工作分析和工作計劃課件

PARTTWO-STAFFINGTHEORGANIZATIONJobAnalysisandJobDesign5PARTTWO-STAFFINGTHEORGANIChapter5OverviewBasicTerminologyJobAnalysisJobDesignChapter5OverviewBasicTermiBasicTerminologyJobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyFigure5.1|RelationshipamongDifferentJobComponentsFigure5.1|RelationshipamongBasicTerminologyJobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyTable5.1AreaofInformation ContentsJobtitleandlocation Nameofjobandwhereitislocated.Organizationalrelationship Abriefexplanationofthenumberofpersonssupervised(ifapplicable)andthejobtitle(s)oftheposition(s)supervised.Astatementconcerningsupervisionreceived.Relationtootherjobs Describesandoutlinesthecoordinationrequiredbythejob.Jobsummary Condensedexplanationofthecontentofthejob.Informationconcerning Thecontentofthisareavariesgreatlyfromjobjobrequirements tojobandfromorganizationtoorganization.Typicallyitincludesinformationonsuchtopicsasmachines,tools,andmaterials;mentalcomplexityandattentionrequired;physicaldemandsandworkingconditions.InformationProvidedbyaJobAnalysisTable5.1AreaofInformation BasicTerminologyJobAnalysis

ProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyTable5.2Ajobdescriptionshouldbeaformal,writtendocument,usuallyfromonetothreepageslong.Itshouldincludethefollowing:Datewritten.JobStatus(full-timeorpart-time;salaryorwage).Positiontitle.Jobsummary(asynopsisofthejobresponsibilities).Detailedlistofdutiesandresponsibilities.Supervisionreceived(towhomthejobholderreports).Supervisionexercised,ifany(whoreportstothisemployee).Principalcontacts(inandoutsidetheorganization).Relatedmeetingstobeattendedandreportstobefiled.Competencyorpositionrequirements.Requirededucationandexperience.Careermobility(position[s]forwhichjobholdermayqualifynext).ContentsofaJobDescriptionTable5.2AjobdescriptionshoBasicTerminologyJobAnalysis

ProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyJobAnalysis

ProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyJobAnalysis

ProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyBasicTermiTable5.3CategoryInformationinputMentalprocessesPhysicalactivitiesRelationshipswithotherpeopleJobcontextOtherjobcharacteristics

