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Job Analysis
JOB ANALYSIS
Summary
This article defines job analysis job analysis that is, explains the importance of job analysis in human resource management, analysis of different job analysis methods, the details of how to conduct job analysis, and explains how to write job descriptions.
INTRODUCTION TO EMPLOYMENT
Definition
A study of a specific job or all jobs in a company with respect to the transactions involved, working conditions and the necessary skills, etc.
Organizations exist to achieve a goal or objective. These are communities and not individuals and the achievement of objectives requires the efforts (of work) of a number of people (workers). The point at which the employer and the worker meet is called a job – is the role played by the worker. We need to know a lot of information about these functions / Jobs, including:
- What does or should the person?
- What knowledge, skills and abilities need to carry out this work?
- What is the result of the person doing the job?
- How does this work fit other jobs within the organization?
- What is the contribution of work towards the goals of the organization?
Information about jobs is obtained through an analysis of work processes called.
The goal of this process is to ensure all necessary work data. Job evaluation is the main use of job analysis. It is also our aim in this article. Because the information needed to work different applications may differ, some organizations make a specialized study for each specific application. .
HISTORY JOB ANALYSIS
Job analysis as a management technique developed around 1900. He became one of the tools with which managers understood and directed organizations. Frederick W. Taylor, through his interest in improving work efficiency, it examines the work of one of its principles of scientific management. Of their ideas emerged time and motion study jobs. The first organization theorists were interested in how jobs fit into organizations, but rather focused on the purpose of work. But this early interest in the job analysis as missing human relations movement focused on other issues. It was not until the 1960s that psychologists and other behavioral scientists rediscovered posts Working as an object of study in organizations.
The organization with the greatest long-term interest in job analysis has been the U.S. Department of Labor (DOL). The United States Employment Service (USO) of the Education Department of Labor and Employment Administration has developed job analysis procedures and instruments for many years. These procedures are probably the single greatest influence on the practice of job analysis in the United States. The Guide Department of Labor for Employment and Analysis Manual for Job Analysis shows the development of procedures for the analysis of employment in almost 50 years. Was prepared and published the Dictionary of Occupational Titles (DOT), and have a policy of helping private employers install software analysis work. The Labor Department has led in the development of what is often called the traditional approach to job analysis.
U.S. Department of Labor last fully updated its Dictionary of Occupational Titles in 1977, with 12,741 positions described (a minor update was released in 1991). There are government releases provided for others such as O * NET and SOC codes have replaced the "point" in its entirety. ERI has updated the U.S. abandoned Department of Transportation. new job descriptions work have evolved from ERI analysis of thousands of salary surveys. Job analysis work camps, skills, MSPMS, and professional characteristics specific workers, including new measures of stress, have been added, updated, and / or increase of 14,000 job descriptions and 95,000 titles occupation.
At this point, the job analysis has focused on work. This changed in the 1970's psychologists were interested in job analysis. His contribution was in three areas. The first was in the measurement of job analysis. Began to develop questionnaires to collect employment data. Second, contributed to the trend toward a direction for the analysis of employment of workers. Third, in some cases focused into smaller units that work, homework, or elements within the work.
CRITERIA FOR ANALYSIS JOBS
There is no way that one study jobs. Many models currently available job analysis, each focusing on a particular for analyzing jobs. The process may seek information about:
- work
- worker
- context in which the work exists
Moreover, the approach can be inductive or deductive. In an inductive approach, information about a work is collected and then organized in a frame to create a description of a job. In a deductive approach, an information model is developed and data collection focuses on this model.
The first analysis formula work outlined by the Labor Department in 1946 is a simplified but complete model of obtaining information on activities work. The formula is (1) what the worker does, (2) how he or she does, (3) he or she does, and why (4) the skill involved to do so. In fact, if the what, how and why of each task and total employment should be a functional description of work activities in order to compensation.
Five types of job descriptors
- Workers' roles. Workers' relationships with data, people and things.
- Labor camps. The techniques used to perform the job tasks. More than 100 fields have been identified. This descriptor also includes machines, tools, equipment and job aids that are used at work.
- Materials Products, material, and / or services. The results of the work or to do the job.
- Worker Traits. The, educational and vocational training, skills and personal characteristics required of workers.
- Physical Demands. Requirements work such as strength, observation and talking. This descriptor also includes the physical environment of the work.
Dimensions Job analysis
There are a multitude of methods of analysis jobs. These methods differ in several dimensions. Let's examine:
- The level of analysis
- The information to be collected
- Methods of data collection
- Information sources
Level of Analysis
Calling the concept we are discussing job analysis, which implies that the unit of analysis is labor. In fact, the level or unit of analysis represents a decision that is worthy of discussion.
The lowest level are the attributes of employees – the knowledge, skills and abilities required by the job. Some of the models discussed in the previous section suggests this level of descriptor.
