1. Aizell A. Bernal
BSBA 4
HRM 5
Dr. R. Robledo

2. • is the process used to
collect information
about the
duties, responsibilities
, necessary
skills, outcomes, and
work environment of
a particular job

3. EXHIBIT 4.1 Many Ways to Create
Internal Structure
PURPOSE
Collect, summarize work content information
Determine what to value
Business – and Work – Related
Internal Structure
Job Based
Job analysis
Job description
Job evaluation: classes
or compensable
Assess relative value
Factor degrees and
weighting
Translate into structure
Job – based structure
Person Based
Skill
Competencies

4. EXHIBIT 4.2 Job Description for Human Resource Manager
Description: Human Resource Manager
Human Resource Manager Job Purpose: Maintains and enhances the organization's human resources by
planning, implementing, and evaluating employee relations and human resources policies, programs, and practices.
Human Resource Manager Job Duties:
• Maintains the work structure by updating job requirements and job descriptions for all positions.
• Maintains organization staff by establishing a recruiting, testing, and interviewing program; counseling managers on
candidate selection; conducting and analyzing exit interviews; recommending changes.
• Prepares employees for assignments by establishing and conducting orientation and training programs.
• Maintains a pay plan by conducting periodic pay surveys; scheduling and conducting job evaluations; preparing pay budgets;
monitoring and scheduling individual pay actions; recommending, planning, and implementing pay structure
revisions.
• Ensures planning, monitoring, and appraisal of employee work results by training managers to coach and discipline
employees; scheduling management conferences with employees; hearing and resolving employee grievances;
counseling employees and supervisors.
• Maintains employee benefits programs and informs employees of benefits by studying and assessing benefit needs and
trends; recommending benefit programs to management; directing the processing of benefit claims; obtaining
and evaluating benefit contract bids; awarding benefit contracts; designing and conducting educational programs
on benefit programs.
• Ensures legal compliance by monitoring and implementing applicable human resource federal and state requirements;
conducting investigations; maintaining records; representing the organization at hearings.
• Maintains management guidelines by preparing, updating, and recommending human resource policies and procedures.
• Maintains historical human resource records by designing a filing and retrieval system; keeping past and current records.
• Maintains professional and technical knowledge by attending educational workshops; reviewing professional publications;
establishing personal networks; participating in professional societies.
• Completes human resource operational requirements by scheduling and assigning employees; following up on work results.
• Maintains human resource staff by recruiting, selecting, orienting, and training employees.
• Maintains human resource staff job results by counseling and disciplining employees; planning, monitoring, and appraising
job results.
• Contributes to team effort by accomplishing related results as needed.

5. Internal
workrelations
hips
within
the
organiza
tion
Job
Analysis
The
systematic
process of
collecting
information
that
identifies
similarities
and
differences
in the work
EXHIBIT 4.3
Job
Descriptions
Summary
reports that
identify, define
, and describe
the jobs as it
is actually
performed
Job
Evaluation
Comparison
of jobs
within an
organization
Determining the Internal Structure
Job
Structure
An ordering of
jobs based on
their content
or relative
value

6. • Major Decisions in Job Analysis
Why perform
job analysis?
What
information
is needed?
Who to
involve?
How to
collect
information?
How useful
are the
results?

7. • An internal structure based on
job-related information provides
both managers and employees a
work-related rationale for pay
differences.
• Employees who understand this
rationale can see where their
works fits into bigger picture and
can direct their behavior toward
organization objectives.
• Job analysis data also help
managers defend their decisions
when challenged.

8. • In compensation, job analysis has
two critical uses:
1. It establishes similarities and
differences in the work contents of
the jobs.
2. It helps establish an internally
fair and aligned job structure.
• The key issue for compensation
decision makers is still to ensure
that the data collected are useful
and acceptable to the employees
and managers involved.

9. EXHIBIT 4.4 Job Analysis
Terminology
Job Family
• Grouping of related jobs with broadly similar content;
e.g., marketing, engineering, office support, technical
Job
• Group of tasks performed by one person that make up the total
work assignments of that person; e.g., customer support
representatives
Task
• Smallest unit of analysis, a specific statement of what a person
does; e.g., answers the telephone.
• Similar tasks can be grouped into a task dimension;
e.g., responsible for ensuring that accurate information is provided
to customer

10. What information should be collected?
• Job Data: Identification
 job titles, departments,
the number of people who
hold the job, and whether it
is exempt from the
Fair Labor Standards Act
are all examples of
information that identifies
job.

11. What information should be collected?
• Job Data: Content
 Job content data involve
the elemental tasks or
units of work, with
emphasis on the purpose
of each task.

