Employee Retention Tactics Fostering Engagement and Loyalty.ppt

Employee Retention Tactics Fostering Engagement and Loyalty

1. GARY DESSLER
HUMAN RESOURCE MANAGEMENT
Global Edition 12e
Chapter 4
Job Analysis
PowerPoint Presentation by Charlie Cook
The University of West AlabamaCopyright © 2011 Pearson Education
Part 2 Recruitment and Placement

2. Copyright © 2011 Pearson Education 4–2
The Basics of Job Analysis: TermsThe Basics of Job Analysis: Terms
•Job AnalysisJob Analysis
The procedure for determining the duties and skill requirements The procedure for determining the duties and skill requirements
of a job and the kind of person who should be hired for it.of a job and the kind of person who should be hired for it.
•Job DescriptionJob Description
A list of a job’s duties, responsibilities, reporting relationships, A list of a job’s duties, responsibilities, reporting relationships,
working conditions, and supervisory responsibilities—one working conditions, and supervisory responsibilities—one
product of a job analysis.product of a job analysis.
•Job SpecificationsJob Specifications
A list of a job’s “human requirements,” that is, the requisite A list of a job’s “human requirements,” that is, the requisite
education, skills, personality, and so on—another product of a education, skills, personality, and so on—another product of a
job analysis.job analysis.

3. Copyright © 2011 Pearson Education 4–3
Types of Information CollectedTypes of Information Collected
Work
activities
Human
behaviors
Human
requirements
Job
context
Machines, tools,
equipment, and
work aids
Performance
standards
Information
Collected Via
Job Analysis

4. Copyright © 2011 Pearson Education 4–4
Steps in Job AnalysisSteps in Job Analysis
1
2
3
4
5
Steps in doing a job analysis:
Review relevant background information.
Decide how you’ll use the information.
Select representative positions.
Actually analyze the job.
Verify the job analysis information.
6 Develop a job description and job specification.

5. Copyright © 2011 Pearson Education 4–5
Collecting Job Analysis InformationCollecting Job Analysis Information
Interviews Questionnaires Observations
Methods for Collecting Job Analysis Information
Diaries/Logs

6. Copyright © 2011 Pearson Education 4–6
Job Analysis: Interviewing GuidelinesJob Analysis: Interviewing Guidelines
•The job analyst and supervisor should work together The job analyst and supervisor should work together
to identify the workers who know the job best.to identify the workers who know the job best.
•Quickly establish rapport with the interviewee.Quickly establish rapport with the interviewee.
•Follow a structured guide or checklist, one that lists Follow a structured guide or checklist, one that lists
open-ended questions and provides space for answers.open-ended questions and provides space for answers.
•Ask the worker to list his or her duties in order Ask the worker to list his or her duties in order
of importance and frequency of occurrence.of importance and frequency of occurrence.
•After completing the interview, review and verify After completing the interview, review and verify
the data.the data.

7. Copyright © 2011 Pearson Education 4–7
Methods for Collecting Job Analysis Methods for Collecting Job Analysis
Information: The InterviewInformation: The Interview
•Information SourcesInformation Sources
Individual employeesIndividual employees
Groups of employeesGroups of employees
Supervisors with Supervisors with
knowledge of the jobknowledge of the job
•AdvantagesAdvantages
Quick, direct way to find Quick, direct way to find
overlooked informationoverlooked information
•DisadvantageDisadvantage
Distorted informationDistorted information
•Interview FormatsInterview Formats
Structured (Checklist)Structured (Checklist)
UnstructuredUnstructured

8. Copyright © 2011 Pearson Education 4–8
Methods for Collecting Job Analysis Methods for Collecting Job Analysis
Information: QuestionnairesInformation: Questionnaires
•Information SourceInformation Source
Have employees fill out Have employees fill out
questionnaires to describe questionnaires to describe
their job-related duties and their job-related duties and
responsibilitiesresponsibilities
•Questionnaire FormatsQuestionnaire Formats
Structured checklistsStructured checklists
Open-ended questions Open-ended questions
•AdvantagesAdvantages
Quick and efficient way Quick and efficient way
to gather information to gather information
from large numbers of from large numbers of
employeesemployees
•DisadvantagesDisadvantages
Expense and time Expense and time
consumed in preparing and consumed in preparing and
testing the questionnairetesting the questionnaire

9. Copyright © 2011 Pearson Education 4–9
FIGURE 4–3Job Analysis Questionnaire for Developing Job Descriptions
Note: Use a
questionnaire like
this to interview job
incumbents, or have
them fill it out.

