Human Resource Management
Chapter 2 Job Analysis
引导案例：工作职责分歧
一个机床操作工把大量的机油洒在他机床地面上。车间主任叫操
作工把洒在地上的机油清扫干净，操作工拒绝执行，理由是工作
说明书里并没有包括清扫的条文。车间主任顾不上去查工作说明
书上的原文，就找一名服务工来做清扫。但服务工同样拒绝，他
的理由是其工作说明书里也没有包括这一类工作。车间主任威胁
说要把他解雇。因为这种服务工是分配到车间来做杂务的临时工。
服务工勉强同意，但是干完之后立即向公司投诉。有关人员看了
投诉后，审阅了三类人员的工作说明书：机床操作工、服务工和
勤杂工。机床操作工的工作说明书规定：操作工有责任保持机床
的清洁，使之处于可操作状态，但并未提及清扫地面。服务工的
工作说明书规定：服务工有责任以各种方式协助操作工，如领取
原材料和工具，随叫随到，即时服务，但也没有明确写明包括请
扫工作。勤杂工的工作说明书中确实包含了各种形式的清扫，但
是他的工作时间是从正常工人下班后开始。
Learning Objectives:
2-1 Job and Job Analysis
– 2-1-1 Job
– 2-1-2 Job Analysis
– 2-1-3 Functions of Job Analysis
2-2 Job Analysis Methods
– 2-2-1 Qualitative Techniques
– 2-2-2 Quantitative Techniques
2-3 Job Design
– 2-3-1 Job scope and Job depth
– 2-3-2 Job Analysis Today
2-1 Job Analysis Defined
2-1-1 Job
A job is a set of closely related activities carried out
for pay.
– Micromotion 微动作
– Element 元素
– Task 任务
– Duty 职责
– Position 职位
– Occupation 职业
Jobs in Organization
组
织
目
标
分工（任务结构）
分权（权力结构）
标准
程度
结果
性质
形式
大小
职责
职权
岗位体系
组织结构
差异性
相关性
横-类型
纵-水平
相似性
互补性
Thinking:What’s the Advantages of Job Specialization?
Relationship among Different Jobponents
职业
职业运动员
职业足球
运动员
职业篮球
运动员
职业棒球
运动员
职业曲棍球
运动员
工作
棒球手
内野手 外野手 接投球手
第
一
垒
第
二
垒
第
三
垒
游
击
手
左
野
手
中
野
手
右
野
手
接球手 投球手
职责
一些防守任务
职位 职位 职位
Relationship among Different JobponentsRelationship among Different Jobponents
2-1-2 Job analysis
Definition – Process of determining and
reporting pertinent information relating to the
nature of a specific job.
– It is the determination of the tasks whichprise the job
and of the skills,knowledge,abilities,and
responsibilities required of the holder for successful
job performance.
Information Provided by a Job Analysis
Content of job
When
Who
What(the task and
the duty of job)
Where(surrounding)
How(tool/equipment
)
Requirement of job
Knowledge
Skill
Ability
Qualification
Experience
Personality
（1）职务名称；（2）直接上级职位； （3）所属部门；
（4）工资等级；（5）工资水平； （6）所辖人员；
（7）定员人数；（8）工作性质。
工作概要
工作活动内容：活动内容；时间百分比；权限等
工作职责
工作结果
工作关系：受谁监督；监督谁；可晋升、可转换的职位及可升迁至
此的职位；与哪些职位有联系。
工作人员运用设备和信息说明
工作场所 工作环境的危险性
职业病 工作时间特征
工作的均衡性 工作环境的舒服程度
基本
资料
工作
描述
任职
资格
说明
工作
环境
最低学历；
所需培训的时间和科目；
从事本职工作和其他相关工作的年限和经验。
一般能力
兴趣爱好
个性特征
性别、年龄特征。
体能要求： 工作姿势 对视觉、听觉、嗅觉有何特殊要求
精神紧 体力消耗大小。
Contents of Job Analysis：
2-1-2 Products of Job Analysis
Job description工作描述
Definition 1：A list of a tasks, duties and
responsibilities(TDRs)that a job entails.
