Job Analysis

How to Conduct Job Analysis Effectively by I - Wei Chang and Brian H. Kleiner How to Conduct Job Analysis Job Analysis is a systematic process of obtaining valid job information to aid management in decision-making. Each component of this definition is critical; for example “systematic process” means the job analysis is carefully planned to meet specific objectives. Systematic process is implemented in such a manner that it ensures employee co-operation, and utilises job analysis methods that are acceptable within the human resource management field. The word “valid” indicates the method by which the information was obtained for job analysis is accurately followed. Sometimes when job analysis is inadequately conducted, it results in incomplete or inaccurate information. “Valid” also means the information obtained meets the purpose for which the job analysis was conducted. Finally, job analysis provides critically important information that will guide management in decision-making. In this article, the result of job analysis will be used in job evaluation and decision-making of compensation. The purpose of job analysis is to elicit information pertaining to various types of jobs. H. E. Roff and T.W. Watson (1961) of Management Selection Services Ltd suggests two stages: “(1) to collect and record evidence of the nature of the job; (2) to sift this recorded data to discover those aspects of the job which are important in relation to the problems which have prompted the undertaking of the job analysis”. Most importantly, the need to gain the trust, confidence, and co-operation of those whose jobs are being placed under scrutiny. The job analyst is naturally perceived by others with suspicion since his/her investigations are going to be used as the basis for job evaluation. It would be easy for him/her to be regarded as an enemy because his/her reports could lead to an undermining of an individual’s status, relative pay; and organisational position. Good communication

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