10. Copyright © 2011 Pearson Education 4–10
Methods for Collecting Job Analysis Methods for Collecting Job Analysis
Information: ObservationInformation: Observation
•Information SourceInformation Source
Observing and noting the Observing and noting the
physical activities of physical activities of
employees as they go employees as they go
about their jobs by about their jobs by
managers.managers.
•AdvantagesAdvantages
Provides first-hand Provides first-hand
informationinformation
Reduces distortion Reduces distortion
of informationof information
•DisadvantagesDisadvantages
Time consumingTime consuming
Reactivity response distorts Reactivity response distorts
employee behavioremployee behavior
Difficulty in capturing Difficulty in capturing
entire job cycleentire job cycle
Of little use if job involves a Of little use if job involves a
high level of mental activityhigh level of mental activity

11. Copyright © 2011 Pearson Education 4–11
Methods for Collecting Job Analysis Methods for Collecting Job Analysis
Information: Participant Diaries/LogsInformation: Participant Diaries/Logs
•Information SourceInformation Source
Workers keep a Workers keep a
chronological diary or log chronological diary or log
of what they do and the of what they do and the
time spent on each activitytime spent on each activity
•AdvantagesAdvantages
Produces a more complete Produces a more complete
picture of the jobpicture of the job
Employee participationEmployee participation
•DisadvantagesDisadvantages
Distortion of informationDistortion of information
Depends upon employees Depends upon employees
to accurately recall their to accurately recall their
activitiesactivities

12. Copyright © 2011 Pearson Education 4–12
Writing Job DescriptionsWriting Job Descriptions
Job
identification
Job
summary
Responsibilities
and duties
Authority of
the incumbent
Standards of
performance
Working
conditions
Job
specifications
Sections of a
Typical Job
Description

13. Copyright © 2011 Pearson Education 4–13
The Job DescriptionThe Job Description
•Job IdentificationJob Identification
Job titleJob title
FLSA status sectionFLSA status section
Preparation datePreparation date
PreparerPreparer
•Job SummaryJob Summary
General nature of the jobGeneral nature of the job
Major functions/activitiesMajor functions/activities
•Relationships Relationships
Reports to:Reports to:
Supervises:Supervises:
Works with: Works with:
Outside the company:Outside the company:
•Responsibilities and DutiesResponsibilities and Duties
Major responsibilities and Major responsibilities and
duties (essential functions)duties (essential functions)
Decision-making authorityDecision-making authority
Direct supervisionDirect supervision
Budgetary limitationsBudgetary limitations
•Standards of Performance Standards of Performance
and Working Conditionsand Working Conditions
What it takes to do the job What it takes to do the job
successfullysuccessfully

14. Copyright © 2011 Pearson Education 4–14
Writing Job Specifications (cont’d)Writing Job Specifications (cont’d)
•Steps in the Statistical ApproachSteps in the Statistical Approach
1.1.Analyze the job and decide how to measure job Analyze the job and decide how to measure job
performance.performance.
2.2.Select personal traits that you believe should Select personal traits that you believe should
predict successful performance.predict successful performance.
3.3.Test candidates for these traits.Test candidates for these traits.
4.4.Measure the candidates’ subsequent job Measure the candidates’ subsequent job
performance.performance.
5.5.Statistically analyze the relationship between the Statistically analyze the relationship between the
human traits and job performance.human traits and job performance.

15. Copyright © 2011 Pearson Education 4–15
Job Analysis in a Worker-Empowered Job Analysis in a Worker-Empowered
WorldWorld
Job
Enlargement
Job
Enrichment
Job Design:
From Specialized
to Enriched Jobs
Job
Rotation