Definition 2 ：A list of a job's duties,
responsibilities, reporting relationships, working
conditions, and supervisory responsibilities.
It concentrates on the duties and responsibilities
and general working conditions.
Job specification工作规范
Definition 1：A list of the knowledge, skills,
abilities and other characteristics (KSAOs) that
an individual must he to perform the jobs.
Definition 2：A list of a job's "human
requirements," that is, the requisite education,
skills, personality, and so on.
It concentrates on characteristics needed to
perform the job.
直属部门：行政部
直属上级：行政部经理
适用范围：门店电脑主管
岗位职责：1）负责店内电脑数据的管理；
2）负责店内各种销售表格打印、分发；
3）协助店内商品盘点工作；
4）更改电脑库存；
5）负责店内商品价格更改；
6）店内ＰＯＳ机和电脑的维护。
主要工作：1）检查员工出勤状况，合理调度人力，控制人事成本；
2）检查报表的夜间打印和分发、反馈；
3）检查库存更正、价签打印、传真订单、临时变价等工作情况；
4）督促店内盘点的计划、安排、组织、实施和总结；
5）督促楼面各部门正确、及时处理各类报表；
6）负责电脑设备的维修、保养和正常运行；
7）与总部电脑部保持工作联系。
辅助工作：1）负责电脑办公室的清洁卫生工作；
2）传达部门经理的要求，共同达成部门目标；
3）协助做好顾客服务。
ExamplExampl某某省市电脑主管工作描述省市电脑主管工作描述
工作名称：秘书
资格条件：
1.教育程度：大学专科，接受过秘书技能培训
2.工作经验：三年相关工作经验
3.知识要求：经济与行政管理的基本知识
4.技能要求：
1）熟练运用计算机进行文字处理、基本绘图和通讯联系；
2）具备基本的公文写作技能，起草简单的常见公文；
3）具有一定的信息处理能力，能有效管理有关文件资料；
4）具备良好的判断能力，恰当安排上司的工作时间；
6）具有良好的人际关系和沟通技能。
Example of job Example of job
specificationspecification
工作规范范例工作规范范例
A job description should be a formal, written document, usually
from one to three pages long. It should include the following:
-Date written.编写日期
-Job Status (full-time or part-time; salary or wage).工作状态
-Position title.职位名称
-Job summary (a synopsis of the job responsibilities).工作概况
-Detailed list of duties and responsibilities.详细职责
-Supervision received (to whom the jobholder reports).受监督情况
-Supervision exercised, if any (who reports to this employee).监督情况
-Principal contacts (in and outside the organization).主要工作联系
-Related meetings to be attended and reports to be filed.相关会议与报告
petency or position requirements.能力或职位要求
-Required education and experience.教育和经验要求
-Career mobility (position[s] for which job holder may qualify next).
Contents of a Job Description P94
-018 MANAGER, PERSONEL (profess,&kin) alternate
titles: manager,human resources
Plans and carries out policies relating to all phases of personnel
activity:Recruits, interviews, and selects to fill vacant and
conducts new employee orientation to foster positive attitude towardpany
goals. Keeps record of insurance coverage, pension play, and personnel
transactions, such as hires, promotion, transfers, and terminations.
Investigates accidents and prepares reports for insurance carrier. Conducts
wage survey within labor market to determinepetitive wage rate. Prepares
budget of personnel operations. Meets with shop stewards and supervisors to
resolve grievances. Writes separation notices for employees separating with
cause and conducts exit interviews to determine reasons behind separations.
Prepares reports and rmends procedures to reduce absenteeism and
turnover. Representspany at personnel-related hearings and investigations.
