Techniques of Job Analysis

Techniques of Job Analysis

Job Analysis is carried out by using certain techniques. Such techniques are as follow:

Observation Method

The Observation method of Job Analysis is suited for jobs in which the work behaviors are:

Observable involving some degree of movement on the part of the incumbent,

Or

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

Jobs in which the job analyst can learn information about the job through observation.

Jobs in which the Observation method is successful include:

Machine Operator/Adjuster

Construction Worker

Police Officer/Patrol Officer

Flight Attendant

Bus Driver

Housekeeper/Janitor

Skilled Crafts Worker

Advantages

With direct Observation, the trained job analyst can obtain first-hand knowledge and information about the job being analyzed. Other Job Analysis methods only allow the job analyst to indirectly obtain this information. Thus, with other methods of Job Analysis, sources of error are introduced either by the incumbent being interviewed or by items on the questionnaire. With direct observation of the incumbent, these sources of error are eliminated.

Direct Observation allows the job analyst to see (and in some cases experience) the work environment, tools and equipment used, interrelationships with other workers, and complexity of the job.

Direct Observation of incumbents may be necessary to support testimony if the incumbent or applicant for the job makes certain claims from the employer. A Job Analysis is necessary to support personnel actions that were taken. However, the job analysis may be of limited value if the job analyst has not seen the incumbent perform the job. In other words, relying solely on the incumbent’s description of their job may not withstand the test of job description.

Testimony about jobs personally done is direct testimony and not subject to hearsay rules.

Disadvantages

One problem with the direct Observation method of Job Analysis is that the presence of an observer may affect the incumbent causing the incumbent to alter their normal work behavior. It is important for the analyst to be unobtrusive in their observations. Incumbents may alter their work behavior if they know they are being observed.

This method is not appropriate for jobs that involve significant amounts of time spent in concentration or mental effort.

(2 ) Interview Methods

Unstructured Interviews

Here, the interview is a conversation with no prepared questions or predetermined line of investigation. However, the interviewer should explain:

what is the purpose of the study and

what is the particular focus of this interview.

The roles and the purposes give structure. The interviewer generally uses a questioning strategy to explore the work the job holder performs. Listening and taking notes are very important. These enable follow up questions to be posed. The questions and responses - with summaries enable the interview to be controlled. The conversation takes on a structure with areas being considered, explored, related to each other and revisited to secure the depth of information required in job analysis.

Structured Interviews

A structured interview may assume a definite format involving: charting a job- holder’s sequence of activities in performance and an inventory or questionnaire that may be used.

Care is needed to set up such interactions. A specialist analyst is not involved and participants need to know what they are doing, why and what is expected as a result. They may be trained as interviewers and note the structure of the interview as recommended. Notes and records are to be retained for subsequent analysis as and when needed.

Questionnaire

The questionnaire is a commonly used method of analyzing jobs and work. In this method the job holders are given a properly designed questionnaire aimed at eliciting relevant job-related information. After completion, the questionnaires are handed over to supervisors. The supervisors can seek further clarifications on various items by talking to the job holders directly. After everything is finalized, the data is given to the job analyst.

Critical Incident

The Critical Incident Technique ( CIT) is a set of procedures used for collecting direct observations of human behavior that have critical significance and meet methodically defined criteria.

The critical incident technique (CIT) is a qualitative approach to job analysis used to obtain specific, behaviorally focused descriptions of work or other activities. Here, the job holders are asked to describe several incidents based on their past experience. The incidents so collected are analyzed and classified according to the job areas they describe.

The job requirements will become clear once the analyst draws the line between effective and ineffective behaviors of workers on the job. The process of collecting a fairly good number of incidents is a lengthy one. Since, incidents of behavior can be quite dissimilar, the process of classifying data into usable job descriptions can be difficult. The analysts overseeing the work must have analytical skills and ability to translate the content of descriptions into meaningful statements.

There are certain advantages to the Critical incident Technique which are asunder:

Advantages

Flexible method

Data is collected from the respondent’s perspective and in his or her own words.

Does not force the respondents into any given framework.

Identifies even rare events that might be missed by other methods which only focus on common and everyday events.

Useful when problems occur but the cause and severity are not known.

Inexpensive and provides rich information.

Emphasizes the features that will make a system particularly vulnerable and can bring major benefits (e.g. safety).

Can be applied using questionnaires or interviews.

Job performance