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ChapterPARTTWO-STAFFINGTHEORGANIZATIONJobAnalysisandJobDesign5McGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-2Chapter5Ove

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

icTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnairesFunctionalJo

bAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisMcGraw-Hi

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

Companies,Inc.Allrightsreserved.5-5⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationIntervi

ewsQuestionnairesFunctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblem

swithJobAnalysisMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-6Table5.1AreaofInformationContentsJobtitl

eandlocationNameofjobandwhereitislocated.OrganizationalrelationshipAbriefexplanationofthenumberofpersonssupervised(ifapplicable

)andthejobtitle(s)oftheposition(s)supervised.Astatementconcerningsupervisionreceived.Relationtootherjob

sDescribesandoutlinesthecoordinationrequiredbythejob.JobsummaryCondensedexplanationofthecontentofthejo

b.InformationconcerningThecontentofthisareavariesgreatlyfromjobjobrequirementstojobandfromorganizationtoorganization.Typicallyitincludesinforma

tiononsuchtopicsasmachines,tools,andmaterials;mentalcomplexityandattentionrequired;physicaldemandsan

dworkingconditions.InformationProvidedbyaJobAnalysisMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserve

d.5-7⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnairesFunctionalJobAnalysisDiction

aryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisMcGraw-Hill/Irwi

n©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-8Table5.2Ajobdescriptionshouldbeaformal,writtendocument

,usuallyfromonetothreepageslong.Itshouldincludethefollowing:Datewritten.JobStatus(full-timeorpart-time;salar

yorwage).Positiontitle.Jobsummary(asynopsisofthejobresponsibilities).Detailedlistofdutiesandresponsibilities.Supervisionreceived(towhomthejobhol

derreports).Supervisionexercised,ifany(whoreportstothisemployee).Principalcontacts(inandoutsidetheorganizati

on).Relatedmeetingstobeattendedandreportstobefiled.Competencyorpositionrequirements.Requirededucationandexperience.Careermobility(posit

ion[s]forwhichjobholdermayqualifynext).ContentsofaJobDescriptionMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-

9⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestio

nnairesFunctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPo

tentialProblemswithJobAnalysis⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservati

onInterviewsQuestionnairesFunctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPote

ntialProblemswithJobAnalysis⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviews

QuestionnairesFunctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialPr

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

sPhysicalactivitiesRelationshipswithotherpeopleJobcontextOtherjobcharacteristicsDescriptionWhereandhowdoestheemployeegettheinformationusedinpe

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

icalactivitiesdoestheemployeeperform,andwhattoolsordevicesareused?Whatrelationshipswithotherpeoplearerequiredinperformingthejob?Inwhatphysicalo

rsocialcontestistheworkperformed?Whatactivities,conditions,orcharacteristicsotherthanthosedescribedabovearerelevant

tothejob?ExamplesUseofwrittenmaterials.Near-visualdifferentiation.Levelofreasoninginproblemsolving.Codin

g/decoding.Useofkeyboarddevices.Assembling/disassembling.Instructing.Contactswithpublic,and/orcustomers.Hightemperature.Interpersonalconflictsituatio

ns.Specifiedworkpace.Amountofjobstructure.EmployeeActivityCategoriesUsedinthePAQMcGraw-Hill/Irwin©2004TheMcGraw

-HillCompanies,Inc.Allrightsreserved.5-11Table5.4Source:E.J.McCormick,P.R.Jeanneret,andR.C.Mecham,PositionAnalysisQuestionnaire.Copyright1969byP

