MHR 523 Lecture 3
Systematic study of a job to discover its specifications and skill requirements
Gathering information tells HR about the job roles, tasks, and responsibilities
Usually done for companies that are just starting up or currently non-existent
Helps identify jobs that are required and how many employees are required
Important to know that jobs change a lot becoming enlarged. Employees often find themselves
doing tasks that weren’t included in the job description
If employees are doing more work that they have agreed to do, their wages should also go up
because the job has become more difficult
o Wage-setting, recruitment, training, or job-simplification
****HR Activities Relying on Job Analysis (Define 5 HR activities that influence job analysis)
Improve productivity: high performers identified and analysed to be better than others
Avoid discrimination in employment
Person-job matching: characteristics required of employees required for job
Planning : better suited jobs are given to another department’s employees. Other department many not
require as many employees in the other department
Training: methods of training that will help low performers become high performing.
Compensation: same as wage setting
Quality of work life: enjoying work.
Performance standards: what makes employees work well? Set goals and standards to help people
reach these goals.
Re-design of jobs: Redesigning jobs as a result of job analysis.
Performance appraisal : decisions made on subjectivity, whether or not the supervisor likes you.
Steps in Job Analysis
• Phase 1 Preparation for Job Analysis
o Step 1: Familiarize with the organization and its job
• How each job role helps the organization meet its goals and
o Step 2: Determine uses of job analysis information
• Communicate to employees the uses of job analysis (e.g.
compensation: employees telling employer the jobs they do
that deserves a wage increase)
o Step 3: Identify jobs to be analysed
• Not all jobs need to be analyzed. (e.g. janitor at Ryerson not
helping organization meet its goals, therefore it does not need
to be analyzed).
• Phase 2 Collection of Job Analysis Information
o Step 4: Determine sources of job data
• Human and nonhuman
o Step 5: Data collection instrument design
• Questionaries used to collect information about each job.
• We want consistency so that we can compare results
• Job analysis schedules o Step 6: Choice of method for data collection
• Interviews: require most time and company resources, but
provide most in-depth answers
• Mailed questionnaires
• Employee log
• Observation: require most time and company resources, but
provide most in-depth answers
• Phase 3 Use of Job Analysis Information
o HR Systems & Change: how should we train and select employees?
o Job Descriptions and Specification: requirement of employee to perform
job (e.g. high school diploma)
o Job Performance Standards: high performers from low performers
o Job Design
A recognized list of functions, tasks, accountabilities, working conditions, and competencies for
a particular occupation or job