What is the major advantage of the questionnaire method of gathering data on jobs?
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Job analysis information can be gathered in a variety of ways. One consideration is who is to conduct the job analysis. Most frequently, a member of the HR staff coordinates this effort. Depending on which of the methods discussed next is used, others who often participate are managers, supervisors, and employees doing the jobs. For more complex analyses, industrial engineers may conduct time and motion studies. Show
Another consideration is the method to be used. Common methods are observations, interviews, questionnaires, and specialized methods of analysis. Combinations of these approaches frequently are used, depending on the situation and the organization. Each of these methods is discussed in some detail next. Observation When the observation method is used, a manager, job analyst, or industrial engineer observes the individual performing the job and takes notes to describe the tasks and duties performed. Observation may be continuous or based on intermittent sampling. Use of the observation method is limited because many jobs do not have complete and easily observed job duties or complete job cycles. Thus, observation may be more useful for repetitive jobs and in conjunction with other methods. Managers or job analysts using other methods may watch parts of a job being performed to gain a general familiarity with the job and the conditions under which it is performed. Multiple observations on several occasions also will help them use some of the other job analysis methods more effectively. WORK SAMPLING As a type of observation, work sampling does not require attention to each detailed action throughout an entire work cycle. Instead, a manager can determine the content and pace of a typical workday through statistical sampling of certain actions rather than through continuous observation and timing of all actions. Work sampling is particularly useful for routine and repetitive jobs. EMPLOYEE DIARY/LOG Another method requires that employees “observe” their own performances by keeping a diary/log of their job duties, noting how frequently they are performed and the time required for each duty. Although this approach sometimes generates useful information, it may be burdensome for employees to compile an accurate log. Also, employees sometimes perceive this approach as creating needless documentation that detracts from the performance of their work. Interviewing The interview method of gathering information requires that a manager or HR specialist visit each job site and talk with the employees performing each job. A standardized interview form is used most often to record the information. Frequently, both the employee and the employee’s supervisor must be interviewed to obtain a complete understanding of the job. In some situations, such as teamdirected jobs, group interviews also can be used, typically involving experienced job incumbents and/or supervisors. It usually requires the presence of a representative from the HR department as a mediator. For certain difficult-to-define jobs, group interviews are probably most appropriate. The interview method can be quite time consuming, especially if the interviewer talks with two or three employees doing each job. Professional and managerial jobs often are more complicated to analyze and usually require longer interviews. For these reasons, combining the interview with one of the other methods is suggested. Questionnaires The questionnaire is a widely used method of gathering data on jobs. A survey instrument is developed and given to employees and managers to complete. The major advantage of the questionnaire method is that information on a large number of jobs can be collected inexpensively in a relatively short period of time. However, the questionnaire method assumes that employees can accurately analyze and communicate information about their jobs. Employees may vary in their perceptions of the jobs, and even in their literacy. For these reasons, the questionnaire method is usually combined with interviews and observations to clarify and verify the questionnaire information. One type of questionnaire sometimes used is a checklist. Differing from the open-ended questionnaire, the checklist offers a simplified way for employees to give information. An obvious difficulty with the checklist is constructing it, which can be a complicated and detailed process. Overview of Job AnalysisJob analysis is the process of examining a job to determine what activities and duties it entails. While human resources may gather some job analysis data from incumbents, a crucial idea in job analysis is that the work, not the person doing the job, is analyzed. According to Management Study Guide, a job analysis is systematic research, study, and documentation of a given job's responsibilities, tasks, skills, accountabilities, work environment, and ability requirements. It also entails assessing the relative relevance of a job's obligations, responsibilities, and physical and emotional abilities. These variables define what a job requires and what an individual must possess to do a job well. The Job Analysis ConceptJob analysis is the process of gathering and evaluating information about a job in a company. It refers to a scientific and systematic examination of a job to gather all relevant information. "The process of researching and collecting information relevant to the operations and duties of a specific job," according to Edwin B. Flippo. Job analysis and job evaluation are commonly mistaken, although they are not the same thing. The contents provided by a Job Analysis
Related: Job Rotation: Advantages and Disadvantages Here are some examples of how a company may use job analysis data:
Related: The importance of Job Analysis Methods of Job AnalysisThough there are numerous methods for gathering job analysis data, the decision to use one or a mix of approaches is based on the demands and requirements of the company as well as the job analysis process's goals. Typically, all approaches focus on gathering essential job-related information. Still, when used together, they can reveal hidden or ignored information and prove to be useful tools for finding the right job-candidate match. According to the Management Study Guide, there are three common methods of job analysis. Management Study Guide It's not easy to figure out which duties employees undertake. When it comes to gathering information for job analysis, observation, as well as questionnaires or interviews with the most qualified incumbent(s), is the most successful method. The most prevalent job analysis methods are described here. 1. Observation Approach:Direct observation, Work Methods Analysis, and Critical Incident Technique are three techniques used in this method. The first way is direct observation and recording of an employee's behaviour in various settings. The second is for assembly-line or manufacturing employees and incorporates the study of time and motion. The third is about finding the work behaviours that lead to success.
Direct observation is a job analysis method that involves observing and recording behaviour, events, activities, tasks, and duties while a person or group is performing the job. Only when the job analyst is competent enough to know what to watch, how to analyze, and what is being seen can the observation approach be useful
Work methods analysis is a term used to describe manual and repetitive production operations like factory or assembly-line jobs. Time and motion studies, as well as micro-motion analysis, are part of the work procedures analysis.