12. What information should be collected?
• Employee data
 We can look at the kinds of behaviors that will
result in the outcomes.
 It categorizes employee data as employee
characteristics, internal relationships, and external
relationships.
 It shows how communication can be described
with verbs.

13. What information should be collected?
• Position Analysis Questionnaire (PAQ)
which groups work information into seven basic
factors:
1.
2.
3.
4.
5.
6.
7.
Information input
Mental processes
Work output
Relationships with other persons
Job context
Other job characteristics
General Dimensions

14. What information should be collected?
• Interactions are
defined as the
knowledge and
behaviors involved in
searching, monitoring, a
nd coordinating required
to do work.
• Interactions are
transactional – routine.
• Other interactions are
more tacit – complex
and ambiguous.

15. What information should be collected?
• “Essentials Elements” and the Americans With
Disabilities Act
 Americans With Disabilities Act (ADA) requires that
essential elements of a job, those that cannot be
reassigned to other workers, must be specified for
jobs covered by the legislation.
 ADA regulations state that “essential functions refers
to the fundamental job duties of the employment
position the individual with a disability holds or
desires.”
 The difficulty of specifying essential elements varies
with the discretion in the job and with the stability of
the job.
 Technology changes tend to make some tasks easier
for all people, including those with disabilities, by
reducing the physical strength or mobility required to
do them.

16. What information should be collected?
• Level of Analysis
 The level at which an analysis begins influencing
whether the work is similar or dissimilar.
 At the job family level bookkeepers, tellers, and
accounting clerks may be considered to be similar
jobs, yet at the job level they are very different.
 If the job data suggest that jobs are similar, the
jobs must be paid equally; if jobs are
different, they can be paid differently.

17. How the information be collected?
• Conventional Methods
 The most common way to collect job information is
to ask the people who are doing a job to fill out a
questionnaire.
 Sometimes an analyst will interview the jobholders
and their supervisors to be sure they understand the
questions and that the information is correct or the
analyst may observe the person at work and take
notes on what is being done.
 The advantage of conventional questionnaires and
interviews is that the involvement of employees
increases their understanding of the process.

18. How the information be collected?
• Quantitative Methods
 Increasingly, employees are directed to a Web site where they
complete a questionnaire online, an approach is characterized as
Quantitative Job Analysis (QJA).
 A questionnaire typically asks jobholders to assess each item in
terms of whether or not that particular item is part of their job. If it
is, they are asked to rate how important it is and the amount of job
time spent on it.
 Questions are grouped around five compensable factors:
 Knowledge
 Accountability
 Reasoning
 Communication
 Working Conditions

19. How the information be collected?
• Who Collects the Information?
 Collecting job analysis information through oneon-one interviews can be thankless task.
 In the past, organizations often assigned the task
to a new employee, saying it would help the new
employee become familiar with the jobs of the
company. Today, if job analysis is performed at
all, human resource generalists and supervisors
do it.
 The analysis is best done by someone thoroughly
familiar with the organization and its jobs and
trained in how to do the analysis properly.

20. How the information be collected?
• Who Provides the Information?
 The decision on the source of the data hinges on how to ensure
consistent, accurate, useful, and acceptable data.
 For key managerial/professional jobs, supervisors “two levels
above” have also been suggested as valuable sources since they
may have a more strategic view of how jobs fit in the overall
organization.
 Subordinates and employees in other jobs that interface with the
job under study are also involved.
 Whether through a conventional analysis or a quantitative
approach, completing a questionnaire requires considerable
involvement by employees and supervisors. Involvement can
increase their understanding of the process, thereby increasing
the likelihood that the results of the analysis will be acceptable.

21. How the information be collected?
• What About Discrepancies?
 What happens if the supervisor and the employees present different
pictures of the jobs?
 While supervisors, in theory, ought to know the jobs well, they
may not, particularly if jobs are changing. People actually working
in a job may change it. They may find ways to do things more
efficiently, or they may not have realized that certain tasks were
supposed to be part2 of their jobs.
 What should the manager do if employees and their supervisors do
not agree on what it is part of the job?
 Differences in job data may arise among the jobholders as well.
Some may see the job one way, some another. The best answer is
to collect more data. Enough data are required to ensure
consistent, accurate, useful, and acceptable results.

22. How the information be collected?
• Top Management ( and Union ) Support Is Critical
 In addition to involvement by analysts, jobholders, and
their supervisors, support of top management is absolutely
essential. Support of union officials in a unionized workforce
is as well. They know (hopefully) what is strategically
relevant. They must be alerted to the cost of a thorough
job analysis, its time-consuming nature, and the fact that
changes will be involved. For example, jobs may be
combined; pay rates may be adjusted. If top managers
(and unions) are not willing to seriously consider any
changes suggested by job analysis, the process is probably
not worth the bother and expense.

