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backtobasics The Magazine of WorldatWork

The Purpose of Job Analysis

ob analysis is the systematic study of positions to iden- including compensation, performance management, job design,

J tify their observable duties and responsibilities, as well as

the knowledge, skills and abilities required to perform
a particular task or group of tasks. Information obtained by
job evaluation, job classification, recruitment, selection, place-
ment, training and development, and organizational design.
Back to Basics is intended to provide entry-level information on issues relevant to compensation,
benefits and the work experience. Though factual in nature, nothing herein is to be construed as
job analysis can serve a number of organizational purposes, legal, accounting, actuarial or other such professional advice.

Methods of Job Analysis
Several methods may be used individually
or in combination to conduct a job analysis.
In job analysis conducted by HR profes-
sionals, it is common to use interviews,
observation and/or questionnaires.
Interviews
In a job analysis interview, the interviewer
generally uses prepared questions to
explore the work the job holder performs.
The interviewer listens to and documents
responses. The interview is structured, with
particular areas being addressed, explored,
related to each other and revisited to obtain
the depth of information required in job
analysis. The interviewee offers facts and
opinions about aspects of the job.
Observation
An observer watches a worker, recording
what the worker does, how the work is
accomplished and how long each task
takes. Observation allows the job analyst
to obtain first-hand information about the
position being analyzed. Obviously, this
method is suited for jobs in which the work
behaviors are readily visually observable.
Examples of jobs in which the observation
method is appropriate include machine
operator/adjuster, bus driver, skilled crafts
worker, etc.
Questionnaires
There are two types of questionnaires.
The structured questionnaire uses a stan-
dardized set of questions that limits job
incumbents to a predetermined set of
responses. The open-ended questionnaire
uses a standardized set of questions that
requires job incumbents to prepare a narra-
tive response (similar to an essay question).
Compiled by Jason C. Kovac, CCP, CBP, Practice
Leader, Total Rewards, jkovac@worldatwork.org

Method Advantages Disadvantages

Interview Allows incumbent to describe tasks and duties Incumbent may include extraneous data
that are not observable Incumbent might exaggerate or omit duties
Allows incumbent to offer subjective, qualitative Data will be subjective and require verification
information
May be difficult to combine data from disparate interviews
May yield data about cognitive and psychomotor
processes that are difficult to observe Requires experienced interviewer.
Works well for jobs with long job cycles.

Observation Preferred method for analyzing manual and Presence of an observer may cause incumbent to alter
psychomotor tasks normal work behavior
Yields first-hand knowledge of job Time consuming
Allows analyst to see the work environment, rela- Small sample size
tionships with other workers and complexity of job Validity and reliability may be problematic
Can be used to verify data from other sources Not appropriate for jobs that involve significant amounts
Simple to use. of time spent in concentration or mental effort.

Questionnaire Less expensive than other methods Responses may be incomplete or inaccurate
Potentially large sample size Responses may be difficult to interpret (open ended)
Relatively simple to implement Response rate may be low
If anonymous, may promote openness. May be difficult to construct.

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