A top level is the item. An element is often considered the smallest division of the activity work, besides the separate movements, but can be used to describe the unique movements. As such, the unit of analysis for the study of time and motion and is mainly used by industrial engineers.
The next level is the task, a discrete unit of work performed by an individual. A task is a unit independent analysis. It consists of a sequence of activities that complete the assigned work.
When sufficient tasks accumulate to justify the employment of a worker position exists. There are as many positions as employees of an organization.
A job is a group of positions that are identical in their most important tasks and significant. The positions are similar enough, in other words, to justify covered by a single analysis and description. One or more persons may be employed in the same job.
More jobs in an organization called occupations.
Finally, the occupations grouped by its function is generally referred to working families.
Obviously, the level or unit of analysis chosen may influence the decision of whether the job is similar or different. By law (the Equal Pay Act 1963) if the jobs are similar, both sexes should be paid equally, and if the jobs are different, the wage gap may exist.
As suggested in the previous section, the unit of analysis used differs among organizations. Although the procedure is called analysis employment, organizations can collect data using several levels of analysis. Research has shown that jobs may be similar or different in different levels of analysis. The more detailed analysis, it is more likely that the differences are.
Information to be collected
Since work is the connection between the organization and the employee may be useful to develop a model based on this common sense. We can say that both the organization and the employee contribute to the work and expect something from him. For these results to happen, something has to happen within the job. This dual model of exchange systems is illustrated in the exchange pattern analysis system jobs.
The vertical dimension is the relationship model person-job. The person who takes his or her knowledge, skills, abilities and efforts for the job (cell 1). These are used in activities which are divided into physical types, mental and interaction (box 3). For the person, the results are the rewards and satisfaction received from working on the job (cell 5). These rewards can be intrinsic and extrinsic. extrinsic rewards are the central theme of this book.
The horizontal dimension is the relationship model-work organization. The organization brings to the labor resources needed to perform the work and ways of doing the work to coordinate with organizational needs, the latter are perceived as obstacles (Box 2). These resources and constraints that determine how work activities (box 3) are carried out. The organization results are some of the products created or service provided by the employee, these results are in the form of a change in the data, people and / or objects (box 4). These results can be defined in terms quantity, quality and time.
Responsibilities and duties:. Should not we leave this section without a word commonly used two terms of responsibilities and duties. While job descriptions are organized around these concepts, they feel they are not useful terms to identify content work. Both terms analyst moves away from thinking about what you do and how. When done well, descriptions of roles and responsibilities describe why the work is done properly (box 4). But some of these descriptions do this right. This makes the work relates to some vague statement about why he or she is doing something, but little knowledge of what or how to do it (box 3). This makes it difficult to determine levels of performance. And the job evaluator has a collection of words that offers little help in determining the relative value of jobs in the organization. Adjectives become the main determinant the level of employment. Is this kind of job description that has led many personnel directors to report the futility of job analysis and job descriptions.
Methods and Sources of Employment Information
Probably the most common image that comes to mind when thinking about the collection of information is the job of an analyst interviewing a traditional job. This is indeed a common way in which information is collected work, but is far from being the only way. The best interviews are those for which the analyst has been prepared by examining data the organization as well as previous descriptions of work. A related technique would be to observe the work is for the job. This technique is most successful jobs are physical in nature. The interview or observation can be fully inductive, in which the analyst has no preconceived idea about the job, a very structured situation in which the analyst has a clear pro-forma as the information sought.
While these techniques one on one can be the most common, is not the only way for an analyst to obtain information directly from others. From the rising popularity group techniques. Such groups may include in any of the following:
- Knowing holders
- Supervisors
- Technical experts such as industrial engineers or analysts organization
- Others having to do with the job holders
Any combination of these groups can be used, For example, in a manner similar to a performance evaluation of 360 degrees.
The advantage of using groups is to collect a lot of information quickly, well as providing help in the integration of information. However, the use of groups can be expensive, and getting the group together can be difficult.
One technique is normally structured in a questionnaire. This can be used by analyst jobs in an interview, but is generally completed by a person without such assistance. Preparation of a questionnaire takes both time and skill of the individuals knowledge of both jobs and the preparation of the questionnaire. The Questionnaires can be a variety of paper and pencil, but recently are more likely to be a computer program. computer-based questionnaires can be designed specifically for the organization, or more generally used to gather information from a large number of people working in different organizations.
Finally, the organization has a variety of information that is useful for gathering information about specific jobs, especially the work context. These can be:
- Policies and procedures manuals
- Other records, such as performance appraisals, descriptions of working age correspondence related to work, and information on work output
- Work literature, both from within and outside the organization organization
- When the team plays a large part of the work, the design specifications
METHODS JOB ANALYSIS
There are a number of job analysis methods, and would be useless to try to discuss them. In this section we review some of the most popular methods for the analysis of employment and those representing a particular approach.
