Methods of Job Analysis
...ns vary in addition to the amount of responsibility, mandatory levels of education, and in some instances, the environment in which the job must be performed. All of these factors must be analyzed before the appropriate level of compensation can be formulated. In addition to the above factors, an organization would be wise to conduct research on comparable positions within their respective industry. This would allow the organization to remain competitive by attracting the candidates best suited for the position. A fourth purpose of job analysis would be to formulate an effective method to evaluate employee performance. Job analysis can be used in performance review to identify or develop goals and objectives, performance standards, evaluation criteria, length of probationary periods, and duties to be evaluated. (www.job-analysis.net) I believe that a thorough job analysis, which ultimately leads to a clear and concise job description, can provide both the organization and the individual employee with an enhance sense of direction in terms of career mapping and long range planning and strategy. Methods of Job Analysis All methods of job analysis are geared to procure information on the actual tasks and duties of a job. To elaborate further, job analysis is to collect frequency, effort complexity, equipment, duration, skill, and standards of a particular position. Analysis also collects information pertaining to the environment in which a job is performed. The environment may have a significant impact on the physical requirements necessary to perform a job. The work environment may include unpleasant conditions and may also present an element of risk. Furthermore, job analysis needs to identify whether or not specific tools and/or equipment are needed to perform the job. It also needs to identify the relationships which are formed as a result of the job. What type(s) of supervision is/are received? Does the job entail relationships internally, externally, or both? In my opinion, the most important information which needs to be pulled from a job analysis is the requirements, or the knowledge, skills, and abilities needed to perform the job. While an incumbent may have higher levels of knowledge, skills, and abilities than those required for the job, a job analysis typically only states the minimum requirements to perform the job. (www.job-analysis.net) One exceptionally effective method of job analysis for an organization would be the utilization of job classification systems. Extremely easy to navigate and efficient when it comes to costs incurred, job classification systems offer a firm the opportunity to survey comparable positions within their respective industry for many different purposes. Purposes which can be achieved include deciphering a competitive compensation structure, defining the requirements of the position, and clarifying the tasks which make the job what it is. I can not emphasize enough the worth of job classification systems to organizations which lack a sophisticated human resource function or a budget large enough to conduct primary occupational research. Two fairly prominent job classification systems which work hand in hand are the Dictionary of Occupational Titles (DOT) and the Occupational Information Network (O-NET). The DOT was created by the Employment and Training Administration, and was last updated in 1991. It is included on the Office of Administrative Law Judges web site because it is a standard reference in several types of cases adjudicated by the Office of Administrative Law Judges, especially labor-related immigration cases. The DOT, however, has been replaced by the O*NET. (http://www.oalj.dol.gov/libdot.htm) The Occupational Information Network encompasses changes to the DOT in terms that reflect the latest research in the field of job analysis. By identifying and describing the key components of modern occupations, O*NET supplies up-dated information critical to the effective training, education, counseling and employment of workers. O*NET contains data describing over 1,100 occupations. O*NET also contains linkages that crosswalk O*NET occupational titles to eight other classification systems. O*NET uses "Occupational Profiles" to give a short overview of the most important data descriptions on each occupation. (http://www.job-analysis.net/G010.htm) Another job classification system of interest would be The Occupational Classification System manual, which was created for Bureau of Labor Statistics field economists to help ensure correct occupational matches when collecting compensation data. Available to the public, this manual allows the user to lookup job descriptions for occupations and is used by field economists in the classification of thousands of occupations. A second form of job analysis would include simple observation of the job being done. Direct Observation of incumbents performing their jobs enables the trained job analyst to obtain first-hand knowledge and information about the job being analyzed. The Observation method of Job Analysis is suited for jobs in which the work behaviors are 1) observable involving some degree of movement on the part of the incumbent, or 2) job tasks are short in duration allowing for many observations to be made in a short period of time or a significant part of the job can be observed in a short period of time, or 3) jobs in which the job analyst can learn information about the job through observation. Observation has its advantages as well as its disadvantages. (http://www.hr-guide.com/data/G013.htm) Advantages With direct observation, first hand knowledge can be gained about the job being analyzed. Other methods of job analysis only allow the human resource manager to indirectly obtain this information. Therefore, with other methods of job analysis, sources of error and omission are introduced by the incumbent being interviewed. The practice of directly observing the incumbent eliminates the chance for this type of error. Observation allows the job analyst to actually see and experience what the work environment is really like. The analyst can also make clear and concise decisions in regards to the tools and equipment being used, relationships with other workers, and the complexity of the job (requirements). Direct Observation of the people actually performing the job may be absolutely necessary to support testimony if the incumbent or applicant for the job has sued the employer. In most instances, a job analysis is necessary to support personnel actions taken by management. However, the job analysis may be of little or no value if the job analyst has not seen the incumbent perform the job. In other words, information based solely on the incumbent's description of their job may not hold up as credible evidence in a court of law. Disadvantages One obvious problem with the method of direct observation is that the simple presence of an observer may affect the incumbent, causing him or her to change their normal work behaviors and patterns. It is extremely important for the analyst to not interfere with the functions and procedures of the job being observed while conducting their analysis. It is human nature that a person may alter their traditional work behavior if they know they are being watched. This method is not appropriate for jobs that involve significant amounts of time spent in concentration or mental effort. The third effective method of job analysis which I plan to discuss is incumbent interviews. This method is used to collect a variety of information from the person who actually performs the job. This gives the analyst an opportunity to discover portions of the job that can not be observed. On the other hand, it also gives the incumbent an opportunity to exaggerate his or her responsibilities, or leave out portions of the position completely. I believe that a way to combat this could be to incorporate the observation method of job analysis in addition to the incumbent inter...