Which of the following is typically the last step in the job analysis process?

Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgements are made about data collected on a job.

The Job; not the person An important concept of Job Analysis is that the analysis is conducted of the Job, not the person. While Job Analysis data may be collected from incumbents through interviews or questionnaires, the product of the analysis is a description or specifications of the job, not a description of the person.

Purpose of Job Analysis

The purpose of Job Analysis is to establish and document the 'job relatedness' of employment procedures such as training, selection, compensation, and performance appraisal.

Determining Training Needs

Job Analysis can be used in training/"needs assessment" to identify or develop

• training content
• assessment tests to measure effectiveness of training
• equipment to be used in delivering the training
• methods of training (i.e., small group, computer-based, video, classroom...)

Compensation

Job Analysis can be used in compensation to identify or determine:

• skill levels
• compensable job factors
• work environment (e.g., hazards; attention; physical effort)
• responsibilities (e.g., fiscal; supervisory)
• required level of education (indirectly related to salary level)

Selection Procedures

Job Analysis can be used in selection procedures to identify or develop:

• job duties that should be included in advertisements of vacant positions;
• appropriate salary level for the position to help determine what salary should be offered to a candidate;
• minimum requirements (education and/or experience) for screening applicants;
• interview questions;
• selection tests/instruments (e.g., written tests; oral tests; job simulations);
• applicant appraisal/evaluation forms;
• orientation materials for applicants/new hires

Performance Review

Job Analysis can be used in performance review to identify or develop:

• goals and objectives
• performance standards
• evaluation criteria
• length of probationary periods
• duties to be evaluated

Methods of Job Analysis

Several methods exist that may be used individually or in combination. These include:

• review of job classification systems
• incumbent interviews
• supervisor interviews
• expert panels
• structured questionnaires
• task inventories
• check lists
• open-ended questionnaires
• observation
• incumbent work logs

A typical method of Job Analysis would be to give the incumbent a simple questionnaire to identify job duties, responsibilities, equipment used, work relationships, and work environment. The completed questionnaire would then be used to assist the Job Analyst who would then conduct an interview of the incumbent(s). A draft of the identified job duties, responsibilities, equipment, relationships, and work environment would be reviewed with the supervisor for accuracy. The Job Analyst would then prepare a job description and/or job specifications.

The method that you may use in Job Analysis will depend on practical concerns such as type of job, number of jobs, number of incumbents, and location of jobs.

What Aspects of a Job Are Analyzed?

Job Analysis should collect information on the following areas:

• Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc.
• Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.
• Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis.
• Relationships Supervision given and received. Relationships with internal or external people.
• Requirements The knowledges, skills, and abilities (KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.

Steps Involved in Job Analysis

Job analysis is the procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. It is a process of collecting information related to various aspects of the job. The main purposes of conducting job analysis are to prepare a job description and job specification which in turn helps to hire the right quality of workforce into the organization.

It collects and analyses the information associated with job description and specifications. Following steps are involved in job analysis:

1. Information Collection

This is the first step of job analysis under which required information related to various aspects of jobs are collected. Probably the most important consideration is to identify the objectives of the job analysis. Information is obtained through different methods such as interview, observation, questionnaire, critical incidents etc. It is associated with the preparation of plans and programs and assignment of responsibilities to the concerned person.

1. Review Background Information

This is the second step of job analysis process under which the previously collected information is reviewed to design organizational charts, current position descriptions and specifications, procedures, manuals and process charts. These help in the detailed assessment of job.

1. Selection of Representative Position to be Analyzed

Analyzing all jobs at a time is a complex and costly affair. So, only a representative sample of jobs is selected for the purpose of detailed analysis. Under it, the job analyst investigates to determine which organization managers or employees require job analysis. He should also determine for what purpose the job must be analyzed.

1. Analysis of Job by Collecting Data

Under this step of job analysis process, a job analyst obtains the data and information related to the selected jobs. The information is collected on the job activities, required employee behaviors, working conditions, human traits and qualities, abilities to perform the job and other various dimensions of the job. Data can be collected either through questionnaire, observation or interviews.

1. Develop Job Description

In this step of job analysis, a job description schedule is developed through the information collected in the above step. This is the written statement which describes the prominent characteristics of the job along with duties, location, and degree of risk involved in each job.

1. Develop Job Specification

Developing the job specification is the last step of job analysis process under which a detailed specification statement is prepared showing the minimum requirement of each job. It consists of a requirement of the job holder for successfully performing the job. A job specification summarizes the personal qualities, traits, skills, knowledge, and background required to perform the specific task. It also involves the physical and psychological attributes of the incumbent.

Information Source:

• accountlearning.blogspot.com

The process of job analysis must be conducted in a logical manner, following appropriate management and professional psychometric practices. Therefore, a multistage process usually is followed, regardless of the job analysis methods used. The stages for a typical job analysis are outlined here, but they may vary with the methods used and the number of jobs included.

Below given figure illustrates the basic stages of the process.

1. Planning the Job Analysis

It is crucial that the job analysis process be planned before beginning the gathering of data from managers and employees. Probably the most important consideration is to identify the objectives of the job analysis. Maybe it is just to update job descriptions. Or, it may include as an outcome revising the compensation programs in the organization. Another objective could be to redesign the jobs in a department or division of the organization. Also, it could be to change the structure in parts of the organization to align it better with business strategies. Whatever the purpose identified, it is vital to obtain top management support. The backing of senior managers is needed as issues arise regarding changes in jobs or the organizational structure. Support from even the highest levels of management helps when managerial and employee anxieties and resistance arise.

