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ChapterPARTTWO-STAFFINGTHEORGANIZATIONJobAnalysisandJobDesign5McGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-2Chapter5Overview

⚫BasicTerminology⚫JobAnalysis⚫JobDesignMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-3⚫BasicTerminology⚫JobA

nalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnairesFunctionalJobAnalysis

DictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisMcGraw-Hill/Irwin©2004

TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-4Figure5.1|RelationshipamongDifferentJobComponentsMcGra

w-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-5⚫BasicTerminology⚫JobAnalysisProduc

tsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnairesFunctionalJobAnalysisDictionaryofOccup

ationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisMcGraw-Hill/

Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-6Table5.1AreaofInformationContentsJobtitleandlocat

ionNameofjobandwhereitislocated.OrganizationalrelationshipAbriefexplanationofthenumberofpersonssupervised(ifa

pplicable)andthejobtitle(s)oftheposition(s)supervised.Astatementconcerningsupervisionreceived.Relationtootherj

obsDescribesandoutlinesthecoordinationrequiredbythejob.JobsummaryCondensedexplanationofthecontentofthejob.Informationconcerni

ngThecontentofthisareavariesgreatlyfromjobjobrequirementstojobandfromorganizationtoorganization.Typicallyitincludesinformationonsuchtopicsasmachi

nes,tools,andmaterials;mentalcomplexityandattentionrequired;physicaldemandsandworkingconditions.InformationProvidedbyaJobAnalysisMcGraw

-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-7⚫BasicTerminology⚫JobAnalysisProductsofJobA

nalysisJobAnalysisMethodsObservationInterviewsQuestionnairesFunctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTi

tlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-8Table5.2Aj

obdescriptionshouldbeaformal,writtendocument,usuallyfromonetothreepageslong.Itshouldincludethefollowin

g:Datewritten.JobStatus(full-timeorpart-time;salaryorwage).Positiontitle.Jobsummary(asynopsisofthejobresponsibilities).Detailedlisto

fdutiesandresponsibilities.Supervisionreceived(towhomthejobholderreports).Supervisionexercised,ifany(whoreportstothisemployee).Princ

ipalcontacts(inandoutsidetheorganization).Relatedmeetingstobeattendedandreportstobefiled.Competencyorpositionrequirements.Requir

ededucationandexperience.Careermobility(position[s]forwhichjobholdermayqualifynext).ContentsofaJobDescriptionMcGr

aw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-9⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMeth

odsObservationInterviewsQuestionnairesFunctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADA

andJobAnalysisPotentialProblemswithJobAnalysis⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservatio

nInterviewsQuestionnairesFunctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAa

ndJobAnalysisPotentialProblemswithJobAnalysis⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQu

estionnairesFunctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotenti

alProblemswithJobAnalysisMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-10Table5.3CategoryInformationinputMentalprocesses

PhysicalactivitiesRelationshipswithotherpeopleJobcontextOtherjobcharacteristicsDescriptionWhereandhowdoestheemployeegettheinfo

rmationusedinperformingthejob?Whatreasoning,decision-making,planning,andinformation-processingactivitiesareinvolvedinperformingthejob?Whatphys

icalactivitiesdoestheemployeeperform,andwhattoolsordevicesareused?Whatrelationshipswithotherpeoplearerequiredinperformingthejob?Inwhatphy

sicalorsocialcontestistheworkperformed?Whatactivities,conditions,orcharacteristicsotherthanthosedescribedaboveare

relevanttothejob?ExamplesUseofwrittenmaterials.Near-visualdifferentiation.Levelofreasoninginproblemsolving.Coding/decoding.Useof

keyboarddevices.Assembling/disassembling.Instructing.Contactswithpublic,and/orcustomers.Hightemperature.Interpersonalconflictsituations

.Specifiedworkpace.Amountofjobstructure.EmployeeActivityCategoriesUsedinthePAQMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.