You will see that these job analysis methods differ in descriptors, levels of analysis and collection methods, analysis and presentation data. We will evaluate these approaches in terms of purpose, descriptor applicability, cost, reliability and validity.
Conventional procedures
Conventional programs usually include job analysis data collection job through observation and / or interviewing job incumbents. Job descriptions are then prepared in essay form. Much of the conventional approach comes from the long experience of the United States Employment Service in job analysis. As mentioned above, the working formula original analysis of the Labour Department to obtain scheduled work activities. 1972 The Labor Department review of this program requires the title work, summary of work and the job description (which he referred to the work on the formula of 1946) as well as other data.
analysis conventional employment treats work activities as the primary job descriptor. As a result, the use of the conventional approach of private organizations focusing on large part of work activities rather than the five types of descriptors used in the analysis program of the Department of Labor job.
Because the assessment Job attempt to distinguish the work on the importance of the work activities of the employing organization, this descriptor seems primary. In fact, the original use of Department of Labor job analysis formula (what the worker does, how the worker does, and why the worker does) can provide reasonable assurance that all work activities are covered. One of the features of this model is to require the analyst to search for the purpose of the work.
In some private use conventional approach, worker attributes required by the job are also sought. Classifications of education, training and experience required can be obtained, and necessary contact information, writing reports, decisions and monitoring. In part, these categories represent worker attributes, and in part, represent the search for specific work activities.
Some work programs of conventional analysis to complete work order holders a preliminary questionnaire describing their work. The aim is to provide the analyst with a first working draft of the necessary information. Also intended as a first step obtain the approval of owner and supervisor of the final job description. Of course, not all employees enjoy filling out questionnaires. Moreover, employees vary in verbal skills and may overstate or understate their work activities. Usually, the job analyst follows the questionnaire by interviewing employees and observing their work.
The reliability and validity. Analysis of conventional employment is subjective. Depends on the objectivity analysis and the analyst's capacity and the information provided by job incumbents and other informants. measurement reliability (consistency) and validity is difficult because data is not quantitative. Two or more individuals to analyze the job independently would provide some degree of reliability, but also increase the cost. Perhaps the strongest contributor to the reliability and validity is common practice to ensure the acceptance of both operators and supervisors of work before of job descriptions are final. These procedures develop content valid job descriptions.
Costs. Conventional job analysis takes the time of the analyst, job incumbents, and those assigned to ensure an analysis consistent manner. In the author's experience, people with moderate analytical skills can be taught to analyze the work on the basis of the analysis formula work (what, how, why) in a few hours.
An early survey found some dissatisfaction with conventional job analysis, especially with their costs and the difficulty of maintaining current information. McCormick's review of job analysis, while the conclusion that the continued use conventional methods testifies that serve certain purposes, and suggests a greater focus on a wide model and better measurement.
As noted earlier in the article, the activities of work represents the primary descriptor of job analysis for job evaluation purposes. However, these data in a considerable effort to obtain and are of dubious reliability. It would be desirable to develop a quantitative standard method of analysis maintains the advantages of conventional employment, while allowing a less costly and time consuming.
Position Analysis Questionnaires
The best known quantitative approach to job analysis is probably the position analysis of questionnaires (PAQ) developed by McCormick and associates at Purdue University. The CAF is a working tool for structured analysis contains 194 items called work items. These elements are oriented workers. Using the terminology of the 1972 Department of Labor job analysis formula, which is classified as the behaviors of workers. The items are organized into six divisions:
(1) the input information
(2) processes mental
(3) work output (physical activities and tools)
(4) relationships with others
(5) Work context (social and physical environment)
(6) other job characteristics (such as rhythm and structure)
Each work item is divided into six levels: level of use, importance, time, the possibility of occurrence, applicability, and a special code for certain jobs.
Labor analysts or supervisors usually complete the master list. In some cases, executives, professionals and other holders of white-collar work to fill the instrument. The reason of these limitations is that the requirements of the method of reading at least a college graduate. Training in the use of the CAF is available data from the master list can be analyzed in several ways. For a specific job, individual ratings can be averaged to obtain the relative importance and emphasis on work items different, and the results can be summarized as a job description. Items can also be grouped in a profile index in a large number of dimensions work to allow comparison of this work with others. Estimates of the fitness needs of employees can be made. Job evaluation points can be estimated from the concepts of pay. Finally, an occupational prestige score can be calculated. Analysts can enter online data collection in the system PAQ'sEnter act, or (pay) that can send up PAQ, Inc., for the entry.
The reliability and validity. The CAF has demonstrated a good reliability. An analysis of 92 jobs by two independent groups yielded a reliability coefficient of 0.79.