2. Preparing and Introducing the Job Analysis

Preparation begins by identifying the jobs under review. For example, are the jobs to be analyzed hourly jobs, clerical jobs, all jobs in one division, or all jobs in the entire organization? In this phase, those who will be involved in conducting the job analysis and the methods to be used are identified.

Job Analysis

• Job analysis

  • Job Descriptions and Job Specifications

• Job Analysis and HR Activities

• Job Analysis Methods

• Stages in the Job Analysis Process

Job Design

• Job design

Methods or Techniques of Job Design

• • Job Rotation

  • Job Enrichment

  • Job Enlargement

• Job Evaluation

  • Qualitative Methods of Job Evaluation

  • Quantitative Methods of Job Evaluation

Also specified is how current incumbents and managers will participate in the process and how many employees’ jobs will be considered. Another task in the identification phase is to review existing documentation. Existing job descriptions, organization charts, previous job analysis information, and other industry-related resources all may be useful to review. Having details from this review may save time and effort later in the process. A crucial step is to communicate and explain the process to managers, affected employees, and other concerned people, such as union stewards. Explanations should address the natural concerns and anxieties people have when someone puts their jobs under close scrutiny. Items to be covered often include the purpose of the job analysis, the steps involved, the time schedule, how managers and employees will participate, who is doing the analysis, and whom to contact as questions arise. When employees are represented by a union, it is essential that union representatives be included in reviewing the job descriptions and specifications to lessen the possibility of future conflicts.

3. Conducting the Job Analysis

With the preparation completed, the job analysis can be conducted. The methods selected will determine the time line for the project. Sufficient time should be allotted for obtaining the information from employees and managers. If questionnaires are used, it is often helpful to have employees return them to supervisors or managers for review before giving them back to those conducting the job analysis. The questionnaire should be accompanied by a letter explaining the process and instructions for completing and returning the job analysis questionnaires. Once data from job analysis has been compiled, it should be sorted by job, the job family, and organizational unit. This step allows for comparison of data from similar jobs throughout the organization. The data also should be reviewed for completeness, and follow-up may be needed in the form of additional interviews or questions to be answered by managers and employees.

4. Developing Job Descriptions and Job Specifications

At this stage the job analysts will prepare draft job descriptions and job specifications. Later in this chapter is a section discussing details on how to write job descriptions and job specifications. Our purpose here is to emphasize that the drafts should be relatively complete and identify areas where additional clarifications are needed. Generally, organizations have found that having managers and employees write job descriptions is not recommended for several reasons. First, there is no consistency in format and details, both of which are important given the legal consequences of job descriptions. Second, managers and employees vary in their writing skills. Also, they may write the job descriptions and job specifications to reflect what they do and what their personal qualifications are, not what the job requires.

Once the drafts are completed, they should be reviewed by managers. Whether employees review the drafts or wait to receive the final job descriptions is often determined by the managerial style of the supervisors/managers and the culture of the organization regarding employee participation and communication. When finished, job descriptions are distributed by the HR department to managers, supervisors, and employees. It is important that each supervisor or manager review the completed description with individual employees so that there is understanding and agreement on the content that will be linked to performance appraisals, as well as to all other HR activities.

5. Maintaining and Updating Job Descriptions and Job Specifications

Once job descriptions and specifications have been completed and reviewed by all appropriate individuals, a system must be developed for keeping them current. Otherwise, the entire process, beginning with job analysis, may have to be repeated in several years. Because organizations are dynamic and evolving entities, rarely do all jobs stay the same for years. Someone in the HR department usually has responsibility for ensuring that job descriptions and specifications stay current. Employees performing the jobs and their managers play a crucial role because, as those closest to the jobs, they know when changes occur. One effective way to ensure that appropriate reviews occur is to use job descriptions and job specifications in other HR activities.

For example, each time a vacancy occurs, the job description and specifications should be reviewed and revised as appropriate before recruiting and selection efforts begin. Similarly, in some organizations, managers review the job description during each performance appraisal interview. This review enables the job holder and the supervisor to discuss whether the job description still describes the actual job adequately or whether it needs to be revised. In addition, a comprehensive and systematic review may be done during HR planning efforts. For many organizations, a complete review is made once every three years, or as technology shifts occur, and more frequently when major organizational changes are made.

What is the first step in job analysis?

Identification of Job Analysis Purpose: Well any process is futile until its purpose is not identified and defined. Therefore, the first step in the process is to determine its need and desired output.

What are the steps of job analysis process?

Job analysis can be described as a six-step process as follows:.

Determine the purpose for conducting job analysis. ... .

Identify the jobs to be analyzed. ... .

Review relevant background data. ... .

Plan and execute the job analysis project. ... .

Write the job description and job specifications. ... .

Periodic review..

What is the first step in job analysis quizlet?

Drafting job descriptions and specifications is typically the first step in the job analysis process. Responsibilities are obligations to perform certain tasks and duties. Job enlargement is increasing the depth of a job by adding responsibility for planning, organizing, controlling, or evaluating the job.

Why job analysis is the first step?

The job analysis is a crucial first step. It's the foundation of the recruitment and selection process. Job analysis is the process of collecting information about the specifics of each job in the organization.

What is the final step in the position analysis process?

What are the 3 major steps in conducting a job analysis?

What is the ultimate and final purpose of job analysis?

What is the first step in job analysis quizlet?