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CHAPTER 2: Job Analysis & Evaluation
Job Analysis
A thorough job analysis provides such information; job description, select employees, evaluate performance, or
conduct training programs without knowing the tasks an employee performs, the conditions under which they are
performed, and the competencies needed to perform the tasks
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 It is the process of determining the work activities and requirements, and the job description is the written
result of the job analysis
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 Employee Selection
 By identifying such requirements, it is possible to select tests or develop interview questions that will
determine whether a particular applicant possesses the necessary knowledge, skills, and abilities to carry out the
requirements of the job
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 Person-power Planning
 If individuals are hired for a particular job, to what other jobs can they expect to eventually be promoted and
become successful?
 Peter Principle – promoting employees until they eventually reach their highest level of incompetence
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 The use of specific, job-related categories leads to a more accurate performance appraisals that are better
accepted not only by employees but also by the courts
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 It is useful for determining pay levels, transfer, and promotions
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 Job Design
 By analyzing a job, wasted and unsafe motions can be eliminated, resulting in higher productivity and reduced
numbers of job injuries
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 Organizational Analysis
 The discovery of such lapses in organizational communication can be used to correct problems and help
an organization function better

Writing a Good Job Description
A job description is a relatively short summary of a job and should be about two to five pages in length
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Those duties can always be added to a job description, which can, and should, be updated on a regular basis
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The phrase “and performs other job-related duties as assigned” should be included in the job description
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 An accurate title also aids in employee selection and recruitment
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 Job titles can also affect perceptions of the status and worth of a job
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 It can be used in help-wanted advertisements, internal jobs, and company brochures
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 These tasks and activities should be organized into meaningful categories to make the job
description easy to read and understand
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 Information in this section is used primarily for employee selection and training
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 It is also important in providing applicants with disabilities with information they can use to
determine their ability to perform a job under a particular set of circumstances
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Compensation Information
 This section of the job description should contain information on the salary grade, whether the position
is exempt, and the compensable factors used to determine salary
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 These are the knowledge, skills, abilities, and other characteristics (KSAOs) (such as interest,
personality, and training) that are necessary to be successful on the job
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Contains KSAOs that an employee must have at the time of hiring
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(Used
for training purposes
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 The Uniform Guidelines state that a job analysis must be “professionally conducted,” and a job
analyst certainly cannot be called a professional unless she has been trained
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 Job Crafting – the informal changes that employees make in their jobs
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Which employees should participate?
 For organizations with relatively few people in each job, it is advisable to have all employees
participate in the job analysis,
 In organizations in which many people perform the same job, every person needs not to participate
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 In a field-based job analysis, the job analyst individually interviews/observes a number of
incumbents out in the field
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 Ansoorian & Shultz (1997) found moderate differences in physical effort made by
employees with varying levels of expertise
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 Mailhot (1996) did not find any differences in job analysis ratings made by employees of different
performance levels

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