Allrightsreserved.5-11Table5.4Source:E.J.McCormick,P.R.Jeanneret,andR.C.Mecham,PositionAnalysisQuestionnaire.Copyright1969byPurdueRe

searchFoundation,WestLafayette,Ind.Reprintedwithpermission.SamplepagefromthePositionAnalysisQuestionnaire(PAQ)InformationinputI.ISourc

esofJobInformationRateeachofthefollowingitemsintermsoftheextenttowhichitisusedbytheworkerasasourceofinformation

inperformingthejob.I.I.IVisualSourcesofJobInformation1Writtenmaterials(books,reports,officenotes,articles,jobinstructions,signs,etc.)2Quantitativ

ematerials(materialswhichdealwithquantitiesoramounts,suchasgraphs,accounts,specifications,tablesofnumbers,et

c.)3Pictorialmaterial(picturesorpicturelikematerialsusedassourcesofinformation,forexample,drawings,blueprints,diagrams,maps,tracings,phot

ographicfilms,x-rayfilms,TVpictures,etc.)4Patterns/relateddevices(templates,stencils,patterns,etc.,usedassourcesofinformatio

nwhenobservedduringuse;donotincludeherematerialsdescribedinitem3above)CodeExtentofUseNDoesnotapply1Nominal/veryfrequent2Occasional3Moderate4Consid

erable5Verysubstantial(Continued)McGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-12Table5.4(concluded)5Visualdispl

ays(dials,gauges,signallights,radarscopes,speedometers,clocks,etc.)6Measuringdevices(rules,calipers,tirepressuregauges,scales,thickne

ssgauges,pipettes,thermometers,protractors,etc.,usedtoobtainvisualinformationaboutphysicalmeasurements;donotincludeheredevicesde

scribedinitem5above)7Mechanicaldevices(tools,equipment,machinery,andothermechanicaldeviceswhicharesourcesofinformationwhenobse

rvedduringuseoroperation)8Materialsinprocess(parts,materials,etc.,whicharesourcesofinformationwhenbeingm

odified,workedon,orotherwiseprocessed,suchasbreaddoughbeingmixed,workpiecebeturnedinalathe,fabricbeingcut,shoebeingresoled,etc.)

9Materialsnotinprocess(parts,materials,objects,etc.,notintheprocessofbeingchangedormodified,whicharesourcesofinformatio

nwhenbeinginspected,handled,packaged,distributed,orselected,etc.,suchasitemsormaterialsininventory,storage,ordistribu

tionchannels,itemsbeinginspected,etc.)10Featuresofnature(landscapes,fields,geologicalsamples,vegetation,cloudformations,andotherfeaturesof

naturewhichareobservedorinspectedtoprovideinformation)11“Man-made”featuresofenvironment(structures,buildings,dams,highways,b

ridges,docks,railroads,andother“man-made”oralteredaspectsoftheindoororoutdoorenvironmentwhichareobservedorinspect

edtoprovidejobinformation;donoconsiderequipment,machines,etc.,thatindividualsuseintheirwork,ascoveredbyitem7)Samp

lepagefromthePositionAnalysisQuestionnaire(PAQ)McGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsre

served.5-13Table5.5Source:W.B.TornovandP.R.Pinto,“TheDevelopmentofaManagerialJobTaxonomy:ASystemforDescr

ibing,Classifying,andEvaluatingExecutivePositions,”JournalofAppliedPsychology61,no.4(1976),p.414.Manag

ementPositionDescriptionQuestionnaireCategories1.Product,marketing,andfinancialstrategyplanning.2.Coordinationofotherorganiza

tionalunitsandpersonnel.3.Internalbusinesscontrol.4.Productsandservicesresponsibility.5.Publicandcustomerrelations.6.Advan

cedconsulting.7.Autonomyofactions.8.Approvaloffinancialcommitments.9.Staffservice.10.Supervision.11.Complexityandstress.12.Advancedf

inancialresponsibility.13.Broadpersonnelresponsibility.McGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsr

eserved.5-14⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnairesFunctionalJobAnalysis

DictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisMcGraw-Hill/Irwin©

2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-15Table5.6Source:U.S.DepartmentofLabor,RevisedHandbookfor

AnalyzingJobs(Washington,D.C.:U.S.GovernmentPrintingOffice,1991),p.73.LevelsofDifficultyforWorkerFunctionsinFJADataPeopleThings0Synt

hesizing0Mentoring0Settingup1Coordinating1Negotiating1Precisionworking2Analyzing2Instructing2Operating-controlling3Compilin

g3Supervising3Driving-operating4Computing4Diverting4Manipulating5Copying5Persuading5Tending6Comparing6Speaking-signaling6Feeding-offbearing7Servi

ng7Handling8Takinginstructions-helpingMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-16

⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnairesFunctionalJobAnalysis

DictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisMcGraw-Hil

l/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-17Table5.71.Professional,technical,andmanagerial2.Clericalandsal

es3.Service4.Agriculture,fishing,forestry,andrelated5.Processing6.Machinetrades7.Benchwork8.Structuralwork9.Mi

scellaneousNineOccupationalCategoriesUsedbytheDOTMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-18Figure5.2|HumanResourcesMa

nagerasClassifiedbytheDOTSource:U.S.DepartmentofLabor,EmploymentandTrainingAdministration,DictionaryofO

ccupationalTitles,4thed.,rev.1991(Washington,D.C.:U.S.GovernmentPrintingOffice,1991).McGraw-Hill/Irwin©2004TheMcG

raw-HillCompanies,Inc.Allrightsreserved.5-19⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInter

viewsQuestionnairesFunctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentia

lProblemswithJobAnalysis⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuesti

onnairesFunctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswi

thJobAnalysisMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-20Table5.8Source:WayneE.BarlowandEdwardZ.Hare,“APract

icalGuidetotheAmericanswithDisabilitiesAct,”PersonnelJournal,June1992,p.54.1.Doesthepositionexisttoperformthesefunctions?Iftheperformanceofapa

rticularfunctionistheprincipalpurposeforhiringaperson,itwouldbeanessentialfunction.2.Wouldtheremovalofthefunction

fundamentallyaltertheposition?Ifthepurposeofthepositioncanbefulfilledwithoutperformingthefunction,it

isn’tessential.3.What’sthedegreeofexpertiseorskillrequiredtoperformthefunction?Thefactthatanemployeeishiredforhisorhe

rspecializedexpertisetoperformaparticularfunctionisevidencethatthefunctionisessential.4.Howmuchoftheemployee’stimeisspentperformin

gthefunction?Thefactthatanemployeespendsasubstantialamountoftimeperformingaparticularfunctionisevidencethatthefunctionisessential.5.Whataretheconse

quencesoffailuretoperformthefunction?Thefactthattheconsequencesoffailurearesevereisevidencethatthefunctionisessential.6.Howmanyoth

eremployeesareavailableamongwhomthefunctioncanbedistributed?Thesmallerthenumberofemployeesavailableforp

erformingagroupoffunctions,thegreaterthelikelihoodthatanyoneofthemwillhavetoperformaparticularfunction.QuestionstoBeAddressed

toDetermineEssentialFunctionsMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-21⚫BasicTerminology⚫JobAnalysisProductsof

JobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnairesFunctionalJobAnalysisDictionaryofOccupationa

lTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisMcGraw-Hil

l/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-22⚫JobDesignJobScopeandJobDepthSociotechnicalApproachtoJobDe

signThePhysicalWorkEnvironmentAlternativeWorkSchedulesFlextimeTelecommutingJobSharingCondensedWorkwe

ekMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-23Table5.91.Fewerskillsrequi

redperperson,whichmakesiteasiertorecruitandtrainemployees.2.Increasedproficiencythroughrepetitionandpractic

eofthesametasks.3.Moreefficientuseofskillsbyprimarilyutilizingeachemployee’sbestskills.4.Lowwagesduetotheeas

ewithwhichlaborcanbesubstituted.5.Moreconformityinthefinalproductorservice.6.Differenttasksperformedconcurrently.Adv

antagesofJobSpecializationMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-24⚫JobDesignJobScopeandJobDep

thSociotechnicalApproachtoJobDesignThePhysicalWorkEnvironmentAlternativeWorkSchedulesFlextimeTelecommutingJobSharingCondensedWorkweek⚫JobDe

signJobScopeandJobDepthSociotechnicalApproachtoJobDesignThePhysicalWorkEnvironmentAlternativeWorkSchedulesFlextim

eTelecommutingJobSharingCondensedWorkweek⚫JobDesignJobScopeandJobDepthSociotechnicalApproachtoJobDesignThePhysicalWo

rkEnvironmentAlternativeWorkSchedulesFlextimeTelecommutingJobSharingCondensedWorkweek⚫JobDesignJobScopeandJobDepthSociotechnicalApproac

htoJobDesignThePhysicalWorkEnvironmentAlternativeWorkSchedulesFlextimeTelecommutingJobSharingCondensedWorkweekMcGraw-Hil

l/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-25Questions