JOB ANALYSIS
5.6 JOB ANALYSIS METHODS
(Robert L. Mathis and John H. Jackson 2008, VSP Rao, 2008)
Job analysis information about what people are doing in their jobs can be gathered in a variety of ways. One consideration is who should conduct the job analysis. Most frequently, a member of the HR staff coordinates this effort. Depending on which of the methods discussed next is used, others who often participate are managers, supervisors, and employees doing the jobs. For more complex analyses, industrial engineers may conduct time-and motion studies. Another consideration is the method to be used. Whatever method is chosen, it should be content based and should not reflect rater bias. A variety of methods are used to collect information about jobs such as (i). Job performance, (b). Personal observation, (c).
Critical incidents, (d). Interview, (e). Panel of experts, (f). Dairy method, (g). Questionnaire method and (h). Computerized systems. The use of a combination of these approaches depends on the situation and the organization.
Job performance method
Under Job performance method, the job analyst actually performs the job in question. The analyst thus receives firsthand experience of contextual factors on the job including physical hazards, social demands, emotional pressures and mental requirements.
This method is useful for jobs that can be easily learned, while it is not suitable for jobs that are hazardous.
Personal Observation method
In Personal Observation method, the analyst observes the worker(s) doing the job.
The tasks performed, the pace at which activities are done, the working conditions, etc. are observed during a complete work cycle. During observations, the analyst must observe average workers during average conditions without getting directly involved in the job. The analyst must make note of the specific job needs and not be behaviours specific to particular workers. The analyst must make sure that he obtains a proper sample for generalization. Use of the observation method is limited because many jobs do not have complete and easily observed job duties or complete job cycles. Thus, observation may be more useful for repetitive jobs and in conjunction with other methods.
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Critical incident technique
The critical incident technique (CIT) is a qualitative approach to job analysis used to obtain specific, behaviourally focused descriptions of work or other activities. Here the job holders are asked to describe several incidents based on their past experience. The incidents so collected are analyzed and classified according to the job areas they describe.
The job requirements will become clear once the analyst draws the line between effective and ineffective behaviours of workers on the job. The critical incidents are recorded after the events have already taken place both routine and non-routine.
Interview method
The interview method consists of asking questions to both incumbents and supervisors in either an individual or a group setting. The reason behind the use of this method is that job holders are most familiar with the job and can supplement the information obtained through observation. Workers know the specific duties of the job and supervisors are aware of the job’s relationship to the rest of the organization.
Panel of experts Method
Panel of experts method utilizes senior job incumbents and superiors which extensive knowledge of the job. To get the job analysis information, the analyst conducts an interview with the group. The interaction of the members during the interview can add insight and detail that the analyst might not get from individual interviews. This option may be particularly useful for highly technical jobs and others for which a range of individuals can provide input.
Diary method
In Diary method, several job incumbents are asked to keep diaries or logs of their daily job activities and record the amount of time spent on each activity. By analyzing these activities over a specified period of time, a job analyst is able to record the job’s essential characteristics. Although this approach sometimes generates useful information, it may be burdensome for employees to compile an accurate log. Also, employees sometimes perceive this approach as creating needless documentation that detracts from the performance of their work.
Questionnaire method
The questionnaire is a widely used method of gathering data on jobs. According to the Questionnaire method, job holders are given a properly designed questionnaire aimed at eliciting relevant job-related information. After completion, the questionnaires are handed over to supervisors. The supervisors can seek further classification on various items by talking to the job holders directly. After everything is finalized, the data is given to the job analyst. The questionnaire method offers a major advantage in that information on a large number of jobs can be collected inexpensively in a relatively short period of time. However, the questionnaire method assumes that employees can accurately analyze and communicate information about their jobs. Employees may vary in their perceptions of the jobs, and even in their literacy. Using interviewing and observation in combination with the questionnaire method allows analysts to clarify and verify the information gathered in questionnaires.
Computerized Systems
With the expansion of information technology, computerized job analysis systems have been developed. These systems have several common characteristics, including the way they are administered. First, analysts compose task statements that relate to all jobs. Then, those statements are listed in questionnaires, which are distributed to employees. Next, employees respond on computer-scannable documents, which are fed into computer-based services capable of scoring, recording, analyzing, and reporting thousands of pieces of information about any job.
An important feature of computerized job analysis is the specificity of data that can be gathered. All this specific data is compiled into a job analysis database. As a result, a computerized job analysis system can often reduce the time and effort involved in writing job descriptions. These systems often store banks of job duty statements that relate to each of the task and scope statements of the questionnaires. Interestingly, a study found little variation in the results of job analysis data obtained by paper questionnaires and by computerized methods. Thus, use of computerized methods will likely grow.
Combination Methods
As stated above, there are a number of different ways to obtain and analyze information about a job. Therefore, in dealing with issues that may end up in court, HR specialists and others doing job analysis must carefully document all steps taken. Each
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method has strengths and weaknesses, and a combination of methods generally may be more appropriate than one method alone. Regardless of the methods used, in its most fundamental form, job analysis provides the information necessary to develop job descriptions and job specifications.