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ChapterPARTTWO-STAFFINGTHEORGANIZATIONJobAnalysisandJobDesign5McGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Al

lrightsreserved.5-2Chapter5Overview⚫BasicTerminology⚫JobAnalysis⚫JobDesignMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-3⚫

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

ryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswith

JobAnalysisMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-4Figure5.1|RelationshipamongDifferentJ

obComponentsMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-5⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJ

obAnalysisMethodsObservationInterviewsQuestionnairesFunctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTit

lesTheADAandJobAnalysisPotentialProblemswithJobAnalysisMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5

-6Table5.1AreaofInformationContentsJobtitleandlocationNameofjobandwhereitislocated.OrganizationalrelationshipAbriefexplanationofthenumberofper

sonssupervised(ifapplicable)andthejobtitle(s)oftheposition(s)supervised.Astatementconcerningsupervisionreceived.RelationtootherjobsDescribes

andoutlinesthecoordinationrequiredbythejob.JobsummaryCondensedexplanationofthecontentofthejob.InformationconcerningThecontentofthisareavariesgre

atlyfromjobjobrequirementstojobandfromorganizationtoorganization.Typicallyitincludesinformationonsuchtop

icsasmachines,tools,andmaterials;mentalcomplexityandattentionrequired;physicaldemandsandworkingconditions.In

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

alysisJobAnalysisMethodsObservationInterviewsQuestionnairesFunctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupation

alTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-

8Table5.2Ajobdescriptionshouldbeaformal,writtendocument,usuallyfromonetothreepageslong.Itshouldincludethefollowing:Datewritten.JobStatus(fu

ll-timeorpart-time;salaryorwage).Positiontitle.Jobsummary(asynopsisofthejobresponsibilities).Detailedlistofdutiesandresponsibilities.S

upervisionreceived(towhomthejobholderreports).Supervisionexercised,ifany(whoreportstothisemployee).Principalcontacts(inandoutsidetheorganization).Rel

atedmeetingstobeattendedandreportstobefiled.Competencyorpositionrequirements.Requirededucationandexperience.Careermobility

(position[s]forwhichjobholdermayqualifynext).ContentsofaJobDescriptionMcGraw-Hill/Irwin©2004TheMcGraw-H

illCompanies,Inc.Allrightsreserved.5-9⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnai

resFunctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotential

ProblemswithJobAnalysis⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationIntervi

ewsQuestionnairesFunctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADA

andJobAnalysisPotentialProblemswithJobAnalysis⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestio

nnairesFunctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnal

ysisPotentialProblemswithJobAnalysisMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-1

0Table5.3CategoryInformationinputMentalprocessesPhysicalactivitiesRelationshipswithotherpeopleJobcontextOt

herjobcharacteristicsDescriptionWhereandhowdoestheemployeegettheinformationusedinperformingthejob?Whatreasoning,decision-making,planning,andinform

ation-processingactivitiesareinvolvedinperformingthejob?Whatphysicalactivitiesdoestheemployeeperform,andwh

attoolsordevicesareused?Whatrelationshipswithotherpeoplearerequiredinperformingthejob?Inwhatphysicalorsocialcontestistheworkperformed

?Whatactivities,conditions,orcharacteristicsotherthanthosedescribedabovearerelevanttothejob?ExamplesUseofwrittenmaterials.Near-visualdifferen

tiation.Levelofreasoninginproblemsolving.Coding/decoding.Useofkeyboarddevices.Assembling/disassemblin

g.Instructing.Contactswithpublic,and/orcustomers.Hightemperature.Interpersonalconflictsituations.Specifiedworkpace.Amountof

jobstructure.EmployeeActivityCategoriesUsedinthePAQMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.A

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

right1969byPurdueResearchFoundation,WestLafayette,Ind.Reprintedwithpermission.SamplepagefromthePositionAnalysisQuestionnaire(PAQ)InformationinputI.

