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Unit III PowerPoint Presentation
Job Analysis Research
In conducting a job analysis, there are two areas: (1) job-based and (2) person-based structure. For this assignment,
identify the needed knowledge, skills, and abilities (KSAs); the tasks, duties, and responsibilities (TDRs); and any other
specifics for a registered nurse’s position.
We will be using research efforts to complete the assignment. Refer to

www.bls.gov/ooh/

to identify and collect needed
data/basic information about a registered nurse’s position. Utilize to the A-Z Index to access information on registered
nurses.
Then, use the following website to create your own structure-based analysis:

www.onetonline.org

. Follow the steps listed
below for the

www.onetonline.org

website to access the needed information.
1. Search

www.onetonline.org

.
2. Go to the Occupation Search section.
3. Enter the keyword (registered nurse) or the O*NET-SOC code.
4. Click the arrow.
5. Identify/record code for registered nurses.
6. Click Registered Nurses.
7. View the report.
8. Click the Custom tab at the top of the page. (Note: You will customize/select your own job analysis specifics based on
the job and person-based specifics.)
9. Check the appropriate boxes (see below for required information).
10. Click GO.
Once the data is collected, complete an eight- to ten-slide PowerPoint presentation about the job-based and person-based
structure needed for the registered nurse’s position.
The following information should be identified in the PowerPoint presentation:
education,
credentials,
KSAs,
tasks,
work activities and detailed work activities,
technology skills,
tools used,
wages, and
an explanation of what a job analysis is and its purpose.
As you create the content slides for your presentation, be sure to use the speaker notes function to explain the content in
detail for each of the slides. Imagine you are presenting to your company leaders.
Note: Keep the 6×6 PowerPoint rule in mind (i.e., slides should only include six to seven lines of content with no more than
six to seven words per line). Any illustrations should relate to the content being discussed. Be creative!
Include a title slide and references slide in your presentation; however, please keep in mind that these do not count toward
meeting the minimum slide requirement.
Click here to access a tutorial on PowerPoint presentation best practices.

