells to
whom the person reports.
A Job Description can also be used as a
benchmark for bosses to evaluate current
employees.
(Title, position, location, duties, reporting,
machines, workplace environment)
JOB DESCRIPTION
8. SLIDESMANIA.
JOB ANALYSIS is based on job
data
Now the question: how to
collect job related data?
A variety of method are
available for collecting job
data.
Job Analysis
Methods:
Methods of Data
Gathering
for Job Analysis
REPORTER: MARY JOY T. TUMPAG
WHAT IS JOB
ANALYSIS?
9. SLIDESMANIA.
Methods of Data
Collection/ Gathering
Observation Method
Interview Method
QuestionnaireMethod
Checklist Method
Critical Incident Method
Diaries and Log record
Technical Conference
Method
1. OBSERVATION
METHOD
Under this method, data is collected
through observing an employee
while at work
The job analyst carefully records
what the worker does, how he/she
does, and how much time is needed
for completion of a given task
This is the most reliable method of
seeking first hand information
relating to a job.
10. SLIDESMANIA.
1. Interview Method
In this method, the job analyst directly
interviews the job holder through a
structured interview to gain
information about the job.
This method is found suitable particularly
for a job wherein direct observation is
not feasible.
This method is time consuming and costly
There is a possibility that bias on the part
of the analyst anf the job holder
In short, the effectiveness of this method
will depend on the ability of both
interviewer and respondent in asking
questions and responding them
respectively
The following guidelines, as outlined
by Carrol L. Shartle, Otis and
Lenhert, may help the interviewer
make his/her interview more
effective:
a. Introduce yourself to make the worker know
who you are and why you are there.
b. Allay the worker’s fear whatsoever by
showing keen interest in both him/her and
his/her job.
c. Do not advise the worker how to do the job.
d. Try to talk to the worker in his/her language,
to the extent possible.
e. Do not create confusion between the work
and the worker.
f. Make a full — fledged job study within the
objectives of the programmes; and
g. Verify the job information whatsoever
obtained.
11. SLIDESMANIA.
3. Questionnaire
Questionnaire provides the most speedy
and simple technique of gathering data
about groups of individuals scattered in a
wide and extended field. In this method, a
questionnaire form is sent usually by post
to the persons concerned, with a request to
answer the questions and return the
questionnaire.
Questionnaire method of job
data collection is desirable
especially in the following
two situations:
First, where the number of people doing
the same job is large and to personally
interview them is difficult and
impracticable.
Second, where giving enough time to
employees is desirable to enable them to
divulge and explore the special aspects of
the jobs.
12. SLIDESMANIA.
4. CHECKLIST
The checklist only contains dichotomous
questions.
The job holder is asked to tick the questions
that are related to his/ her job
Checklist can be prepared on the basis of job
information obtained from supervisors,
and other people who are familiar with
the particular job.
In the checklist, job analyst has to mention
amount of time spent on each task by
him/ her and the type of training and
experience required to do each task.
Like questionnaire method, the checklist
method is suitable in the large
organizations wherein a large number of
orkers are assigned one particular job.
Since the method is costly and therefore,
is not suitable for small organizations.
5. CRITICAL
INCIDENT METHOD
This method is based on the job
holder’s past experiences on the
job.
They are asked to recapitulate and
describe the past incidents related to
their jobs.
The incidents so reported by the job
holders are then, classified into
various categories and analyzed in
detail
Yes,the job analyst requires a high
degree of skill to analyze the
incidents appropriately described by
the job holders.
This method is also time-consuming one
and based on the past experiences
13. SLIDESMANIA.
6. DIARIES AND LOG
REPORTS
In this method, the job holder is asked to
maintain a diary recording in detail
the job-related activities each day.
If done, judiciously, this method
provides accurate and
comprehensive information
about the job.
This overcomes memory lapses
but quite time consuming.
It does not give desirable data on
supervisor relationships, the
equipment used and working
conditions prevalent at the
work place.
7. TECHNICAL
CONFERENCE METHOD
In this method, a conference is
organized for the supervisors who
possess extensive knowledge
about the job
They deliberate on various
aspects of the job. The job analyst
obtains job information from the
discussion held among these
experts/ supervisors.
The method consumes less
amount of time
17. SLIDESMANIA.
1. The ranking method
2. Job Classification
3. The factor-comparison
method
4. The point-factor method
What are the four job
evaluation methods?