The critical incident technique is a method used to collect data using a set of procedures. The observer observes crucial human behaviours, skills employed, and occurrences on the work using the critical incident approach. In the critical incident procedure, the employee's management provides full incident details. In comparison to other approaches, which may be quite objective and just need ratings of 5/10 or less, this method is quite subjective. It aids in the definition of the competencies and Knowledge, Skills, Abilities, and Other Attributes necessary for a task or collection of tasks associated with a job. The observer considers the physical talents employed and the mental ability required by the job holder. 2. Interview Technique:An interview method is a good tool for job analysis since it allows you to pose questions to incumbents and supervisors one-on-one or in the group. Structured interviews, unstructured interviews, and open-ended inquiries are all types of interviews. This strategy allows interviewers to learn how an employee feels about their work and the obligations that come with it. It entails the employee's job analysis. Questions answered during the interview should be carefully chosen to create honest and authentic feedback or collect accurate data. And, to avoid mistakes, it's always a good idea to interview more than one person to obtain a variety of replies. It may then be generalized and applied to the entire group. 3. Questionnaire Method:The questionnaire method is perhaps the most commonly used job analysis method. The jobholders are given a well-designed questionnaire to elicit essential job-related information. The questionnaires are given to supervisors once they have been completed. By speaking directly with jobholders, supervisors can get more information on a variety of topics. The method's effectiveness is dependent on several factors. The structured questionnaire must cover all job-related tasks and behaviors. Each task or behavior should be classified according to its importance, complexity, frequency, and relationship to total performance. Jobholders should be asked to rate the various aspects of their jobs and convey their results on paper. The ratings thus gathered are next scrutinized to determine the real job requirements. The data is delivered to the job analyzer once everything has been finalized. It consists of six methods, as follows: a. Position Analysis Questionnaire (PAQ Model):The PAQ Model is a job analysis questionnaire approach. It is a structured job analysis instrument established by Mc Cormick, Jeanneret, and Mecham (1972) to evaluate job qualities and connect them to human traits. It is made up of 194 job parts that define common human work behaviours, and these are divided into six major divisions. The PAQ enables management to arrange interrelated job elements into job dimensions scientifically and quantitatively. These are listed below: Employee Activities in the PAQ Model
b. Functional Job Analysis (FJA Model):The FJA model is a job analysis approach established by the United States Department of Labor's Employment and Training Administration. It consists of seven scales (numbers) that assess the following, three worker-function scales that determine the proportion of time spent with data, people, and objects; one worker-instruction scale; and three measures that assess reasoning, mathematics, and language. c. Work Profiling System (WPS Model):The WPS Model is a questionnaire approach for work analysis that was created by Saville & Holdsworth, Ltd. It is a computer-administered system for job analysis. The WPS is computer-administered on a company's premises. It includes a systematic questionnaire that assesses ability and personality traits in areas such as Hearing, Sight, Taste, Smell, Touch, Body Coordination, Verbal Skills, Number Skills, Complex Management Skills, Personality, and Team Role, among others. d. MOSAIC Model:The MOSAIC Model is a job analysis questionnaire approach that collects data from incumbents and supervisors. It includes 151 job activities that are prioritized for successful job performance and 22 skills that are prioritized for entry-level competency. e. Model of the Common Metric Questionnaire (CMQ):The CMQ model is a job analysis approach created by Harvey as a "worker-oriented" job analysis tool that may be used for a wide range of exempt and nonexempt employees. It contains 41 basic background questions, 62 questions about interactions with people, 80 questions about decision-making, 53 questions about physical and mechanical tasks, and 47 questions about work settings. f. FJAS Model (Fleishman Job Analysis System):The FJAS model, formerly the Manual for Ability Requirements Scales,is a job analysis approach that characterizes occupations in required capabilities. It comprises 52 cognitive, physical, psychomotor, and sensory ability categories, each of which has two parts: an operational and differential definition and a grading scale. Therefore, mastering the fundamentals of job analysis is essential since everyone will apply the strategies outlined in this article to some extent. Having a thorough grasp of the job, whether you're a manager, HR professional, or employee, will lead to smarter and more strategic judgments on the job or about the job. Kelin Zvomuya is a consultant at Industrial Psychology Consultants (Pvt) Ltd a management and human resources consulting firm. Phone: +263 4 481946-48/481950/2900276/2900966 Cell number: +263 785419889 Email: [email protected] Website: www.ipcconsultants.com What is questionnaire and its advantages?A questionnaire is a research instrument that consists of a set of questions or other types of prompts that aims to collect information from a respondent. A research questionnaire is typically a mix of close-ended questions and open-ended questions.
What are the advantages of questionnaires in research?Questionnaires provide a relatively cheap, quick and efficient way of obtaining large amounts of information from a large sample of people. Data can be collected relatively quickly because the researcher would not need to be present when the questionnaires were completed.
What is a major advantage of the position analysis questionnaire?Advantages and disadvantages
Position analysis questionnaire is inexpensive and takes little time to conduct. It is one of the most standardized job analysis methods, it has various levels of reliability, and its position can be compared through computer analysis.
What are advantages and disadvantages of questionnaire?Comparison Table for Advantages and Disadvantages of Questionnaire. |