UNIT III STUDY GUIDE
Job Design
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
2. Perform a job analysis.
2.1 Demonstrate how to conduct a job analysis.
2.2 Establish why a job analysis is conducted.
2.3 Explain what a job analysis is.
Course/Unit
Learning Outcomes
2.1
2.2
2.3
Learning Activity
Unit Lesson
Chapter 4, pp. 106–130
Chapter 5, pp. 140–164
Chapter 6, pp. 174–188, 197
Unit III PowerPoint Presentation
Unit Lesson
Chapter 4, pp. 106–130
Chapter 6, pp. 174–188, 197
Unit III PowerPoint Presentation
Unit Lesson
Chapter 4, pp. 106–130
Unit III PowerPoint Presentation
Reading Assignment
Chapter 4: Job Analysis, pp. 106–130
Chapter 5: Job-Based Structures and Job Evaluation, pp. 140–164
Chapter 6: Person-Based Structures, pp. 174–188, 197
Unit Lesson
Job Analysis: What is a Job Analysis?
Per the textbook, a job analysis is identified as the systematic process of collecting information that identifies
similarities and differences in the various positions within a work environment (Newman, Gerhart, & Milkovich,
2017). This is done to better align the positions within the organization in order to be able to identify specific
duties, responsibilities, functions, and pay of a position and to evaluate the jobs via a job evaluation. The job
analysis is used to better align the workforce from position titles to pay grades, which is conducted by a
human resources (HR) generalist or specialist who is trained to understand and manage the work demands
via the identified goals and objectives of the organization. Major responsibility lies in the hands of the HR
department, especially in the area of HR planning. That includes recruiting and hiring, which is directly aligned
with the job analysis.
BUS 4700, Compensation and Benefits
1
Job Analysis: How is the Information Collected?
UNIT x STUDY GUIDE
Title
Overall, the job analysis creates a better identity, description, and value of the position. A job analysis can be
conducted via several methods including question and answer (Q&A) sessions, surveys, observation/data
research, and interviews.
The following graphic illustrates a job analysis.
Method
Source of Data
Conducted by
Q&As
Employees
HR Generalist or Specialist
Surveys
Supervisors
Managers or Supervisers
Interviews
Managers
Outside Consultant
The importance of the job analysis is to identify functions, requirements, specifics, and level of importance for
each position within the organization. It creates a blueprint of the position from an HR standpoint of being able
to properly hire, train, develop, evaluate, and compensate the employees. From identifying with the
importance of a job analysis, it leads to being able to complete job descriptions and perform better job
evaluations. Specifics you identify with as you conduct a job analysis are listed below:
ï‚·
ï‚·
ï‚·
ï‚·
ï‚·
ï‚·
ï‚·
ï‚·
ï‚·
education;
credentials;
knowledge, skills, and abilities (KSAs) (competency-based analysis);
tasks, duties, and responsibilities (TDRs) (task-based analysis);
work activities/detailed work activities;
technology skills;
tools used;
wages; and
physical demands.
Onetonline.org is a great website to explore in order to conduct a job analysis. Below are steps in accessing
the specifics involved in conducting the analysis.
1.
2.
3.
4.
5.
6.
7.
8.
Search www.onetonline.org.
Go to the Occupation Search section.
Enter the keyword (registered nurse) or the O*NET-SOC code.
Click the arrow.
Identify/record code for registered nurses.
Click Registered Nurses.
View the report.
Click the Custom tab at the top of the page. (Note: You will customize/select your own job analysis
specifics based on the job and person-based specifics.)
9. Check the appropriate boxes (see below for required information).
10. Click GO.
Job Analysis Process: Why Is a Job Analysis Conducted?
According to Mathis, Jackson, Valentine, and Meglich (2017), when planning for a job analysis, you must
engage in the following five processes: (1) planning, (2), preparation, (3) conducting, (4) developing job
descriptions/job specifics, and (5) maintaining/updating. You can refer to the textbook for additional
information on each.
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UNIT x STUDY GUIDE
Title
Planning
Maintaining
and
Updating
Developing
Job
Description
and
Specifics
Preparation
Conducting
Planning: In the planning phase of the process, you are planning the job analysis, and you are obtaining and
gathering information to help with the analysis. This information is collected via the various methods
discussed earlier from the managers, supervisors, and/or employees. As the phase is completed, it is
important to have all parties aboard on the job analysis process to make sure alignment is being made with
the goals and objectives of the organization (e.g., organization’s compensation strategy).
Preparation: Preparation is where you prepare to introduce the jobs in question (i.e., the job that will go
through the job analysis). Here, you will identify with the collected data on the positions in order to determine
similarities and differences as well KSAs and TDRs. This phase will also involve input from managers,
supervisors, and/or employees.
Conducting: In this phase, you will compile and analyze the data. In addition, this is the phase where the
jobs will be divided according to the appropriate job, organizational unit, and/or job family. This will lead to
identifying the pay grades, rates, and levels.
Job Descriptions/Specifications: This phase is where the job description/specifications are both drafted
and further developed for accuracy. It is recommended that the descriptions/specifications are written from
the standpoint of who, what, when, where, why, and how regarding the position and not from the standpoint of
what you personally do to perform the position. This is why it is important to involve as many parties (i.e.,
managers, supervisors, and/or employees) as possible in developing the descriptions and specifications. This
is a great point to perform basic observations of the positions and conduct interviews with the individuals who