ISourcesofJobInformationRateeachofthefollowingitemsintermsoftheextenttowhichitisusedbytheworkerasasourceofinformationinperformingth

ejob.I.I.IVisualSourcesofJobInformation1Writtenmaterials(books,reports,officenotes,articles,jobinstructions,signs,etc.)2Quantit

ativematerials(materialswhichdealwithquantitiesoramounts,suchasgraphs,accounts,specifications,tableso

fnumbers,etc.)3Pictorialmaterial(picturesorpicturelikematerialsusedassourcesofinformation,forexample,drawings,blueprints,diagrams,maps,tracings,ph

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

formationwhenobservedduringuse;donotincludeherematerialsdescribedinitem3above)CodeExtentofUseNDoesnotapply1Nominal/ve

ryfrequent2Occasional3Moderate4Considerable5Verysubstantial(Continued)McGraw-Hill/Irwin©2004TheMcGraw-HillCompa

nies,Inc.Allrightsreserved.5-12Table5.4(concluded)5Visualdisplays(dials,gauges,signallights,radarscopes,sp

eedometers,clocks,etc.)6Measuringdevices(rules,calipers,tirepressuregauges,scales,thicknessgauges,pip

ettes,thermometers,protractors,etc.,usedtoobtainvisualinformationaboutphysicalmeasurements;donotincludeheredevicesdescribedinitem5above)7

Mechanicaldevices(tools,equipment,machinery,andothermechanicaldeviceswhicharesourcesofinformationwhenobservedduringuseoroperation)8Materialsinpr

ocess(parts,materials,etc.,whicharesourcesofinformationwhenbeingmodified,workedon,orotherwiseprocessed,suchasbreaddoughbeingmixed,workp

iecebeturnedinalathe,fabricbeingcut,shoebeingresoled,etc.)9Materialsnotinprocess(parts,materials,objects,etc.,notintheprocessofbeingchange

dormodified,whicharesourcesofinformationwhenbeinginspected,handled,packaged,distributed,orselected,etc.,suchasitemsormaterialsini

nventory,storage,ordistributionchannels,itemsbeinginspected,etc.)10Featuresofnature(landscapes,fields,geologicalsamples,vegetation,cloudformati

ons,andotherfeaturesofnaturewhichareobservedorinspectedtoprovideinformation)11“Man-made”featuresofenvironment(structures,buildings,dams,high

ways,bridges,docks,railroads,andother“man-made”oralteredaspectsoftheindoororoutdoorenvironmentwhichareobservedorinspected

toprovidejobinformation;donoconsiderequipment,machines,etc.,thatindividualsuseintheirwork,ascoveredbyitem7)SamplepagefromthePositionAnalysisQuest

ionnaire(PAQ)McGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-13Table5.5Source:W.B.Tornov

andP.R.Pinto,“TheDevelopmentofaManagerialJobTaxonomy:ASystemforDescribing,Classifying,andEvaluatingExecutivePositions,”JournalofAppl

iedPsychology61,no.4(1976),p.414.ManagementPositionDescriptionQuestionnaireCategories1.Product,marketing,andfinancialstrategyplanning.2.Coor

dinationofotherorganizationalunitsandpersonnel.3.Internalbusinesscontrol.4.Productsandservicesresponsibility.5.Publicandcustomerrelations.6.Adva

ncedconsulting.7.Autonomyofactions.8.Approvaloffinancialcommitments.9.Staffservice.10.Supervision.11.Complexity

andstress.12.Advancedfinancialresponsibility.13.Broadpersonnelresponsibility.McGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allr

ightsreserved.5-14⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQu

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

roblemswithJobAnalysisMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-15Table5.6Source:U.S.DepartmentofLabor,RevisedHandbookfor

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

0Synthesizing0Mentoring0Settingup1Coordinating1Negotiating1Precisionworking2Analyzing2Instructing2Operating-controlling3Compiling3Su

pervising3Driving-operating4Computing4Diverting4Manipulating5Copying5Persuading5Tending6Comparing6Sp

eaking-signaling6Feeding-offbearing7Serving7Handling8Takinginstructions-helpingMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Al

lrightsreserved.5-16⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterv

iewsQuestionnairesFunctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitles

TheADAandJobAnalysisPotentialProblemswithJobAnalysisMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserv

ed.5-17Table5.71.Professional,technical,andmanagerial2.Clericalandsales3.Service4.Agriculture,fishing,forestry,andrelated5.Processing6.Machin

etrades7.Benchwork8.Structuralwork9.MiscellaneousNineOccupationalCategoriesUsedbytheDOTMcGraw-Hill/Irwin©2004The

McGraw-HillCompanies,Inc.Allrightsreserved.5-18Figure5.2|HumanResourcesManagerasClassifiedbytheDOTSo

urce:U.S.DepartmentofLabor,EmploymentandTrainingAdministration,DictionaryofOccupationalTitles,4thed.,rev.1991(Washington,D.C.:U.S.GovernmentPrintingO

ffice,1991).McGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-19⚫BasicTerminology⚫JobAnalysisPr

oductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnairesFunctionalJobAnalysisDictionaryofOccupation

alTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysis⚫BasicTerminology⚫

JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnairesFunctionalJob

AnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswi

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

dwardZ.Hare,“APracticalGuidetotheAmericanswithDisabilitiesAct,”PersonnelJournal,June1992,p.54.1.Doesthepositionexisttoperfo

rmthesefunctions?Iftheperformanceofaparticularfunctionistheprincipalpurposeforhiringaperson,itwouldbeanessentialfunction.2.Would

theremovalofthefunctionfundamentallyaltertheposition?Ifthepurposeofthepositioncanbefulfilledwithoutperformingthefunction,itis

n’tessential.3.What’sthedegreeofexpertiseorskillrequiredtoperformthefunction?Thefactthatanemployeeishiredforhisorherspecializedexp

ertisetoperformaparticularfunctionisevidencethatthefunctionisessential.4.Howmuchoftheemployee’stimeisspentperformingthefunction?Thefact

thatanemployeespendsasubstantialamountoftimeperformingaparticularfunctionisevidencethatthefunctionisessential.5.Whatarethecons

equencesoffailuretoperformthefunction?Thefactthattheconsequencesoffailurearesevereisevidencethatthefunct

ionisessential.6.Howmanyotheremployeesareavailableamongwhomthefunctioncanbedistributed?Thesmallerthenumberof

employeesavailableforperformingagroupoffunctions,thegreaterthelikelihoodthatanyoneofthemwillhavetoperf

ormaparticularfunction.QuestionstoBeAddressedtoDetermineEssentialFunctionsMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrig

htsreserved.5-21⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnairesFunc

tionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisMcGra

w-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-22⚫JobDesignJobScopeandJobDepthSociotechnicalApproach

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

l/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-23Table5.91.Fewerskillsrequiredperperson,whichmakesiteasiertorecru

itandtrainemployees.2.Increasedproficiencythroughrepetitionandpracticeofthesametasks.3.Moreefficientuseofskillsbyprimarilyutilizingeachemployee

’sbestskills.4.Lowwagesduetotheeasewithwhichlaborcanbesubstituted.5.Moreconformityinthefinalproductorservice.6.Differenttasksp

erformedconcurrently.AdvantagesofJobSpecializationMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-24⚫J

obDesignJobScopeandJobDepthSociotechnicalApproachtoJobDesignThePhysicalWorkEnvironmentAlternativeWorkSchedulesFlextime

TelecommutingJobSharingCondensedWorkweek⚫JobDesignJobScopeandJobDepthSociotechnicalApproachtoJobDesignTh

ePhysicalWorkEnvironmentAlternativeWorkSchedulesFlextimeTelecommutingJobSharingCondensedWorkweek⚫JobDes

ignJobScopeandJobDepthSociotechnicalApproachtoJobDesignThePhysicalWorkEnvironmentAlternativeWorkSchedulesFlextimeTelecommutingJobSharingConde

nsedWorkweek⚫JobDesignJobScopeandJobDepthSociotechnicalApproachtoJobDesignThePhysicalWorkEnvironmentAlternativeWorkSchedulesFlextimeTelecommu

tingJobSharingCondensedWorkweekMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-25Questions