DescriptionWhereandhowdoestheemployeegettheinformationusedinperformingthejob?Whatreasoning,decision-making,planning,andinformation-processingactivitiesareinvolvedinperformingthejob?Whatphysicalactivitiesdoestheemployeeperform,andwhattoolsordevicesareused?Whatrelationshipswithotherpeoplearerequiredinperformingthejob?Inwhatphysicalorsocialcontestistheworkperformed?Whatactivities,conditions,orcharacteristicsotherthanthosedescribedabovearerelevanttothejob?ExamplesUseofwrittenmaterials.Near-visualdifferentiation.Levelofreasoninginproblemsolving.Coding/decoding.Useofkeyboarddevices.Assembling/disassembling.Instructing.Contactswithpublic,and/orcustomers.Hightemperature.Interpersonalconflictsituations.Specifiedworkpace.Amountofjobstructure.EmployeeActivityCategoriesUsedinthePAQTable5.3CategoryTable5.4Source:E.J.McCormick,P.R.Jeanneret,andR.C.Mecham,PositionAnalysisQuestionnaire.Copyright1969byPurdueResearchFoundation,WestLafayette,Ind.Reprintedwithpermission.SamplepagefromthePositionAnalysisQuestionnaire(PAQ)InformationinputI.ISourcesofJobInformationRateeachofthefollowingitemsintermsoftheextenttowhichitisusedbytheworkerasasourceofinformationinperformingthejob.I.I.IVisualSourcesofJobInformation 1 Writtenmaterials(books,reports,officenotes,articles,jobinstructions,signs,etc.) 2 Quantitativematerials(materialswhichdealwithquantitiesoramounts,suchasgraphs,accounts,specifications,tablesofnumbers,etc.) 3 Pictorialmaterial(picturesorpicturelikematerialsusedassourcesofinformation,forexample,drawings,blueprints,diagrams,maps,tracings,photographicfilms,x-rayfilms,TVpictures,etc.) 4 Patterns/relateddevices(templates,stencils,patterns,etc.,usedassourcesofinformationwhenobservedduringuse;donotincludeherematerialsdescribedinitem3above)Code ExtentofUseN Doesnotapply1 Nominal/veryfrequent2 Occasional3 Moderate4 Considerable5 Verysubstantial(Continued)Table5.4Source:E.J.McCormiTable5.4 (concluded) 5 Visualdisplays(dials,gauges,signallights,radarscopes,speedometers,clocks,etc.) 6 Measuringdevices(rules,calipers,tirepressuregauges,scales,thicknessgauges,pipettes,thermometers,protractors,etc.,usedtoobtainvisualinformationaboutphysicalmeasurements;donotincludeheredevicesdescribedinitem5above) 7 Mechanicaldevices(tools,equipment,machinery,andothermechanicaldeviceswhicharesourcesofinformationwhenobservedduringuseoroperation) 8 Materialsinprocess(parts,materials,etc.,whicharesourcesofinformationwhenbeingmodified,workedon,orotherwiseprocessed,suchasbreaddoughbeingmixed,workpiecebeturnedinalathe,fabricbeingcut,shoebeingresoled,etc.) 9 Materialsnotinprocess(parts,materials,objects,etc.,notintheprocessofbeingchangedormodified,whicharesourcesofinformationwhenbeinginspected,handled,packaged,distributed,orselected,etc.,suchasitemsormaterialsininventory,storage,ordistributionchannels,itemsbeinginspected,etc.) 10 Featuresofnature(landscapes,fields,geologicalsamples,vegetation,cloudformations,andotherfeaturesofnaturewhichareobservedorinspectedtoprovideinformation) 11 “Man-made”featuresofenvironment(structures,buildings,dams,highways,bridges,docks,railroads,andother“man-made”oralteredaspectsoftheindoororoutdoorenvironmentwhichareobservedorinspectedtoprovidejobinformation;donoconsiderequipment,machines,etc.,thatindividualsuseintheirwork,ascoveredbyitem7)SamplepagefromthePositionAnalysisQuestionnaire(PAQ)Table5.4 (concluded) 5 VisualTable5.5Source:W.B.TornovandP.R.Pinto,“TheDevelopmentofaManagerialJobTaxonomy:ASystemforDescribing,Classifying,andEvaluatingExecutivePositions,”JournalofAppliedPsychology61,no.4(1976),p.414.ManagementPositionDescriptionQuestionnaireCategories 1. Product,marketing,andfinancialstrategyplanning. 2. Coordinationofotherorganizationalunitsandpersonnel. 3. Internalbusinesscontrol. 4. Productsandservicesresponsibility. 5. Publicandcustomerrelations. 6. Advancedconsulting. 7. Autonomyofactions. 8. Approvaloffinancialcommitments. 9. Staffservice. 10. Supervision. 11. Complexityandstress. 12. Advancedfinancialresponsibility. 13. Broadpersonnelresponsibility.Table5.5Source:W.B.TornovBasicTerminologyJobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyTable5.6Source:U.S.DepartmentofLabor,RevisedHandbookforAnalyzingJobs(Washington,D.C.:U.S.GovernmentPrintingOffice,1991),p.73.LevelsofDifficultyforWorkerFunctionsinFJA

