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Job Analysis and Design

Training Program Development. The organizational worker in more general terms then those used in a job
structure, work activities, and informational content analysis. The description is intended to provide a profile
identified in a job analysis serve as the basis for develop- of the job rather than describe the occupation in the detail
ing both the structure and content of a training program. found in most job analyses. The entries in a well-written
The structure of the occupation determines the organiza- job description are introduced by a descriptive verb and
tion of the curricular components of the training pro- closed by a noun defining the activity, for example, “main-
gram. The content of the training program depends on tains bank records.”
the activities and information needed to perform in the Complementing the job description is the job title.
occupation. In a competency-based training program, the
Job titles are general in nature, in that they reflect all the
titles of the tasks become the titles of the corresponding
activities contained in a job description. In one sense, a
learning objectives. The technical information topics and
performance steps of the tasks, respectively, serve as the job title is more an extension of the job description than
basis for identifying and organizing the knowledge- and of a completed job analysis.
performance-related learning activities of the learning
objectives. Organization Charts. Organization charts visually depict
Critical incident training is the result of applying the the line/staff relationships and responsibilities of depart-
activities and content of a job analysis in a specific train- ments/units and individuals working in an organization.
ing situation. As discussed by Davies (1981), the critical The information gleaned from a job description, together
incident method of instruction “focuses upon collecting with that found in the accompanying job classification,
information on key tasks, particularly on those where serves as the basis for determining the final configuration
problems occur” (p. 131). For these tasks, special training and content of a completed organization chart.
can be devised using the activities and informational con-
tent first identified in the job analysis and later, translated Time and Motion Studies. Time and motion studies
into learning objectives, curricula and instructional mate-
address the issues of industrial production and efficiency,
rials.
since they attempt to measure time on task, product qual-
ity, and worker safety. These studies are conducted in the
Job Classification. A job classification is used to group
workplace under normal working conditions. A com-
occupations by function level or ability. To classify jobs by
pleted job analysis provides the researcher with the neces-
function means to categorize them by similarity of func- sary list of tasks and performance steps, that is, work
tion or activity. For example, titles such as marketing, activities performed by employees in the completion of
accounting, production, management, and human
their jobs. The focus of a time and motion study is to
resources development imply that all people working in
eliminate wasted motion and determine the most efficient
the one of these defined areas are performing a similar
type of activity. Functional job classifications are regularly way of performing a particular task.
used in organizational development and in the prepara-
tion of organization charts. Quality Assurance Standards. As defined by Peach
In contrast, to classify occupations by ability level (1997), “Quality assurance includes all the planned and
involves using terms that designate amount of on-the-job systematic activities implemented within the quality sys-
experience, skill level, and types of education and train- tem” (p. 38). A job description provides the quality assur-
ing. Terms such as apprentice, journeyman, master, ance professional with the list of tasks performed in a
entry-level, technician, and specialist all reflect a classifi- particular job and the performance steps (procedures)
cation of jobs by ability level. The classification of required to perform each of the tasks. Also, in a compre-
employees by ability levels also guides organizational hensive job analysis, standards of performance for both
management in establishing the wage and salary sched- the tasks and performance steps are included. The two sets
ules of employees. of criteria assist in determining the quality outcomes of
both the task (product) and procedural steps (process).
Job Descriptions/Job Titles. A job description is a narra- The same two sets of quality standards are also appli-
tive statement defining a job, that is, what the employer cable in the education and training of people for the
expects of the employee in terms of on-the-job perform- workplace. Again, the content of the completed job analy-
ance. As stated by Winning (1996), “A job description [or sis would provide instructors with the standards used in
position description] is a list of responsibilities and func-
preparing students for employment.
tions … required in a particular position” (p. 1). A job
description categorizes and defines the activities of a SEE ALSO Job Enrichment

ENCYCLOPEDIA OF BUSINESS AND FINANCE, SECOND EDITION 443