Contracts with outside suppliers to provide employee services, such as
canteen, transportation, or relocation service. May prepare budge of
personnel operations,usingputer terminal. May administer manual and
dexterity tests to applicants. May supervise clerical workers. May keep
records of hired employee characteristics for governmental reporting
purpose. May negotiate collective bargaining agreement with BUSINESS
REPRESENTATIVE,LABOR UNION
部门：办公室 职等：7
职位：办事员 职系：行政管理
工作任务：负责公司人事及总务管理咨询
1、人员招聘与训练
2、人事资料登记与整理
3、人事资料的统计
4、员工请假、考勤管理
5、人事管理规章草拟
6、人员任免调动奖惩考勤薪酬等事项办理
7、劳工保险加退保与理赔事宜
8、文体活动与员工福利事项办理
9、员工各种证明熟的核发
10、文具设备事物用品的预算采购修善管理
11、办公环境安全及卫生管理工作
12、公司文书、信件等的收发事宜
13、书报杂志的订购与管理
14、接待来访人员
任职资格： 1、专科毕业，曾任人事及总务工作二年以上
2、高中毕业，曾任人事、总务工作六年以上
3、现任分类职务7职等以上
4、具有服务精神与善于处理人际关系者
5、男性为佳，女性亦可
Example of job
工作说明书范例
Example of job Example of job 工作说明书范例工作说明书范例
2-1-3 Functions of Job Analysis
引导案例：
科学管理的先驱泰勒在伯利恒钢铁厂运用工作描述设计流
程与工作地点的布局，使劳动生产率得到很大提高。伯利
恒钢铁厂的5座高炉由75名训练有素的生铁装卸工装车，
他们的平均装车量为每人每天吨，这在当时相对任何
地方来说，都是速度最快和费用最低廉的。通过工作分析
发现一流的生铁装卸工每人每天的装卸量不是吨，而
应该是它的近4倍，约为47吨或48吨。经过实施一个装卸
工一天可以吨的速度来装生铁，装卸工的工资比他的
工人多挣60%的工资。
Functions of Job Analysis
Job analysis Plays a central role in HRM. It serves as
the cornerstone of all human resource functions.
– Recruitment
– Selection and placement
– Orientation and Training
– Career counseling
– Employee safety
– Performance appraisal
– pensation
– Job definition and Job design
Job
Analysis
Performance
Appraisal
Job Description
and
Job Specification
Recruiting and
Selection
Decisions
Job Evaluation
Wage and Salary
Decisions
pensation)
Training
Requirements
Uses of Job Analysis Information
资料:
一世不仅是一位家族老板，而且是
企业工作分析的行家里手与始祖。他在自己的传记
《我的生活和工作》中详细地叙述了T型轿车8000多
道工序对工人的要求：
——949道工序需要强壮、灵活、身体各方面都
非常好的成年男子；
——3338道工序需要普通身体的男工；
——剩下工序可由女工或年纪稍大的儿童承担，
其中：
——50道工序由没有腿的人来完成；
——2637道工序由一条腿的人来完成；
——2道工序由没有手的人完成；
——715道工序由一只手的人完成；
——10道工序由失明的人完成。
Job analysis can help discover unassigned duties遗漏的职责. For
example, in analyzing you find g the job of yourpany’s
production manager生产经理, you may find she reports herself as
being responsible for two dozen or so duties including planning
weekly production schedules 生产计划and purchasing raw
materials购买原材料. Missing, however, is any reference to
managing raw material原材料管理 or finished goods inventories制
成品库存. On further investigation进一步的调查 you find that none
of the other manufacturing people生产员工 is responsible for
inventory management存货管理 either. Your job analysis (based
not just on what employees report as their duties, but on what
you know these duties should be) has identified a duty to be
assigned. Missing duties like this are often uncovered through
job analysis.