Data People Things 0 Synthesizing 0 Mentoring 0 Settingup 1 Coordinating 1 Negotiating 1 Precisionworking 2 Analyzing 2 Instructing 2 Operating-controlling 3 Compiling 3 Supervising 3 Driving-operating 4 Computing 4 Diverting 4 Manipulating 5 Copying 5 Persuading 5 Tending 6 Comparing 6 Speaking-signaling 6 Feeding-offbearing 7 Serving 7 Handling 8 Takinginstructions-helping Table5.6Source:U.S.DepartmBasicTerminologyJobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyTable5.71. Professional,technical,andmanagerial2. Clericalandsales3. Service4. Agriculture,fishing,forestry,andrelated5. Processing6. Machinetrades7. Benchwork8. Structuralwork9. MiscellaneousNineOccupationalCategoriesUsedbytheDOTTable5.71. Professional,techFigure5.2|HumanResourcesManagerasClassifiedbytheDOTSource:U.S.DepartmentofLabor,EmploymentandTrainingAdministration,DictionaryofOccupationalTitles,4thed.,rev.1991(Washington,D.C.:U.S.GovernmentPrintingOffice,1991).Figure5.2|HumanResourcesManBasicTerminologyJobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyJobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyBasicTermiTable5.8Source:WayneE.BarlowandEdwardZ.Hare,“APracticalGuidetotheAmericanswithDisabilitiesAct,”PersonnelJournal,June1992,p.54.1. Doesthepositionexisttoperformthesefunctions?Iftheperformanceofaparticularfunctionistheprincipalpurposeforhiringaperson,itwouldbeanessentialfunction.2. Wouldtheremovalofthefunctionfundamentallyaltertheposition?Ifthepurposeofthepositioncanbefulfilledwithoutperformingthefunction,itisn’tessential.3. What’sthedegreeofexpertiseorskillrequiredtoperformthefunction?Thefactthatanemployeeishiredforhisorherspecializedexpertisetoperformaparticularfunctionisevidencethatthefunctionisessential.4. Howmuchoftheemployee’stimeisspentperformingthefunction?Thefactthatanemployeespendsasubstantialamountoftimeperformingaparticularfunctionisevidencethatthefunctionisessential.5. Whataretheconsequencesoffailuretoperformthefunction?Thefactthattheconsequencesoffailurearesevereisevidencethatthefunctionisessential.6. Howmanyotheremployeesareavailableamongwhomthefunctioncanbedistributed?Thesmallerthenumberofemployeesavailableforperformingagroupoffunctions,thegreaterthelikelihoodthatanyoneofthemwillhavetoperformaparticularfunction.QuestionstoBeAddressedtoDetermineEssentialFunctionsTable5.8Source:WayneE.BarlBasicTerminologyJobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyJobDesignJobScopeandJobDepthSociotechnicalApproachtoJobDesignThePhysicalWorkEnvironmentAlternativeWorkSchedulesFlextimeTelecommutingJobSharingCondensedWorkweekJobDesignTable5.91. Fewerskillsrequiredperperson,whichmakesiteasiertorecruitandtrainemployees.2. Increasedproficiencythroughrepetitionandpracticeofthesametasks.3. Moreefficientuseofskillsbyprimarilyutilizingeachemployee’sbestskills.4. Lowwagesduetotheeasewithwhichlaborcanbesubstituted.5. Moreconformityinthefinalproductorservice.6. Differenttasksperformedconcurrently.AdvantagesofJobSpecializationTable5.91. FewerskillsrequiJobDesign

JobScopeandJobDepthSociotechnicalApproachtoJobDesignThePhysicalWorkEnvironmentAlternativeWorkSchedulesFlextimeTelecommutingJobSharingCondensedWorkweekJobDesign

JobScopeandJobDepthSociotechnicalApproachtoJobDesignThePhysicalWorkEnvironmentAlternativeWorkSchedulesFlextimeTelecommutingJobSharingCondensedWorkweekJobDesign

JobScopeandJobDepthSociotechnicalApproachtoJobDesignThePhysicalWorkEnvironmentAlternativeWorkSchedulesFlextimeTelecommutingJobSharingCondensedWorkweekJobDesign

