Job analysis information can be gathered
in a variety of ways. One consideration is who is to conduct the job analysis.
Most frequently, a member of the HR staff coordinates this effort. Depending on
which of the methods discussed next is used, others who often participate are
managers, supervisors, and employees doing the jobs. For more complex analyses,
industrial engineers may conduct time and motion studies.
Another consideration is the method to be
used. Common methods are observations, interviews, questionnaires, and
specialized methods of analysis. Combinations of these approaches frequently are used,
depending on the situation and the organization. Each of these methods is
discussed in some detail next.
1. OBSERVATION
When the observation method is used, a
manager, job analyst, or industrial engineer observes the individual performing the job
and takes notes to describe the tasks and duties performed. Observation
may be continuous or based on intermittent sampling.
Use of the observation method is limited
because many jobs do not have complete and easily observed job duties or complete
job cycles. Thus, observation may be more useful for repetitive jobs and
in conjunction with other methods.
Managers or job analysts using other
methods may watch parts of a job being performed to gain a general familiarity with the job
and the conditions under which it is performed. Multiple observations on
several occasions also will help them use some of the other job analysis methods
more effectively.
WORK SAMPLING
As a type of observation, work
sampling does not require attention to each detailed action throughout an
entire work cycle. Instead, a manager can determine the content and pace of a
typical workday through statistical sampling of certain actions rather than through
continuous observation and timing of all actions. Work sampling is particularly
useful for routine and repetitive jobs.
EMPLOYEE DIARY/LOG
Another method requires that
employees “observe” their own performances by keeping a diary/log of
their job duties, noting how frequently they are performed and the time required
for each duty. Although this approach sometimes generates useful
information, it may be burdensome for employees to compile an accurate log. Also,
employees sometimes perceive this approach as creating needless documentation that
detracts from the performance of their work.
INTERVIEWING
The interview method of gathering
information requires that a manager or HR specialist visit each job site and talk
with the employees performing each job. A standardized interview form is used most
often to record the information. Frequently, both the employee and the employee’s
supervisor must be interviewed to obtain a complete understanding of the
job. In some situations, such as teamdirected jobs, group interviews also can be used,
typically involving experienced job incumbents and/or supervisors. It
usually requires the presence of a representative from the HR department as a
mediator. For certain difficult-to-define jobs, group interviews are probably most
appropriate.
The interview method can be quite time
consuming, especially if the interviewer talks with two or three employees doing
each job. Professional and managerial jobs often are more complicated to analyze
and usually require longer interviews. For these reasons, combining
the interview with one of the other methods is suggested.
QUESTIONNAIRES
The questionnaire is a widely used method
of gathering data on jobs. A survey instrument is developed and given to employees and
managers to complete. The typical job questionnaire often covers the
areas shown in Figure.
The major advantage of the questionnaire
method is that information on a large number of jobs can be collected inexpensively
in a relatively short period of time. However, the questionnaire method
assumes that employees can accurately analyze and communicate information about
their jobs. Employees may vary in their perceptions of the jobs, and even in
their literacy. For these reasons, the questionnaire method is usually combined with interviews and
observations to clarify and verify the questionnaire information.
One type of questionnaire sometimes used is a checklist. Differing from the open-ended questionnaire, the checklist offers a
simplified way for employees to give information. An obvious difficulty with the
checklist is constructing it, which
can be a complicated and detailed process.
Job
Analysis Questionnaire
