Job Analysis | Methods of collecting job data | ways to conduct a job analysis

Job Analysis | Methods of collecting job data | ways to conduct a job analysis

There are several ways & methods to conduct a job analysis and to collect job-related data’s, including interviews with officials and supervisors. Generally speaking, work methods of analysis can be lengthy and time-consuming, and there is always a propensity on the part of the management to over-analyze certain jobs and under examine other few.

(Meaning, definition, types of data collected by job analysis) Read more

The Traditional job analysis methods include:

1.    One-on-one interviewing;

2.    Behavioural event interviews;

3.    Phone interviews;

4.    Surveys;

5.    Work assessments;

6.    Developing a Curriculum (DACUM);

7.    Job analysis worksheets;

8.    Observations and procedural review.

All these Traditional job analysis methods can be used to gather information for job analysis. The DACUM process has been viewed 

as the fastest method used, but it can still take more than 2 days to obtain an authenticated task list.

(Uses & Purpose of Job Analysis)Read more

Here I will be discussing the following methods, a combination of which may be used subject to the situation and the organization respectively.

1. Observation Method: This was the first method of job analysis which involves simply watching & observing the Job position holder perform their jobs and taking notes. For instance, what the incumbent does, how he/she does it, and how much time is required for completion of a given task.

The positive side: the method is simple and it is perceived that data collected are accurate because of direct observation.

On the flip side, the negative points are: it is time-consuming; the analyst needs to be trained to observe and record the competence of a job incumbent. And training means additional cost too. Determining all these, the observation method may be used for analyzing repetitive, short-cycle, unskilled and semi-skilled jobs.

To achieve better results observation methods should be used along with other methods of job analysis.

2. Interview Method: Under this method, the analyst interviews the job holder along with their respective supervisors to bring about information about the job. Usually, these interviews are the most effective when structured with an interview form to record the information collected during the interview with the incumbents.

The positive side: it has one positive attributes of interacting with the job holder itself, who are in a good position to describe what they do in their respective areas.  

The negative side: This method is time-consuming due to the time taken to interview each job holder separately for their respective positions/areas.

The effectiveness of this method is subject to the attitude of the interviewer and the ability of the job holder to make meaningful replies.

3. Questionnaire Method: In this method, the incumbent is supposed to fill structured questionnaire (specifically designed)which should contain queries like job title, the job title of the incumbents' supervisor, reporting relations or hierarch chart, brief position description, role or purpose of the position and the equipment’s or tools(if any) required to perform his/her daily tasks. Further, this questionnaire should be cross-checked & approved by their supervisors.

These questions can cover certain vital aspects of the job such as degree of supervision required, level of freedom offered to make decisions, the occurrence of typical problems & appropriate skills to resolve the same independently and respective skills & aptitudes needed to carry out the work.

The positive side: less time consuming as large numbers of data can be collected in a relatively short span of time. However, one limitation is it’s subject to error due to the exclusive dependency upon questionnaire.  

4.  Checklist Method: This method resembles the questionnaire method however, it is highly subjective in nature and tends to be either yes or no variety. Checklists can cover as many as 100 activities and job holders are supposed to tick only those tasks that are included in their jobs. In addition, job holders are instructed to add any additional tasks that he/she performs apart from the tasks stated in the checklist. Thus the answered checklist becomes the base for charting job –related data.

This particular method is advantageous for large firms that have a large number of people assigned to one particular job tasks. This technique is however costly and hence not appropriate for small firms.

5. Technical conference method: This method uses a group or conference of supervisors who possess extensive knowledge about a job. The service of the supervisors is being used to gather details about the job by considering them as experts. The analyst initiates the discussion which provides details about jobs.

It is a good method to collect data, however; it lacks accuracy due to the non-involvement of the actual job holders in collecting job information.

6. Diary Method: Under this method, each job holders are supposed to record their daily activities in detail. Further, these details are used as a base for collecting job –related data.

If done truly, this method is accurate. But it is time-consuming as the recording of data May takes a number of days to complete.

7. Quantitative technique Method: there are 3 different quantitative techniques of job analysis namely – Position Analysis Questionnaire (PAQ), Management position description questionnaire (MPDQ) and functional job analysis (FJA). These popular 3 techniques of job analysis is used in the occasions where other narrative approaches are not appropriate to get the quantitative value of the jobs.

a.     PAQ: PAQ is a highly specialized Method for analyzing any job in terms of behaviour related to employee activities. The PAQ contains 195 behaviour-related job element statements on which a job is created depending on the degree to which an element (or descriptor) is present. These elements are grouped into six major sections: information input, mental process, and work output, relationships with others, job context, and other job characteristics.

The major advantage is of the PAQ is its applicability for almost all kinds of job. It helps in comparing a specific job with other job classifications, particularly for selection & remuneration purposes.

b.    MPDQ: MPDQ is a highly structured questionnaire containing 208 items relating to managerial responsibilities, restrictions, demands and other miscellaneous position characteristics. Further, these 208 items are categorized into 13 points

·       Product, Marketing and financial strategy planning

·       Coordination of other organizational units and personnel.

·       Internal business control

·       Products and services responsibility

·       Public & customer relation.

·       Advanced consulting

·       Autonomy of actions

·       Approval of financial commitments

·       Staff service

·       Supervision

·       Complexity and stress

·       Advanced financial responsibility

·       Broad personnel responsibility.    

c.      FJA: FJA attempts to describe whole-person on the job being an employee-oriented job analytical approach. The main attributes of FJA includes

· Division between what has been done and what employees need to do to get the job done.

· Jobs are executed in relation to data (draw mental resources), Things (draw physical resources) and people (draw interpersonal resources)

· While dealing with data, thing and people, the level of difficulty required are hierarchical and can be represented by an ordinal scale.

The Job Analysis methods described above are not to be viewed as mutually exclusive. None of them is universally superior. For best results – the ideal is a combination of these methods.