Job Analysis Methods

Task Analysis

Task analysis involves a comprehensive listing of all the tasks performed in a job, such that a task is defined as a collection of related elements performed closely in time. Tasks have an identifiable beginning and end and are directed toward the achievement of specific job objectives. Once all the tasks are identified, they are typically placed into a job analysis survey and rated by workers and supervisors in a variety of ways, including how frequently the task is performed, how important the task is to the job, and whether it is important to be able to perform the task as soon as one starts on the job. Because the tasks performed are typically unique to a given job, separate task analyses need to be conducted for each job.

There are at least four steps associated with conducting a task analysis. The first step involves developing a comprehensive listing of tasks. Typically, workers and their supervisors are asked to help generate lists of all the tasks that are performed on the job. This can be done through individual brainstorming, group meetings, or individual interviews. In addition, job analysts often observe the job and consult any existing documentation (e.g., training manuals, checklists, performance appraisal forms) for additional insight into the tasks. Effective task statements typically begin with an action verb that describes what the worker does, how he or she does it, and to whom or what (object) and why a worker does it.

The second step involves taking the listing of tasks and developing a job analysis survey. Similar tasks are typically grouped by duty on the survey. One key issue in this step concerns what kinds of response scales to use. It is possible to collect multiple kinds of information about the tasks. For example, it may be important to know if a worker performs the task as part of his or her job. Other potentially important information may involve how much time a worker spends on each task, how difficult the task is to perform, how frequently the task is performed, how critical or important the task is to job success, the consequences of performing the task incorrectly, and whether one needs to be able to perform the task when one starts the job (or whether it can be learned on the job). The choice of response scale(s) should be dictated by the purpose of the job analysis and the conclusions one hopes to reach. It is important to realize, however, that there is often considerable overlap between different response scales and that it is fairly easy to overload respondents with multiple, similar response scales.

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