Though there are several methods of collecting job analysis information yet choosing the one or a combination of more than one method depends upon the needs and requirements of organization and the objectives of the job analysis process. Typically, all the methods focus on collecting the basic job-related information but when used in combination may bring out the hidden or overlooked information and prove to be great tools for creating a perfect job-candidate fit.
Selecting an appropriate job analysis method depends on the structure of the organization, hierarchical levels, nature of job and responsibilities and duties involved in it. So, before executing any method, all advantages and disadvantages should be analyzed because the data collected through this process serves a great deal and helps organizations cope with current market trends, organizational changes, high attrition rate and many other day-to-day problems.
Let’s discuss few of job analysis methods that are commonly used by the organizations to investigate the demands of a specific job.
Most Common Methods of Job Analysis
- Observation Method: A job analyst observes an employee and records all his performed and non-performed task, fulfilled and un-fulfilled responsibilities and duties, methods, ways and skills used by him or her to perform various duties and his or her mental or emotional ability to handle challenges and risks. However, it seems one of the easiest methods to analyze a specific job but truth is that it is the most difficult one. Why? Let’s Discover.
- Interview Method: In this method, an employee is interviewed so that he or she comes up with their own working styles, problems faced by them, use of particular skills and techniques while performing their job and insecurities and fears about their careers.
- Questionnaire Method: Another commonly used job analysis method is getting the questionnaires filled from employees, their superiors and managers. However, this method also suffers from personal biasness. A great care should be takes while framing questions for different grades of employees.
It is due to the fact that every person has his own way of observing things. Different people think different and interpret the findings in different ways. Therefore, the process may involve personal biasness or likes and dislikes and may not produce genuine results. This error can be avoided by proper training of job analyst or whoever will be conducting the job analysis process.
This particular method includes three techniques: direct observation, Work Methods Analysis and Critical Incident Technique. The first method includes direct observation and recording of behaviour of an employee in different situations. The second involves the study of time and motion and is specially used for assembly-line or factory workers. The third one is about identifying the work behaviours that result in performance.
This method helps interviewer know what exactly an employee thinks about his or her own job and responsibilities involved in it. It involves analysis of job by employee himself. In order to generate honest and true feedback or collect genuine data, questions asked during the interview should be carefully decided. And to avoid errors, it is always good to interview more than one individual to get a pool of responses. Then it can be generalized and used for the whole group.
In order to get the true job-related info, management should effectively communicate it to the staff that data collected will be used for their own good. It is very important to ensure them that it won’t be used against them in anyway. If it is not done properly, it will be a sheer wastage of time, money and human resources.
These are some of the most common methods of job analysis. However, there are several other specialized methods including task inventory, job element method, competency profiling, technical conference, threshold traits analysis system and a combination of these methods. While choosing a method, HR managers need to consider time, cost and human efforts included in conducting the process.
Related Articles
View All Articles
The article is Written By “Prachi Juneja” and Reviewed By Management Study Guide Content Team. MSG Content Team comprises experienced Faculty Member, Professionals and Subject Matter Experts. We are a ISO 2001:2015 Certified Education Provider. To Know more, click on About Us. The use of this material is free for learning and education purpose. Please reference authorship of content used, including link(s) to ManagementStudyGuide.com and the content page url.
The Job Analysis Interview: method to collect a variety of information from an incumbent by asking the incumbent to describe the tasks and duties performed.
| Allows the incumbent to describe tasks and duties that are not observable. | The incumbent may exaggerate or omit tasks and duties. |
Tips
Research Review multiple sources of job information prior to conducting the interview. These may include:Check out the Job Analysis Interview Guide.
Interview Methods
Unstructured Interviews Here the interview is a conversation with no prepared questions or predetermined line of investigation. However, the interviewer should explain:- the purpose of the study is and
- the particular focus of this interview
An unstructured interview involves question and response and may be free flowing but it becomes structured in the sense that the interviewer has a purpose and needs skill to
- establish a relationship
- ask well-structured questions to generate a conversational flow in which the interviewee offers information - factual, opinion, subjective and objective about aspects of the job
- to ensure information recieved is heard and understood - listening, clarifying and reflective summarizing
Effective listening requires concentration and this can be disturbed by interruptions, the interviewer's own thought processes and dificulty in remaining neutral about what is being said. Notes need to be taken without loss of good eye contact. Cues need to be picked up so that further questions can be asked to probe issues and areas of interest.
Structured Interviews A structured interview may assume a definite format involving:
- charting a job-holder's sequence of activities in performance
- an inventory or questionnaire may be used
A structured interview may be akin to a staff appraisal or job evaluation interview carried out by a manager with a subordinate. The manager is the analyst.
Interview Outcomes
Interviewing is a flexible method for all levels and types of job. An interview may focus on what a hypothetical job might involve.Interviews generate descriptive data and enable job-holders to interpret their activities. A good interviewer can probe sensitive areas in more depth. Structured questionnaires cannot easily do this. Jobholders can give overviews of their work and offer their perceptions and feelings about their job and the environment. Rigid questionnaires tend to be less effective where the more affective aspects of work are concerned.However information from different interviews can be
- hard to bring together
- there is potential for interviewer bias
- certain areas of the work may fail to be picked up
- an interview may stress one area and neglect others.
- there are problems in interpretation and analysis with the possibility of distorted impressions
- the subjectivity of the data captured needs to be considered
Interviewing as the sole method of job analysis in any particular project has disadvantages. Interviews are time consuming and training is needed. Co-counselling may remove the analyst and enable jobholders to discuss work between themselves. Through inexperience however they may miss items and there is the natural problem of people not establishing and maintaining rapport with each other during an interview.
We have textbook solutions for you!
The document you are viewing contains questions related to this textbook.
The document you are viewing contains questions related to this textbook.
Precision Machining Technology
Hoffman/Hopewell