CHAPTER 6
JOB ANALYSIS
During the decade of the ’70s, the importance of adequate and accurate identification of job
content came to the forefront. Not only personnel/human resources specialists, but managers in every
area began to realize how many critical decisions were based on job content information. To make the
best possible decisions, it became critically important to have jobs well-identified and described.
The cost problem is being overcome by the availability and use of word processing and data-
based management computer technology. However, before this technology can be utilized to its full
extent, every aspect of job analysis must be carefully defined and procedures must be established to
eliminate ambiguity and confusion.
KEY CONCEPTS:
2. Major procedures for collecting job content information—(1) questionnaires, (2)
observation, (3) interviews, (4) diary/log, (5) any combination.
4. Homework to be done preceding the collection of job content information that can facilitate
5. Scheduling of all work steps.
7. Clarifying any deviation between demonstrated and observed job behaviors and
those desired.
9. Scoping the job. What are the major or most important things you do?
10. Identifying job tasks for each major activity area.
12. Strengths and weaknesses of various data collection procedures; the likelihood of using two
or more procedures in some combination.
13. The structured task-list questionnaires (strengths and weaknesses of third-party developed
2. Responsibility for identifying job content data may be one or any combination of the
3. The job analysis process includes identifying, collecting, and analyzing job content data.
4. Job content data should be sufficient to determine job responsibilities and duties, knowledge
5. Because of the impact job content is having on court cases involving discrimination in
6. Job analysis is a time-consuming (thus costly) process and, to be done properly, requires the
7. There are numbers of ways of conducting a job analysis, but possibly the best way involves
a combination of a questionnaire (normally completed by the incumbent), observation by a
job analyst, and interview by the analyst with the incumbent and the immediate supervisor.
9. The four planning steps are useful guides or a good checklist for job analysts to follow.
These are (1) determine the organizational use of job content and other related data, (2) learn
10. Job analysis information and data are used for a wide variety of purposes in addition to
compensation practices.
12. Doing your homework—preparing for the job analysis—is a requirement for succeeding in
this effort.
14. Knowing what you want to achieve and where you are heading will assist in accomplishing
job analysis goals on time and within the budget.
15. Participative management and employee involvement begin with job analysis. Nothing is
more important to an employee than an accurate description of job requirements. As far as
16. Structured, “canned” job analysis instruments are frequently useful in checking job
information, but may be of limited value when used totally by themselves.
17. Recently, there has been renewed interest in person-based job structures that are based on
18. PAQ, JAQ, DOL Methodology, and FJA are all predesigned job analysis methods that may
be useful for particular organizations in capturing critical job content data and information.