JobScopeandJobDepthSociotechnicalApproachtoJobDesignThePhysicalWorkEnvironmentAlternativeWorkSchedulesFlextimeTelecommutingJobSharingCondensedWorkweekJobDesignJobDesignJobDe?Questions?Questions投入多一點(diǎn)，方法好一點(diǎn)，績效自然高一點(diǎn)。11月-2211月-22Monday,November7,2022未來的成功屬于質(zhì)量領(lǐng)先者。00:17:5700:17:5700:1711/7/202212:17:57AM若要產(chǎn)品好，個人品質(zhì)要提高。11月-2200:17:5700:17Nov-2207-Nov-22老毛病，要根治。小問題，要重視。00:17:5700:17:5700:17Monday,November7,2022管理基礎(chǔ)打得牢安全大廈層層高。11月-2211月-2200:17:5700:17:57November7,2022寧愿事前檢查，不可事后修改。2022年11月7日12:17上午11月-2211月-22搞好安全有責(zé)任，永為國家做貢獻(xiàn)。07十一月202212:17:57上午00:17:5711月-22抓好產(chǎn)品質(zhì)量，必須從我做起。十一月2212:17上午11月-2200:17November7,2022ISO9000--主客共享樂在其中。2022/11/70:17:5700:17:5707November2022安全第一，人人牢記。12:17:57上午12:17上午00:17:5711月-22確保質(zhì)量安全。11月-2211月-2200:1700:17:5700:17:57Nov-22船到江心補(bǔ)漏遲，事故臨頭后悔晚。2022/11/70:17:57Monday,November7,2022安全在于心細(xì)，事故出自大意。11月-222022/11/70:17:5711月-22謝謝大家！投入多一點(diǎn)，方法好一點(diǎn)，績效自然高一點(diǎn)。11月-2211月-PARTTWO-STAFFINGTHEORGANIZATIONJobAnalysisandJobDesign5PARTTWO-STAFFINGTHEORGANIChapter5OverviewBasicTerminologyJobAnalysisJobDesignChapter5OverviewBasicTermiBasicTerminologyJobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyFigure5.1|RelationshipamongDifferentJobComponentsFigure5.1|RelationshipamongBasicTerminologyJobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyTable5.1AreaofInformation ContentsJobtitleandlocation Nameofjobandwhereitislocated.Organizationalrelationship Abriefexplanationofthenumberofpersonssupervised(ifapplicable)andthejobtitle(s)oftheposition(s)supervised.Astatementconcerningsupervisionreceived.Relationtootherjobs Describesandoutlinesthecoordinationrequiredbythejob.Jobsummary Condensedexplanationofthecontentofthejob.Informationconcerning Thecontentofthisareavariesgreatlyfromjobjobrequirements tojobandfromorganizationtoorganization.Typicallyitincludesinformationonsuchtopicsasmachines,tools,andmaterials;mentalcomplexityandattentionrequired;physicaldemandsandworkingconditions.InformationProvidedbyaJobAnalysisTable5.1AreaofInformation BasicTerminologyJobAnalysis

ProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyTable5.2Ajobdescriptionshouldbeaformal,writtendocument,usuallyfromonetothreepageslong.Itshouldincludethefollowing:Datewritten.JobStatus(full-timeorpart-time;salaryorwage).Positiontitle.Jobsummary(asynopsisofthejobresponsibilities).Detailedlistofdutiesandresponsibilities.Supervisionreceived(towhomthejobholderreports).Supervisionexercised,ifany(whoreportstothisemployee).Principalcontacts(inandoutsidetheorganization).Relatedmeetingstobeattendedandreportstobefiled.Competencyorpositionrequirements.Requirededucationandexperience.Careermobility(position[s]forwhichjobholdermayqualifynext).ContentsofaJobDescriptionTable5.2AjobdescriptionshoBasicTerminologyJobAnalysis

ProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyJobAnalysis

ProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyJobAnalysis

ProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyBasicTermiTable5.3CategoryInformationinputMentalprocessesPhysicalactivitiesRelationshipswithotherpeopleJobcontextOtherjobcharacteristics

DescriptionWhereandhowdoestheemployeegettheinformationusedinperformingthejob?Whatreasoning,decision-making,planning,andinformation-processingactivitiesareinvolvedinperformingthejob?Whatphysicalactivitiesdoestheemployeeperform,andwhattoolsordevicesareused?Whatrelationshipswithotherpeoplearerequiredinperformingthejob?Inwhatphysicalorsocialcontestistheworkperformed?Whatactivities,conditions,orcharacteristicsotherthanthosedescribedabovearerelevanttothejob?ExamplesUseofwrittenmaterials.Near-visualdifferentiation.Levelofreasoninginproblemsolving.Coding/decoding.Useofkeyboarddevices.Assembling/disassembling.Instructing.Contactswithpublic,and/orcustomers.Hightemperature.Interpersonalconflictsituations.Specifiedworkpace.Amountofjobstructure.EmployeeActivityCategoriesUsedinthePAQTable5.3CategoryTable5.4Source:E.J.McCormick,P.R.Jeanneret,andR.C.Mecham,PositionAnalysisQuestionnaire.Copyright1969byPurdueResearchFoundation,WestLafayette,Ind.Reprintedwithpermission.SamplepagefromthePositionAnalysisQuestionnaire(PAQ)InformationinputI.ISourcesofJobInformationRateeachofthefollowingitemsintermsoftheextenttowhichitisusedbytheworkerasasourceofinformationinperformingthejob.I.I.IVisualSourcesofJobInformation 1 Writtenmaterials(books,reports,officenotes,articles,jobinstructions,signs,etc.) 2 Quantitativematerials(materialswhichdealwithquantitiesoramounts,suchasgraphs,accounts,specifications,tablesofnumbers,etc.) 3 Pictorialmaterial(picturesorpicturelikematerialsusedassourcesofinformation,forexample,drawings,blueprints,diagrams,maps,tracings,photographicfilms,x-rayfilms,TVpictures,etc.) 4 Patterns/relateddevices(templates,stencils,patterns,etc.,usedassourcesofinformationwhenobservedduringuse;donotincludeherematerialsdescribedinitem3above)Code ExtentofUseN Doesnotapply1 Nominal/veryfrequent2 Occasional3 Moderate4 Considerable5 Verysubstantial(Continued)Table5.4Source:E.J.McCormiTable5.4 (concluded) 5 Visualdisplays(dials,gauges,signallights,radarscopes,speedometers,clocks,etc.) 6 Measuringdevices(rules,calipers,tirepressuregauges,scales,thicknessgauges,pipettes,thermometers,protractors,etc.,usedtoobtainvisualinformationaboutphysicalmeasurements;donotincludeheredevicesdescribedinitem5above) 7 Mechanicaldevices(tools,equipment,machinery,andothermechanicaldeviceswhicharesourcesofinformationwhenobservedduringuseoroperation) 8 Materialsinprocess(parts,materials,etc.,whicharesourcesofinformationwhenbeingmodified,workedon,orotherwiseprocessed,suchasbreaddoughbeingmixed,workpiecebeturnedinalathe,fabricbeingcut,shoebeingresoled,etc.) 9 Materialsnotinprocess(parts,materials,objects,etc.,notintheprocessofbeingchangedormodified,whicharesourcesofinformationwhenbeinginspected,handled,packaged,distributed,orselected,etc.,suchasitemsormaterialsininventory,storage,ordistributionchannels,itemsbeinginspected,etc.) 10 Featuresofnature(landscapes,fields,geologicalsamples,vegetation,cloudformations,andotherfeaturesofnaturewhichareobservedorinspectedtoprovideinformation) 11 “Man-made”featuresofenvironment(structures,buildings,dams,highways,bridges,docks,railroads,andother“man-made”oralteredaspectsoftheindoororoutdoorenvironmentwhichareobservedorinspectedtoprovidejobinformation;donoconsiderequipment,machines,etc.,thatindividualsuseintheirwork,ascoveredbyitem7)SamplepagefromthePositionAnalysisQuestionnaire(PAQ)Table5.4 (concluded) 5 VisualTable5.5Source:W.B.TornovandP.R.Pinto,“TheDevelopmentofaManagerialJobTaxonomy:ASystemforDescribing,Classifying,andEvaluatingExecutivePositions,”JournalofAppliedPsychology61,no.4(1976),p.414.ManagementPositionDescriptionQuestionnaireCategories 1. Product,marketing,andfinancialstrategyplanning. 2. Coordinationofotherorganizationalunitsandpersonnel. 3. Internalbusinesscontrol. 4. Productsandservicesresponsibility. 5. Publicandcustomerrelations. 6. Advancedconsulting. 7. Autonomyofactions. 8. Approvaloffinancialcommitments. 9. Staffservice. 10. Supervision. 11. Complexityandstress. 12. Advancedfinancialresponsibility. 13. Broadpersonnelresponsibility.Table5.5Source:W.B.TornovBasicTerminologyJobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyTable5.6Source:U.S.DepartmentofLabor,RevisedHandbookforAnalyzingJobs(Washington,D.C.:U.S.GovernmentPrintingOffice,1991),p.73.LevelsofDifficultyforWorkerFunctionsinFJA