23. • Job Description 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.
• It provides a “word picture”
of the job.

24. • Job Specification
describes the
knowledge, skills, educatio
n, experience, and abilities
required to adequately
perform the tasks.
• But keep in mind that the
summary needs to be
relevant for pay decisions
and thus must focus on
similarities and differences
in content.

25. • Describing
Managerial/Professional
Jobs
▫ Professional/managerial job
descriptions must capture
the relationship between the
job, the person performing
it, and the organization
objectives, how the job fits
into the organization, the
results expected, and what
the person performing it
brings to the job.

26. • Verify the Description
▫ The final step in the job
analysis process is to
verify the accuracy of the
resulting job descriptions.
▫ Verification often involves
the jobholders as well as
their supervisors to
determine whether the
proposed job description
is accurate and complete.

27. • HRNet, an Internet discussion group related to HR issues, provoked
one of its largest responses ever with the query, “What good is job
analysis?” Some felt that mangers have no basis for making
defensible, work-related decisions without it. Others called the process
a bureaucratic boondoggle.
• On the issue of flexibility, many organizations today are using fewer
employees to do a wider variety of tasks in order to increase
productivity and reduce costs. Reducing the number of different jobs
and cross-training employees can make work content more fluid and
employees more flexible.
• Generic job descriptions that cover a large number of related tasks can
provide flexibility in moving people among tasks without adjusting pay.
• Traditional job analysis that makes fine distinctions among levels of
jobs has been accused of reinforcing rigidity in the organization.

28. • Employees may refuse to do
certain tasks that are not
specifically called out in their job
descriptions.
• In some organizations, analyzing
work content is now conducted as
part of work flow and supply chain
analysis.
• Supply chain analysis looks at
how an organization does its
works; activities pursued to
accomplish specific objectives for
specific customers.

29. • Job Analysis and Susceptibility to Offshoring
› Offshoring refers to the movement of jobs to locations
beyond a country’s borders.
› Susceptibility to offshoring is no longer limited to low skill
jobs.
› Jobs are most susceptible to outsourcing when inputs and
outputs can easily be transmitted electronically, little
interaction with other workers is required, little local
knowledge is required, and the work can be routinized.
› Highly susceptible jobs include not only those that require
little education and training, such as data entry keyers and
telemarketers, but also computer programmers and tax
preparers.

30. • Job Analysis Information
and Comparability Across
Borders
› As firms spread work
across multiple
countries, there is an
increasing need to analyze
jobs to either maintain
consistency in job content
or else be able to measure
the ways in which jobs are
similar and different.

32.  Is a measure of the consistency of
results among various analysts, various
methods, various sources of data, or
over time.
 It is a necessary but not sufficient,
condition for validity.
 Research finds that reliability is lower
for jobs that are more interdependent
with other jobs, and have more
autonomy/are less routine.
 The way to increase reliability in a job
analysis is to understand and reduce
sources of difference.
 Training can also improve reliability.

33.  Examines the convergence of
results among sources of data and
methods.
 If several job incumbents,
supervisors, and peers respond in
similar ways to questionnaires,
then it is more likely that the
information is valid.
 A sign-off on the results does not
guarantee the information’s
validity. It may mean only that all
involved were sick to death of the
process and wanted to get rid of
the analyst so they could get back
to work.

34.  If job holders and managers
are dissatisfied with the initial
data collected and the
process, they are not likely to
buy into the resulting job
structure or the pay rates
attached to that structure.
 An analysts collecting
information through one-on-one
interviews or observation is not
always accepted because of the
potential for subjectivity and
favoritism.

35.  To be valid, acceptable and
useful job information must be
up to date.
 Most organizations do not
engage in any regular updating
job analysis information, instead
being more likely to update job
information when the significant
changes are believed to have
occurred or when the job is
being re-evaluated for
compensation purposes.

36.  It refers to the practicality
of the information
collected.
 For pay purposes, job
analysis provides workrelated information to help
determine how much to
pay for a job.
 It helps determine whether
the job is similar to or
different from other jobs.

37.  Why on earth would you as a manager bother with job
analysis?
 Because work-related information is needed to
determine pay, and differences in work to determine
pay differences.
 How much detail is needed to make these pay decisions?
 Enough to help set individual employees’
pay, encourage continuous learning, increase the
experience and skill of the work force, and minimize the
risk of pay-related grievances.