andresultingjobdescriptionshowtheskills-andthereforethetraining-thatarerequired.ENSURECOMPLETEASSIGNMENTOFDUTIESJobanalysiscanalsohelpdiscoverunassignedduties.Forexample,inanalyzingthejobofyourcompany’sproductionmanager,youmayfindshereportsherselfasbeingresponsiblefoetwodozenorsodutiesincludingplanningweeklyproductionschedulesandpurchasingrawmaterials.Missing,however,isanyreferencetomanagingrawmaterialorfinishedgoodsinventories.Onfurtherinvestigationyoufindthatnoneoftheothermanufacturingpeopleisresponsibleforinventorymanagementeither.Yourjobanalysis(basednotjustonwhatemployeesreportantheirduties,butonwhatyouknowthesedutiesshouldbe)hasidentifiedadutytobeassigned.Missingdutieslikethisareoftenuncoveredthroughjobanalysis.Jobanalysisthusplaysaroleinremedyingthesortofproblemsthatwouldariseif,forexample,noonewereassignedtomanageinventories.Andyoucansee,jobanalysisplaysacentralroleinHRmanagement.ThisfactisacknowledgedbytheU.Sfederalagenciesuniformguidelinesonemployeeselection,whichstipulatethatjobanalysisisacrucialstepinvalidatingallmajorpersonnelactivities.Employersmustbeabletoshowthattheirscreeningtoolsandappraisalsareactuallyrelatedtoperformanceonthejobinquestion.Doingthis,ofcourse,requiresknowingwhatthejobentails-whichinturnrequiresacompetentjobanalysis.StepinjobanalysisTherearesixstepsindoingajobanalysis,asfollows.Step1Identifytheusetowhichtheinformationwillbeput,sincethiswilldeterminethedatayoucollectandhowyoucollectthen.Somedatacollectiontechniques-likeinterviewingtheemployeeandaskingwhatthejobentails-goodforwritingjobdescriptionsandselectingemployeesforthejob.Otherjobanalysistechniques(likethepositionanalysisquestionnairedescribedlater)donotprovidequalitativeinformationforjobdescriptions.Instead,theyprovidenumericalratingsforeachjob;thesecanbeusedtocomparejobstooneanotherforcompensationpurpose.Step2Reviewrelevantbackgroundinformationsuchasorganizationcharts,processcharts,andjobdescription.Organizationchartsshowtheorganizationwidedivisionofwork;howthejobinquestionrelatestootherjobs;andwherethejobfitsintheoverallorganization.Thechartshouldidentifythetitleofeachpositionand,bymeansofitsinterconnectinglines,whoreportstowhomandwithwhomthejobincumbentisexpectedtocommunicate.Aprocesschartprovidesamoredetailedpictureoftheworkflowthanisobtainableformtheorganizationchartalone.Initssimplestform,apr,ocesschart(liketheoneinfigure3-2)showstheflowofinputstoandoutputsfromthejobbeinganalyzed,(infigure3-2theinventorycontrolclerkisexpectedtoreceiveinventoryfromsuppliers;takerequestsforinventoryfromthetwoplantmanagers;providerequestedinventorytothesemanagers;andgiveinformationtothesemanagersonthestatusofin-stockinventories.)finally,theexistingjobdescription,ifthereisone,usuallyprovidesastartingpointforbuildingtherevisedjobdescription.Step3Selectrepresentativepositionstobeanalyzed.Thisisdonewhenmanysimilarjobsaretobeanalyzed,anditistootimeconsuming,forinstance,toanalyzethejobsofallassemblyworkers.Step4Nextactuallyanalyzethejob,bycollectingdataonjobactivities,requiredemployeebehaviors,workingconditions,andhumantraitsandabilitiesneededtoperformthejob,forthisstep,useoneormoreofthejobanalysismethodsexplainedlaterinthischapter.Step5Reviewtheinformationwithjobincumbents.Thejobanalysisinformationshouldbeverifiedwiththeworkerperformingthejobandwithhisorherimmediatesupervisor.Thiswillhelptoconfirmthattheinformationisfactuallycorrectandcomplete.Thisreviewstepcanalsohelpgaintheemployee’sacceptanceofthejobanalysisdataandconclusions,bygivingthatpersonachancetoreviewandmodifyyourdescriptionofthisorherjobactivities.Step6Developajobdescriptionandjobspecification.Ajobdescriptionandajobspecificationareusuallytwoconcreteproductsoftheanalysis.Thejobdescription(torepeat)isawrittenstatementthatdescribestheactivitiesandresponsibilitiesofthejob,aswellasimportantfeaturesofthejob,suchasworkingconditionsandsafetyhazards.Thejobspecificationsummarizesthepersonalqualities,traits,skills,andbackgroundrequiredforgettingthejobdone;itmaybeeitherinaseparatedocumentnoronthesamedocumentasthejobdescription.ME5THODSOFCOLLECTINGJOBANALYSISINFORMATIONIntroductionTherearevariouswaystocollectinformationontheduties,responsibilities,andactivitiesofthejob,andwe’lldiscussthemostimportantonesinthissection.Inpractice,youcoulduseanyoneofthemorcombinethetechniquesthatbestfityourpurpose.Thus,aninterviewmightbeappropriateforcreatingajobdescription,whereasthepositionanalysisquestionnairethatwe’lldiscussismoreappropriatefordeterminingtheworthofajobforcompensationpurposes.ConductingthejobanalysisusuallyinvolvesajointeffortbyanHRspecialist,theworker,andtheworker’ssupervisor.TheHRspecialist(perhapsanHRmanager,jobanalyst,orconsultant)mightobserveandanalyzethejobandthendevelopajobdescriptionandspecification.Thesupervisorandworkerwillalsogetinvolved,perhapsbyfillingoutquestionnaireslistingthesubordinate’sactivities.Thesupervisorandworkermaythenreviewandverifythejobanalyst’sconclusionsregardingthejob’sactivitiesandduties.Popularmethodsforcollectingjobanalysisinformationarediscussednext.TheinterviewThreetypesofinterviewsareusedtocollectjobanalysisdata-individualinterviewswitheachemployee,groupinterviewswithgroupsofemployeeshavingthesamejob,andsupervisorinterviewwithgroupsofemployeeshavingthesamejob,andsupervisorinterviewswithoneormoresupervisorswhoarethoroughlyknowledgeableaboutthejobbeinganalyzed.Thegroupinterviewisusedwhenalargenumberofemployeesareperformingsimilaroridenticalwork,anditcanbeaquickandinexpensivewaytolearnaboutthejob.Asarule,theworkers’immediatesupervisorwouldattendthegroupsession;ifnot,youshouldinterviewthesupervisorseparatelytogetthatperson’sperspectiveonthejob’sdutiesandresponsibilities.Whicheverinterviewyouuse,theintervieweeshouldfullyunderstandthereasonfortheinterview,sincethere’stendencyforsuchinterviewstobeviewed-rightlyorwronglyas“efficiencyevaluations.”Whentheyare,intervieweesmaynotbewillingtodescribethejobsaccurately.PROSANDCONSTheinterviewisprobablythemostwidelyusedmethodfordeterminingajob’sdutiesandresponsibilities,anditswideusereflectsitsadvantages,mostimportant,interviewingallowstheworkertoreportactivitiesandbehaviorsthatmightnototherwisecometolight.Forexample,importantactivitiesthatoccuronlyoccasionally,orinformalcommunication(between,say,aproductionsupervisorandthesalesmanager)thatwouldnotbeobviousfromtheorganizationchartcouldbeunearthedbyaskilledinterviewer.Theinterviewalsoprovidesanopportunitytoexplaintheneedforandfunctionsofthejobanalysis.Anditcanlettheemployeeventfrustrationsorviewsthatmightotherwisegounnoticedbymanagement.Interviewsarealsorelativelysimpleandquicklywaystocollectinformation.Themajorproblemwithinterviewsisdistortionofinformation,whetherduetooutrightfalsificationorhonestmisunderstandings.Jobanalysisisoftenapreludetochangingajob’spayrat.Employees,therefore,sometimes(legitimately)viewthemasefficiencyevaluationsthatmayaffecttheirpay.Theymaythentendtoexaggeratecertainresponsibilitieswhileminimizingothers.Obtainingvalidinformationcanthusbeaslowprocess,andit’susefultogetmultipleinputs.InterviewguidelinesThereareseveralthingstokeepinmindwhenconductingajobanalysisinterview.First,thejobanalystandsupervisorshouldworktogether.Identifytheworkerswhoknowthemostaboutthejob,aswellasthosewhomightbeexpectedtobethemostobjectiveindescribingtheirdutiesandresponsibilities.Second,establishrapportquicklywiththeintervieweebyknowingtheperson’sname,speakingineasilyunderstoodlanguage,brieflyreviewingthepurposeoftheinterview,andexplaininghowthepersoncametobechosenfortheinterview,Third,followastructuredguideorchecklist,onethatlistsquestionsandprovidesspaceforanswers.Thisensuresthatyou’llidentifycrucialquestionsaheadoftimeandthatallinterviewers(iftherearemorethanone)coveralltherequiredquestions.Howevermakesuretoalsogivetheworkersomeleewayinansweringquestionsandprovidesomeopen-endedquestionslike,“wasthereanythingwedidn’tcoverwithourquestions?”Fourth,whendutiesarenotperformedinaregularmanner-forinstance,whentheworkerdoesn’tperformthesamejoboverandoveragainmanytimesaday-youshouldasktheworkertolisthisorherdutiesinorderofimportanceandfrequencyofoccurrence.Thiswillensurethatcrucialactivitiesthatoccurinfrequently-likeanurse’soccasionalemergencyroomduties-aren’toverlooked.Finally,aftercompletingtheinterview,reviewandverifythedata.Thisisnormallydonebyreviewingtheinformationwiththeworker’simmediatesupervisorandwiththeinterviewee.中文译文工作分析定义一个组织的建立会导致一批工作的出现，而这些工作需要特定的人来承担。工作分析就是与此相关的一道程序，通过这一程序，我们可以确定某一工作的任务和性质是什么，以及那些类型的人适合被用来做这些工作。因此，分析结果要产生关于工作要求的信息；这信息是编写工作说明书(工作的内容是什么)和工作规范(雇用什么样的工人来从事这一工作)。作为一位主管人或者人事管理专家,你通常需要通过工作分析收集如下若干类型的信息：工作活动。首先，你经常需要搜集的信息之一是：承担工作的人必须进行的与工作有关的活动有哪些，诸如清扫，出售，教学，或者绘画。有时一张反应工作活动的清单实际上还显示出：承担工作的人应如何来执行工作中的每一项活动；为什么要执行这些活动以及何时执行这些活动。工作中人的行为。像感知、沟通、决策、撰写等人员行为方面的信息业一样是可以搜集到的。这里所包括的信息内容是：工作对承担工作的人有什么样的要求，如需要人消耗多少能量、要行走多元的路程等等。工作中使用机器，工具，设备以及其他辅助工具。这里所包括的信息有：在工作中生产什么样的产品；加工什么样的材料；接触或需要运用什么样的知识(诸如财政或者法律)，以及需要提供何种服务(诸如建议或者修理)。工作中的效绩标准。有关工作效绩标准方面的信息(例如，工作质量、数量或者工作的每一方面所消耗的时间等)也同样时要收集的。这类信息可以帮助我们弄清楚：应当用一种什么样的标准来对雇员进行评价。工作背景。这里所涉及的信息既包括工作的物理环境、工作时间表这一类内容，也包括工作的组织形式和社会环境–如通常同什么人打交道等此类内容，此外，还包括在工作中将获得何种经济激励，以及非经济激励方面的信息。工作对人的要求。最后，经常需要搜集的信息还包括工作对人的要求是什么，即工作本身队承担工作的人的知识或技能((教育水平，培训经历，工作经验等)，和个人特性（才能、生理特征、人格品性、兴趣等）有何要求。工作分析所获得信息的应用招募与甄选工作分析为你提供的信息包括：工作的任务有哪些，以及具备什么样的条件的人才能完成这些任务。这与工作说明书和工作规范的信息实际上决定了你需要招募和雇佣什么样的人来从事此种工作。报酬为了估计每一种工作的价值以及对他们支付什么样的报酬比较合适，你也同样需要对每种工作所包括的任务有一个清楚地了解。这是因为，报酬（如工资和奖金）通常都是工作本身要求工作承担着所具备的技能、教育水平，以及工作中可能会出现的危害人身安全因素等联系在一起，而所有这些因素都必须工作分析才能得到确定。我们可以看到，许多雇主都要对组织中的工作进行分析（如三等文秘和四等文秘），而工作分析恰恰可以提供关于每一种工作价值相对价值的信息，从而有利于工作分类任务完成。工作效绩评价工作效绩评价过程就是将雇员的实际工作效绩同要求其达到的工作效绩标准进行对比的过程。而在许多情况下，工业工程师和其他一些专家都是借助工作分析手段来确定雇员应当达到何种效绩标准，以及需要完成哪些特定活动的。培训你还需要运用工作分析所获得的信息来设计组织的培训计划和人力开发计划。这是因为，工作分析以及作为工作分析结果的工作说明书显示出了工作本身要求雇员具备哪些技能，从而也就很自然的能够了解要对雇员进行何种技能培训。确保所有人的工作职责都落实到人头工作分析对于确保所有必须完成的工作任务都确定无疑地被分配到各个特定职位上去，也有着十分重要的意义。例如：在分析公司经理的现有工作时，你可能会发现，虽然该经理报告说，他自己所承担的职能包括特定每周生产计划、购买原材料、管理手下一线监督人员的日常工作等二十多项工作，但他却根本没提到原材料或库存产品的管理这一工作内容。经过进一步的调查以后，你可能会发现，生产部门中竟没有任何人对库存管理负责。这样，你所进行的工作分析（不是根据那些雇员自己报告说他们的工作职责有哪些，而是根据你自己对这些工作应该完成哪些任务的了解所做出的判断）就发现了一些必须被分配到人头上但却被所有人都忽略的工作职责常常可以通过工作分析被挖掘出来。这样，工作分析在挽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