背景资料：
1883年，美国开始实行文官制度，19世纪末20世纪
初，第二次科技革命带来社会经济的迅猛发展，政
府职能进一步扩大，文官人数增至30万人。他们在
各种类型的政府机构工作，按不同新姿标准支付工
资，出现很多混乱和不合理现象，如同公不同酬、
同酬不同工等，早在1836年，美国联邦政府与五个
部门所雇用的336名书记员就因工资不公平向国会提
出请愿书，要求改变现状。如何将工作与薪金标准
化、合理化成为迫切要解决的问题。1923年，美率
先制定了第一个联邦政府职位分类方案，并以此为
基础开展薪酬管理。
2-2 Job Analysis Methods
Observation 观察法
– Time and motion study
– Time study
– Work sampling
Interview 访谈法
Participant Diary/Log 工作日志法
Questionnaire 问卷法
– Position Analysis Questionnaire(PAQ)
– Management Position Description Questionnaire
Functional Job Analysis(FJA) 功能性工作分析法
DOT/ONET Dictionary or Occupational Titles 文献法
2-2-1 Observation
Observation methods
– Motion study
– Time study
– Work sampling
Useful when jobs consist mainly
of observable physical activity
– Janitor看门人
– Assembly-line worker流水线工人
– Accounting clerk会计员
– Nurse护士
2-2-2 Interview
Interview Types:
– individual interviews
– group interviews
– supervisor interviews
PROS AND CONS
– Most widely used method
– Allows the worker to report
activities and behior that might not
otherwise surface
– Simple and Quick Ways to Collect
Information
– Major problem is distortion of
information
What is the job
being performed?
What exactly
do you do?
What are your
major duties?
Typical Interview Questions
Include:
sWhat is the job being performed?
sWhat are the major duties of your position?
sWhat physical locations do you work in?
sWhat are the education, experience, skill, and (where applicable)
certification and licensing requirements?
sWhat activities do you participate in?
sWhat are the job’s responsibilities and duties?
sWhat are the basic accountabilities or performance standards
that typify your work?
sWhat are your responsibilities? What are the environmental and
working conditions involved?
sWhat are the job’s physical demands? The emotional and mental
demands?
sWhat are the health and safety conditions?
sAre you exposed to any hazards or unusual working conditions?
2-2-3 Participant Diary/Logs
For every activity the employee engages in,
he or she records the activity, along with the
time in a log.
This can produce a veryplete picture of the
job, especially when supplemented with
subsequent interviews with the worker and
his or her supervisor.
2-2-4 Questionnaire
A typical job analysis questionnaire would he a mix
of open-ended and structured questions .
– Page111 gives an example of a job questionnaire.
Pros and Cons
– Quick
– Efficient
– A large number of employees
– Low cost
– Main problem: Developing the questionnaire and testing it
can be expensive and time consumingplex
2-2-5 Quantitative Techniques
Position Analysis Questionnaire (PAQ)
– An example shows a portion of a PAQ.
– An example shows a sample of a PAQ.
Management Position Description
Questionnaire
– An example shows categories of MPDQ.
Functional Job Analysis(FJA)
– An example shows levels of difficulty for worker in FJA.
Category
Information input
信息输入
Mental processes
智力过程
Physical activities
体力活动
Relationships with
other people
与他人关系
Job context
工作背景
Other job
Characteristics
其他工作特征
Description
Where and how does the employee get
the information used in performing the
job?
What reasoning, decision-making,
planning, and information-processing
activities are involved in performing the
job?
What physical activities does the
employee perform, and what tools or
devices are used?
What relationships with other people are
required in performing the job?
In what physical or social contest is the
work performed?
What activities, conditions, or
characteristics other than those described
above are relevant to the job?
Examples
Use of written materials.
Near-visual differentiation.
Level of reasoning in problem
solving.
Coding/decoding.
Use of keyboard devices.
Assembling/disassembling.
Instructing.
Contacts with public, and/or
customers.
High temperature.
Interpersonal conflict situations.
Specified work pace.
Amount of job structure.