Functional job analysis
Functional Job Analysis (FJA) is usually thinking in terms of the familiar "data, people, things "hierarchies used in the Dictionary of Occupational Titles. Powered by Associate Sidney A. Well, this comprehensive approach has five components:
(1) identification of purposes, goals and objectives
(2) the identification and description of tasks
(3) task analysis seven scales, including scales of role of workers (one for each of the data, people and things)
(4) the development of performance standards
(5) development of training content
Trained analysts work in developing FJA data from background materials, interviews with workers and supervisors, and observation. The method provides data for job design, selection, training and evaluation, and could be used at least in part, for most applications other staff members. It has been applied to jobs at all levels.
The important descriptor FJA is work activity. Fine and his colleagues have developed a series of benches as a way to standardize the information on this descriptor. FJA is rigorous, but requires a heavy investment of time and effort.
Descriptions
Regardless of who collects job information and how they do, the end product of job analysis is a standard job description. A job description describes the work being made. In a sense, a job description is a summary of the work and the time it was analyzed. The ideal is to be written so that any reader already familiar with the job or not, can "see" what the worker does, how, and why. What the paper describes physical activity, mental and interaction of work. How do you deal with the methods, procedures, tools and information sources used to carry out tasks. Why refers to the goal of work activities, which should be included in the abstract and description of each task.
An excellent set of requirements style of writing job descriptions is provided by the Manual for the analysis of Jobs.19 These include a concise, direct, present tense, active verb beginning description of each task and the summary, an objective for each task, and no unnecessary or fuzzy words. The manual also suggests how the task statement Basic should be structured: (1) active verb in present tense, (2) immediate object of the verb, and (3) infinitive phrase showing the objective. An example would be: (1) collected, (2) credit information, (3) to determine the credit score.
Unfortunately, many words have more than one meaning. Perhaps the easiest way to promote the correct spelling of the job description is to select only active verbs that allow the reader to see someone doing something.
JOB ANALYSIS: Dead or Alive?
This article began by noting that job analysis is the first step in most human activities and resources, in particular, in setting wages. However, the future of job analysis is in doubt. Many state that job analysis is an outdated activity that times have become obsolete. It is seen as a symbol of bureaucratic organization outside the date on which is being supplanted with small and flexible forms of organization. The reasons for this concern are many:
- Jobs are changing in a way that makes it more fluid and flexible. Workers are forced to do "what to do," and not "what is in the description the job. "
- Job descriptions are becoming more generic and more descriptions of the job descriptions.
- Job descriptions are wide to accommodate the growth of individual work without a series of promotions.
- Automation impacts descriptions of work that the worker's role is changing to more non-mental or observational activities.
- The team is hitting analysis employment by creating new ways of collecting data, and allows a greater level of analysis than in the past.
- There is a greater concern for issues analysis of personal work (such as personality traits necessary for success or skills and interpersonal relationships) that issues related traditional work.
- Teams are increasingly important to get a job. These teams require members to make a series of activities on the computer that are broader than usually found in the job description.
Interestingly, much of the discussion about the disappearance of analysis employment is really about the demise of the working analyst. The position of analyst work is being incorporated into the role of the people who need to use information about jobs to do his job. One sign of this is the use of new terms to cover the task of analysis of jobs, including work analysis, working models and competing models.
SOURCES
1 Brannick, MT & Levine, EL, Analysis Labour. Research Methods and Applications for Human Resource Management in the new millennium, Thousand Oaks, CA, Sage Publishers, 2002.
2. Fine, SA and Cronshaw, SF Functional Job Analysis: A Foundation for Human Resource Management, Mahwah, NJ Lawrence Erlbaum, Publishers, 1999.
3. McCormick, EJ, Jeanneret, PR and Mecham, Questionnaire Analysis Position RC, Bellingham, WA. PAQ Services, 1989.
4. H. Risher, "Job Analysis: a management perspective," Employee Law Journal Relations, Spring 1979, pp 535-51.
5. K. Perlman, "The working families: a review and discussion of its implications for the selection staff, "Psychological Bulletin (1980), 1-28.
6. Cornelius EJ 111, TJ Carron, and MN Collins, "Models of job analysis and Job Classification, "Personnel Psychology (1979), 693-708.
7. Hartley, DE, "Analysis of employment at the rate of reality, "Training and Development, September 2004, pp 20-22.
8. Brannick and Levine, op.
9. Peterson, NG, Jeanneret, PR, Mumford, MD & Borman, WC Occupational Information System for the 21st Century, 1999.
10. Lucia, AD & Lepsinger, R. The Art and Science of Competency Models: Define the success factors in organizations, San Francisco, Jossey Bass / Pfeiffer, 1999.
11. "The future of the administration of wages" Compensation and Benefits Review, July / August 2001, p. 10.
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