Data People Things 0 Synthesizing 0 Mentoring 0 Settingup 1 Coordinating 1 Negotiating 1 Precisionworking 2 Analyzing 2 Instructing 2 Operating-controlling 3 Compiling 3 Supervising 3 Driving-operating 4 Computing 4 Diverting 4 Manipulating 5 Copying 5 Persuading 5 Tending 6 Comparing 6 Speaking-signaling 6 Feeding-offbearing 7 Serving 7 Handling 8 Takinginstructions-helping Table5.6Source:U.S.DepartmBasicTerminologyJobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyTable5.71. Professional,technical,andmanagerial2. Clericalandsales3. Service4. Agriculture,fishing,forestry,andrelated5. Processing6. Machinetrades7. Benchwork8. Structuralwork9. MiscellaneousNineOccupationalCategoriesUsedbytheDOTTable5.71. Professional,techFigure5.2|HumanResourcesManagerasClassifiedbytheDOTSource:U.S.DepartmentofLabor,EmploymentandTrainingAdministration,DictionaryofOccupationalTitles,4thed.,rev.1991(Washington,D.C.:U.S.GovernmentPrintingOffice,1991).Figure5.2|HumanResourcesManBasicTerminologyJobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyJobAnalysisProductsofJobAnalysisJobAnalysisMethodsObservationInterviewsQuestionnaires

FunctionalJobAnalysisDictionaryofOccupationalTitles

O*NETDictionaryofOccupationalTitlesTheADAandJobAnalysisPotentialProblemswithJobAnalysisBasicTerminologyBasicTermiTable5.8Source:WayneE.BarlowandEdwardZ.Hare,“APracticalGuidetotheAmericanswithDisabilitiesAct,”PersonnelJournal,June1992,p.54.1. Doesthepositionexisttoperformthesefunctions?Iftheperformanceofaparticularfunctionistheprincipalpurposeforhiringaperson,itwouldbeanessentialfunction.2. Wouldtheremovalofthefunctionfundamentallyaltertheposition?Ifthepurposeofthepositioncanbefulfilledwithoutperformingthefunction,itisn’tessential.3. What’sthedegreeofexpertiseorskillrequiredtoperformthefunction?Thefactthatanemployeeishiredforhisorhe