Employee Activity Categories Used in the PAQ
Source: E. J. McCormick, P. R. Jeanneret, and R. C. Mecham, Position Analysis Questionnaire. 1969 by Purdue Research Foundation, West Lafayette, Ind. Reprinted with permission.
Information input信息输入
Sources of Job Information工作信息来源
Rate each of the following items in terms of
the extent to which it is used by the worker as
a source of information in performing the job.
Visual Sources of Job Information直观来源
1 Written materials (books, reports, office notes, articles, job instructions, signs, etc.)
2 Quantitative materials (materials which deal with quantities or amounts, such as
graphs, accounts, specifications, tables of numbers, etc.)
3 Pictorial material (pictures or picturelike materials used as sources of information, for
example, drawings, blueprints, diagrams, maps, tracings, photographic films, x-ray
films, TV pictures, etc.)
4 Patterns/related devices (templates, stencils, patterns, etc., used as sources of
information when observed during use; do not include here materials described in
item 3 above)
Code代码 Extent of Use使用程度
N Does not apply 不使用
1 Nominal/very frequent 很少用
2 Occasional 偶尔用
3 Moderate 一般使用
4 Considerable 比较多使用
5 Very substantial 经常使用
Sample page from the Position Analysis Questionnaire
Source: W. B. Tornov and P. R. Pinto, “The Development of a Managerial Job Taxonomy: A System for Describing, Classifying, and Evaluating Executive Positions,” Journal of Applied Psychology 61, no. 4
(1976), p. 414.
1. Product, marketing, and financial strategy planning.计划
2. Coordination of other organizational units and personnel.组织
3. Internal business control.控制
4. Products and services responsibility.服务
5. Public and customer relations.公共关系
6. Advanced consulting.咨询
7. Autonomy of actions.自主性
8. Approval of financialmitments.财务承诺
9. Staff service.
10. Supervision.监督
and stress.压力
12. Advanced financial responsibility.财务责任
13. Broad personnel responsibility.人事责任
Management Position Description Questionnaire Categories
Source: U. S. Department of Labor, Revised Handbook for Analyzing Jobs (Washington, D. C.: U. S. Government Printing Office, 1991), p. 73.
Data数据 People人员 Things事件
0 Synthesizing综合 0 Mentoring辅导 0 Setting up安装
1 Coordinating协调 1 Negotiating谈判 1 Precision working精密作业
2 Analyzing分析 2 Instructing指导 2 Operating-controlling运行控制
3piling编辑 3 Supervising监督 3 Driving-operating驱动运行
4puting计算 4 Diverting转变 4 Manipulating操作
5 Copying复制 5 Persuading劝导 5 Tending看管
6paring比较 6 Speaking-signaling交流 6 Feeding-offbearing进料清货
7 Serving服务 7 Handling处理
8 Taking instructions-helping接受指示
Levels of Difficulty for Worker Functions in FJA
2-2-6 Dictionary of Occupational
Titles
-018 GUIDE, PLANT (any industry)
alternate titles: plant tour guide
Escorts group of people through industrial
establishment, and describes features of
interest: Leads way along specified route and
explains various processes and operation of
machines. Answers questions and supplies
information on work of department or
departments visited.
GOE: STRENGTH: L GED: R3 M2 L3
SVP: 3 DLU: 77
Nine Occupational Categories
Used by the DOT
Professional, technical, and managerial专业技术及管理人员
Clerical and sales办事员与销售员carpenter
Service服务
Agriculture, fishing, forestry, and related农林渔及相关行业
Processing加工
Machine trades机械贸易
Bench work法律事务
Structural work建筑
Miscellaneous其他
Human Resources Manager as Classified by the DOT
观察法
能较多、较深刻地了解工作
要求
不适用于高层领导、研究工作、
耗时长或技术复杂的工作、不确
定性工作
面谈法
效率较高 面谈对象可能持怀疑、保留态度；
对提问要求高；
问卷调
查法
费用低；速度快，调查面广；
可在业余进行；化；可对调
查结果进行多方式、多用途
的分析
对问卷设计要求高；可能产生理
解上的不一致
实践法 短期内可掌握的工作 不适用于需进行大量训练或危险
的工作
典型事
例法
可揭示工作的动态性，生动
具体
费时；难以形成对一般性工作行
为的总的概念
各种工作分析方法的优缺点各种工作分析方法的优缺点
2-3 Job Design
2-3-1 Definition
– Process of structuring work and designating the
specific work activities of an individual or group.
