Q. E Reviewer H103

• Job


  The core of every organization's productivity. A group of related activities and duties, which may be held by a single employee or several persons.
• Job analysis


  The procedure for determining the duties and skills requirement of a job and the kind of person who should be hired for it.
• Job description


  List of job's duties and responsibilities, reporting relationships, working conditions and supervisory responsibilities - one product of a job analysis.
• Job specification


  List of job's "human requirements," that is, the requisite education, skills, personality, and so on and another product of job analysis.
• Job analysis process


  1. Preparation for job analysis

  2. Collection of job analysis information
• Preparation for job analysis

  • Familiarization with the organization and the jobs
  • Identification of the jobs to be analyzed
  • Determination of the uses of job analysis
• Collection of job analysis information

  • Determine the sources of job data
  • Choice of method for data collection
  • Data collection instrument design
• Uses of job analysis information

  • Job description
  • Job specification
  • Job design
  • Recruitment and selection
  • Performance appraisal
  • Job evaluation - compensation
  • Training
• Job design


  Identification of job duties, characteristics, competencies, and sequences taking into consideration technology, work force, organization's character, and environment.
• Job design considerations


  • Environmental
  • Ergonomic
  • Organizational
  • Employee (efficiency, work flow, autonomy, variety, task identity, feedback, task significance)
• Planning


  The systematic process of establishing a need and then working out the best way to meet the need.
• Job analysis planning + strategic planning + operational planning = Provides a clear understanding of what you need to do in order to achieve your development goals, guides you in prioritizing and making decisions, provides a tool to help you communicate your intentions to others, provides a coherent guide for day-to-day implementations.
• Objectives of job analysis

  Always ascertain and record the job related information of the employment measures like training, selection, payment and performance assessment.
• Establishing objectives, performance standards and goals

  1. Performance goals and objectives

  2. Communicate responsibilities, goals and objectives & performance standards

  3. Obtain the top management support & survey those involved

  4. Show the budget, give them a choice, & fit into their goals
• Identify jobs and methodology

  • Interview
  • Questionnaire
  • Observation
• Main purpose of job analysis

  • Job design and redesigning
  • HR recruitment and selection
  • Determining training needs
  • Establishing a compensation management policy
  • Conducting performance review
• Job description is one of the most important substrates of HR systems.
• Job description objectives


  • Dividing and distributing the general objectives of the organization into tasks and responsibilities
  • Contributing in promotion and transfer bases according to organizational structure
  • Unifying job titles on the level subjected to HR law and implementing code
• Most important conditions for job description

  • Considering the actuality of task and responsibilities of role
  • Determining the minimum required qualifications of the role
  • An existing job description is to be amended by an official request with surrounding reasons
• Why communicate?


  To achieve effective internal communications
• Principles of effective internal communications

  • A responsibility of a department's management; not its communications section
  • Consist of accurate, consistent, and timely information
  • Always a two-way communications
  • Never stop
• 4 communication factors to achieve goals

  • Clarity of purpose
  • Effective communication method
  • Effective sharing of information
  • Walking the talk
• Gather job analysis data

  • Duties and tasks (duration, complexity, standards etc.)
  • Environment (unpleasant conditions, noxious fumes, radioactive substances, aggressive people, etc.)
  • Tools and equipment (protective clothing, machines, etc.)
  • Relationships (internal and external people)
  • Requirements (knowledge, skills, and abilities (KSA))
• Everybody: 'There was an important job to be done and Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that, because it was Everybody's job. Everybody thought Anybody could do it, but Nobody realized that Everybody wouldn't do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have.'
• Symptoms of role confusion

  • Blaming others for not getting the job done
  • Lack of action because of ineffective communications
  • Questions over who does what
  • "We-they" and "Not sure, so take no action" attitudes
• Role and responsibility charting


  • A technique for identifying functional areas where there are process ambiguities, bringing the differences out in the open and resolving them through a cross-functional collaborative effort
  • A process to lock all elements in place, that clarifies who is to do what, with whom and when
• Responsibility charting theory


  Responsibility charting ensures accountability is placed with the person who really can be accountable for specific work.
• Roles and responsibilities charting definitions

  • Responsible (the doer - individual(s) who actually complete the task)
  • Accountable (the buck stops here - individual(s) who is ultimately answerable for the activity or decision)
  • Consult (in the loop - individual(s) to be consulted prior to final decision or action)
  • Inform (keep in the picture - individual(s) who needs to be informed after a decision or action is taken)
• Role conception


  What a person thinks his/her job is and how the person has been taught to do it
• Role expectation


  What others in the organization think the person is responsible for, and how he/she should carry out those responsibilities
• Role behavior


  What a person actually does in carrying out the job
• Advantages of reviewing data

  • Information from extant document(s) is independently verifiable
  • Document review process can be done independently
  • Less expensive than collecting data on your own
• Disadvantages of reviewing data

  • Information in the document(s) may represent a perspective that is not aligned with the job analysis project
  • Obtaining and analyzing necessary documents can be a time consuming process
  • You are not able to control the quality of data being collected
• Tips for success in reviewing data

  • Be systematic in your review processes
  • Triangulate data on the extent possible
  • Provide clear and consistent guidelines to all reviewers
• Document review process


  Can be done independently, less expensive than collecting data on your own
• Job Description


  Provides the basics of writing a job description and covers the following sections: Position Details, Job Duties, Performance Standard, Job Factors
• Position Details


  Contains general information about the job - the current or requested classification, working title, pay range, exemption status, department name and number, position number, percentage of effort, the job description summary, comparable positions, etc.
• Working Title


  Based on the main function or role of the job. Stray away from vague and very specific job titles, instead create a working title that appropriately describes both the level of responsibility and role of the job.
• Job Duties


  Foundation of the Job Description. It conveys the complexity, scope, and level of responsibility of a job.
• Performance Standards


  Conveys the expectations of the job, Depicts the knowledge, skills, and abilities necessary to be successful in the job, Provides a basis for measuring performance