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

ISourcesofJobInformationRateeachofthefollowingitemsintermsoftheextenttowhichitisusedbytheworkerasasourceofinformationinperformingthejob.I.I.IVisualSo

urcesofJobInformation1Writtenmaterials(books,reports,officenotes,articles,jobinstructions,signs,etc.)2Quantitativematerials(materialswhichdealwithqu

antitiesoramounts,suchasgraphs,accounts,specifications,tablesofnumbers,etc.)3Pictorialmaterial(picturesorpicturelikema

terialsusedassourcesofinformation,forexample,drawings,blueprints,diagrams,maps,tracings,photographicfilms,x-rayfilms,TVpictures,etc.)4Patterns/relat

eddevices(templates,stencils,patterns,etc.,usedassourcesofinformationwhenobservedduringuse;donotincludeherematerialsdescribe

dinitem3above)CodeExtentofUseNDoesnotapply1Nominal/veryfrequent2Occasional3Moderate4Considerable5Verysubstantial(C

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

dials,gauges,signallights,radarscopes,speedometers,clocks,etc.)6Measuringdevices(rules,calipers,tire

pressuregauges,scales,thicknessgauges,pipettes,thermometers,protractors,etc.,usedtoobtainvisualinformationaboutphysicalmeasu

rements;donotincludeheredevicesdescribedinitem5above)7Mechanicaldevices(tools,equipment,machinery,andothermechanicald

eviceswhicharesourcesofinformationwhenobservedduringuseoroperation)8Materialsinprocess(parts,materials,etc

.,whicharesourcesofinformationwhenbeingmodified,workedon,orotherwiseprocessed,suchasbreaddoughbeingmixed,workpiecebe

turnedinalathe,fabricbeingcut,shoebeingresoled,etc.)9Materialsnotinprocess(parts,materials,objects,etc.,notintheprocessofbeingchangedormodified,wh

icharesourcesofinformationwhenbeinginspected,handled,packaged,distributed,orselected,etc.,suchasitemsormaterialsininventory,storage,ordist

ributionchannels,itemsbeinginspected,etc.)10Featuresofnature(landscapes,fields,geologicalsamples,vegetation,clo

udformations,andotherfeaturesofnaturewhichareobservedorinspectedtoprovideinformation)11“Man-made”featuresofenvironment(str

uctures,buildings,dams,highways,bridges,docks,railroads,andother“man-made”oralteredaspectsoftheindoororoutdoorenvironmentwhichareobservedorinspect

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

efromthePositionAnalysisQuestionnaire(PAQ)McGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-13Table5.5Sourc

e:W.B.TornovandP.R.Pinto,“TheDevelopmentofaManagerialJobTaxonomy:ASystemforDescribing,Classifying,andEvaluatingExecutivePositions,”JournalofApplied

Psychology61,no.4(1976),p.414.ManagementPositionDescriptionQuestionnaireCategories1.Product,marketing,andfinancialst

rategyplanning.2.Coordinationofotherorganizationalunitsandpersonnel.3.Internalbusinesscontrol.4.Productsandservicesre

sponsibility.5.Publicandcustomerrelations.6.Advancedconsulting.7.Autonomyofactions.8.Approvaloffinancialcommitments.9.Staffservice.10.Supervision.1

1.Complexityandstress.12.Advancedfinancialresponsibility.13.Broadpersonnelresponsibility.McGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.A

llrightsreserved.5-14⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionn

airesFunctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysis

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

visedHandbookforAnalyzingJobs(Washington,D.C.:U.S.GovernmentPrintingOffice,1991),p.73.LevelsofDifficultyforWorkerFunctionsinFJADataPeopleThings0Syn

thesizing0Mentoring0Settingup1Coordinating1Negotiating1Precisionworking2Analyzing2Instructing2Operating-controlling3Co

mpiling3Supervising3Driving-operating4Computing4Diverting4Manipulating5Copying5Persuading5Tending6Comparing6Speakin

g-signaling6Feeding-offbearing7Serving7Handling8Takinginstructions-helpingMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5

-16⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnairesF

unctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisMc

Graw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-17Table5.71.Professional,technical,andmanagerial2.Clericalandsales3.Serv

ice4.Agriculture,fishing,forestry,andrelated5.Processing6.Machinetrades7.Benchwork8.Structuralwork9.MiscellaneousNineOccupa

