Job Analysis

Job analysis is the process of collecting information about jobs, including the observable activities performed; the tools and equipment necessary for the job; the context of the surrounding work environment; and the knowledge, skills, and abilities (KSAs) required to perform the job. From this process, organizations can produce two key written documents. The first, a job description, details the tasks performed by a jobholder. The second document is a job specification, which lists the KSAs deemed necessary for the job. Job analysis is a critical prerequisite to almost all personnel and organizational management processes. For example, to select the appropriate candidate for a particular open position, the organization must first determine what the job will require. In this instance, job analysis is a legal necessity, as the KSAs deemed necessary to perform the job successfully must be established as relevant to the job. Moreover, in the case of performance appraisal, employees should be evaluated on their completion of activities that are actually related to successful performance of their jobs.

The manner in which a job analysis may be conducted varies greatly. Some approaches are more job oriented; that is, they focus on the nature of the tasks performed. A task analysis inventory is an example of such a technique, as it breaks down jobs into the tasks that compose them. Other methods are worker oriented, in that they focus on the human talent required to perform the job; these processes generally place an emphasis on the necessary KSAs. A common example of this approach is the position analysis questionnaire, or PAQ. Organizations should consider using instruments from both types of approaches, enabling the formation of linkages from the tasks performed to the KSAs. For example, one of the tasks performed by a nurse supervisor may be to disseminate information regarding patients and procedures to other nurses. In this instance, oral communication ability will be critical to performing the job successfully.

Job analysis methods also differ in the manner in which information is obtained. Information about the job in question can be gathered from multiple sources, usually referred to as subject matter experts (SMEs). These sources include job incumbents, their supervisors, and trained job analysts. Although incumbents have the most knowledge of their jobs, they may tend to embellish the critical nature of their tasks. Therefore, supervisors and analysts are often used to provide a more objective picture. The SMEs may be interviewed about the nature of their work, or incumbents may be observed performing their job duties. In addition, SMEs may complete questionnaires or inventories pertaining to their job activities; these instruments often require SMEs to indicate the relevance of various tasks to their jobs. All techniques have advantages and disadvantages, and not all are appropriate for all jobs. For example, although direct observation allows for a detailed picture of the work performed, the practice can often be obtrusive to current employees. Organizations should consider these matters of practicality, and should use multiple techniques to combat the disadvantages of each.