Process can be divided into three phases
– Specification of individual tasks
– Specification of the method of performing each task
– bination of individual tasks into specific jobs
What
How
2-3-2 Dimensions of Job Design
Job scope 工作广度refers to the number and variety of
different tasks performed by job holder.
– Job enlargement
– Job rotation
Job depth 工作深度refers to the job holder’s freedom to
plan and organize his/her own work and work pace, and to
move around andmunicate as desired.
– Job enrichment
Socio-technical Approach 社会技术to Job Design
– Work team
Physical Environment 物理环境
Alternative Work Schedules
Flextime
Telmuting
Job Sharing
Condensed workweek
2-3-3 Job Analysis Today
Today’s business in a global marketplace
(revolutionary forces):
– Accelerating product
– Technological change
– Globalizedpetition
– Deregulation
– Political instability
– Trends to service society and information age
Today’s organization must be responsive, Flexible,
and capable ofpeting. As a result:
Job Analysis in a "Jobless" World
From Specialized to Enlarged Jobs从亚当斯密到赫兹伯格
– Organization:pyramid-shaped to flatter
– Work:specialized functions to Work teams and processes
– The boundaryless organizations
– Reengineering
“In such a situation people no longer take their cues from a
job description or a supervisor’s instructions. Signalse
from the changing demands of the work that needs doing,
changing as that changes. Managers lose their ‘jobs’,
too…”
Case Incident: Hurricane飓风飓风 Bonnie
In August 1998 Hurricane Bonnie hit North Carolina and the Optima
Air Filerpany. Many employees’homes were devastated毁坏 and the
firm found that it had to hire almost 30pletely new crews新员工, one
for each of its shifts离职者. The problem was that the “old timers”
had known their jobs so well that no one had ever bothered to draw
up job descriptions for them. When about 30 new employees began
taking their posts就职, there was general confusion混乱 about what
they should do and how they should do hurricane quickly
became old news to the firm’s out-of-state customers who wanted
filters,not excuses. Phil Mann, the firm’s president, was at his wits’
end束手无策. He had about 30 new employees——10 old-timers, and
his original factory supervisor原来的主管, Maybelline. He decided to
meet with Linda Lowe, a consultant from the local university’s
business school, who immediately had the old-timers fill out a job
questionnaire that listed all their duties. Arguments ensued接着发生
almost at once because both Phil and Maybelline thought the old-
timers were exaggerating夸大 to make themselves look more
important, and the old-timers insisted that the list faithfully reflected
their duties. Meanwhile, the customers clamored for叫嚷 their filter.
1. Should Phil and Linda ignore the old-timers‘ protests 抗议and
write up 补写the job descriptions as they see fit? Why? How
would you go about 着手做 resolving the differences?
In all likelihood, the old-timers are accurate 准确in their descriptions.
There are several of them, and it appears that all of their descriptions
agree. Also, since they were the ones actually doing the work, it is
likely 很可能that they were the only ones who knew what was actually
being done. One way to resolve the differences would be to examine
the specific items that Phil and Maybelline feel the old-timers are
padding夸大 their jobs with. Ask for evidence from the old-timers that
they did these functions, and ask for evidence from Phil and
Maybelline that someone else carried out those tasks.
would you he conducted the job analysis?
Other options may he been to conduct personal interviews instead of
the questionnaires. However, it is unlikely that the resulting
disagreement would he been oided by using another method. The
method that they used was a good one.
