the job analysis is the process of determining the work activities and requirements, and the job description is the written result of the job analysis.
By identifying such requirements, it is possible to select tests or develop interview questions that will determine whether a particular applicant possesses the necessary knowledge, skills, and abilities to carry out the requirements of the job.
Job analyses yield lists of job activities that can be systematically
used to create training programs.
use of job analysis is to determine worker mobility within an organization.promote the best
employee from the most similar job—that is, a job that already involves much of the
same knowledge, skills, and abilities as the supervisor's job. With this approach, there
is a better match between the person being promoted and the requirements of the job.
use of specific, job-related categories leads to more accurate performance appraisals that are better accepted not only by employees but also by the courts (Werner & Bolino, 1997). In addition, when properly administered and utilized, job-related performance appraisals can serve as an excellent source of employee training and counseling.
determine the worth of a job.
determine the optimal way in which a job
should be performed.
any employment decision must be
based on job-related information. One legally acceptable way to directly determine job
relatedness is by job analysis.
a relatively short summary of a job
should be updated if a job changes significantly.
it must describe a job in enough detail that decisions about activities such as selection and training can be made.
first is that duties can always be added to a job description, which can, and should, be updated on a regular basis. The second is that the phrase"and performs other job-related duties as assigned"should be included in the job description.
A job description should contain the following eight sections: job title, brief summary, work activities, tools and equipment used, work context, performance standards, compensation information, and personal requirements.
Job titles can also affect perceptions of the status and worth of a job.
The first set of KSAOs is used for employee selection and the second
for training purposes
gather existing info: job descriptions, task inventories, and training manuals.
interviewing SMEs are people who are knowledgeable about the job and include job incumbents, supervisors, customers, and upper-level management.
(obtain information about the job itself rather than about the person doing the job.)
interview in groups or individual:
1. Prepare for the interview by announcing the job analysis to the employees
well in advance by selecting a quiet and private interview location.
2. Open the interview by establishing rapport, putting the worker at ease, and
explaining the purpose of the interview.
3. Conduct the interview by asking open-ended questions, using easyto-understand vocabulary, and allowing sufficient time for the employee to
talk and answer questions. Avoid being condescending and disagreeing with the incumbent.
comittee: committee-based approach, a committee of SMEs meets to brainstorm the
major duties involved in a job. Once this has been done, the committee identifies
the tasks (work-related activities) that must be completed for each of the duties.
1. Convene a panel of experts that includes representatives from all levels of the
2. Have the panel identify the objectives and standards that are to be met by the
3. Have the panel list the specific behaviors necessary for each objective or
standard to be attained.
4. Have the panel identify which of the behaviors from step 3 are"critical"to
reaching the objective.
5. Have the panel rank-order the objectives on the basis of importance.
Observing Incumbents (useful job analysis methods, especially when used in conjunction with other methods