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

anagerasClassifiedbytheDOTSource:U.S.DepartmentofLabor,EmploymentandTrainingAdministration,DictionaryofOccupationalTitles,4thed.,rev.1991(Washing

ton,D.C.:U.S.GovernmentPrintingOffice,1991).McGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsre

served.5-19⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnair

esFunctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswit

hJobAnalysis⚫BasicTerminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviews

QuestionnairesFunctionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJob

AnalysisPotentialProblemswithJobAnalysisMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrights

reserved.5-20Table5.8Source:WayneE.BarlowandEdwardZ.Hare,“APracticalGuidetotheAmericanswithDisabilitiesAct,”PersonnelJournal,June1992,p.5

4.1.Doesthepositionexisttoperformthesefunctions?Iftheperformanceofaparticularfunctionistheprincipalpurposeforhiringaperson,itwouldbeanessentialfuncti

on.2.Wouldtheremovalofthefunctionfundamentallyaltertheposition?Ifthepurposeofthepositioncanbefulfilledwithoutperformingthefunction,itisn’tessenti

al.3.What’sthedegreeofexpertiseorskillrequiredtoperformthefunction?Thefactthatanemployeeishiredforhisorherspecializedexpertisetoperformaparticularfun

ctionisevidencethatthefunctionisessential.4.Howmuchoftheemployee’stimeisspentperformingthefunction?Thefactthatan

employeespendsasubstantialamountoftimeperformingaparticularfunctionisevidencethatthefunctionisessential.5

.Whataretheconsequencesoffailuretoperformthefunction?Thefactthattheconsequencesoffailurearesevereisevidencethatthefunctionis

essential.6.Howmanyotheremployeesareavailableamongwhomthefunctioncanbedistributed?Thesmallerthenumberofemployeesavailableforperformingagro

upoffunctions,thegreaterthelikelihoodthatanyoneofthemwillhavetoperformaparticularfunction.QuestionstoBeAddressed

toDetermineEssentialFunctionsMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-21⚫BasicTe

rminology⚫JobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnairesFunct

ionalJobAnalysisDictionaryofOccupationalTitlesO*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentia

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

oachtoJobDesignThePhysicalWorkEnvironmentAlternativeWorkSchedulesFlextimeTelecommutingJobSharingCondensedWorkweekMcGraw-Hill/Irwin©2004TheM

cGraw-HillCompanies,Inc.Allrightsreserved.5-23Table5.91.Fewerskillsrequiredperperson,whichmakesiteasiertorecruitandtrainemployees.2.Increasedprofi

ciencythroughrepetitionandpracticeofthesametasks.3.Moreefficientuseofskillsbyprimarilyutilizingeachemployee’sbestskills.4.Lowwagesdu

etotheeasewithwhichlaborcanbesubstituted.5.Moreconformityinthefinalproductorservice.6.Differenttasksperformedconcurrently.AdvantagesofJobSp

ecializationMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.5-24⚫JobDesignJobScopeandJobDepthSociotechnicalAppro

achtoJobDesignThePhysicalWorkEnvironmentAlternativeWorkSchedulesFlextimeTelecommutingJobSharing

CondensedWorkweek⚫JobDesignJobScopeandJobDepthSociotechnicalApproachtoJobDesignThePhysicalWorkEnv

ironmentAlternativeWorkSchedulesFlextimeTelecommutingJobSharingCondensedWorkweek⚫JobDesignJobScopeandJ

obDepthSociotechnicalApproachtoJobDesignThePhysicalWorkEnvironmentAlternativeWorkSchedulesFlextimeTe

lecommutingJobSharingCondensedWorkweek⚫JobDesignJobScopeandJobDepthSociotechnicalApproachtoJobDesignThePhysical

WorkEnvironmentAlternativeWorkSchedulesFlextimeTelecommutingJobSharingCondensedWorkweekMcGraw-Hill/Irwin©2004TheMcGraw-HillCompanies,Inc.Allrig

htsreserved.5-25Questions