have performed and/or work in the job capacity.
Maintaining/Updating: In this phase, you are keeping the information for the descriptions and specifications
up-to-date and accurate. This is recommended to be conducted as often as possible but at least annually.
The data should be stored in hard copy and soft version forms. By storing the information, managers and
supervisors are able to use performance evaluations in determining performance, pay raises, promotions,
and/or terminations. The following table contains the sections identified as a part of a job description and job
specification.
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Identification Section
UNIT x STUDY GUIDE
In this section, you can identify the position title, department, reports-to information,
Title Equal Employment
Opportunity Commission (EEOC) class, and Fair Labor Standards Act (FLSA) status.
General Summary Section
In this section, you can identify a brief description/summary of the position.
Essential Job Function Section
In this section, you can identify the basic functions of the position, including TDRs (i.e., manages, assists,
administers, reviews, and/or recruits).
Knowledge, Skills, and Abilities Section
In this section, you can identify the required KSAs in fulfilling the demands and essential functions of the
position (i.e., core specifics/requirements of the position).
Education and Experience Section
In this section, you can identify the requirements for vetting an individual for the position (e.g., level of
experience, number of years of experience) and credentialing, (e.g., associate’s degree, bachelor’s degree
and/or master’s degree/1 to 2 years of experience).
Physical Requirements Section
In this section, you can identify the demands, which involve physical requirements in performing the
essential functions of the position. Also in this section, you will be able to identify the percentage of time
spent in performing the physical aspect of the position. This helps determine if the physical demand is
dominant or not within the position.
Working Conditions
In this section, you can identify the physical environment of the position (i.e., indoors/outdoors).
Disclaimer
In this section, you will identify the denial of legal claim, which requires a signature.
Legal Aspects of a Job Analysis
A job analysis helps establish an internally fair and aligned job structure (Newman et al., 2017). In maintaining
a fair and ethical process, it is important to abide by the laws and regulations associated. Examples are the
Americans with Disability Act (ADA) and the FLSA. Each of the regulations have stipulations that must be
adhered to in conducting the job analysis and job evaluation and when creating the job
description/specifications.
In the case of ADA, as the job analysis is conducted, you must identify the duties, responsibilities, and basic
essential functions of the position and how they can affect someone who is protected by the ADA regulations.
The ADA regulations came about in 1990, and as a result of the legislation, organizations are required to
accommodate individuals with disabilities. The accommodations must be within reason and must not bring
about undue hardship to the organization. The regulation is required of all employers with 15 or more
employees within the organization. Overall, the ADA requires organizations to identify the essential functions,
which are identified as the fundamental duties of the position (Newman et al., 2017). An example of a
reasonable accommodation is identifying the physical demands of the position and properly addressing an
employee who is physically challenged and/or impaired. The accommodations must be identified, researched,
and rendered accordingly in order to not violate the rights of the protected individual under the ADA
regulations.
The FLSA is directly associated with the job analysis. The FLSA was passed in 1938, regulating how certain
factors affect pay (e.g., overtime, minimum wage standards, hours of work, pay equity). As the job analysis is
conducted, you must consider the number of hours worked/spent on performing manual, routine, and/or
clerical duties in order to determine proper pay per hour and overtime. You must consider exempt status,
which is where the employee performs the duties in an executive, administrative, professional, and/or sales
capacity and is exempt from overtime. In conducting the job analysis, the organization must award each
position with the proper pay status (i.e., exempt or non-exempt) and classify if there are any
bonuses/incentives associated with the position. By this being conducted, it is practicing ethical, fair, and
equitable efforts in aligning all positions accordingly.
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Summary
UNIT x STUDY GUIDE
Title
Overall, a job analysis is crucial to the job design process, which leads to being able to successfully develop
the job descriptions and job specifications. The analysis allows you to better align the positions to the goals
and objectives of the organization. In addition, by conducting the analysis, the organization is able to
implement better hiring, recruiting, training, developing, evaluating, and compensating practices within the
organization. For additional information on the covered material, please refer to Chapters 4–6 in the textbook.
References
Newman, J. M., Gerhart, B., & Milkovich, G. T. (2017). Compensation (12th ed.). New York, NY: McGrawHill/Irwin.
Mathis, R. L., Jackson, J. H., Valentine, S. R., & Meglich, P. A. (2017). Human resource management (15th
ed.). Boston, MA: Cengage.
Learning Activities (Nongraded)
Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.
Refer to page 136 of the textbook, and complete the following “Review Questions” for Chapter 4.
1. Job analysis has been considered the cornerstone of human resource management. Precisely how does it
support managers making pay decisions?
2. What does job analysis have to do with internal alignment?
3. Describe the major decisions involved in job analysis.
Refer to page 170 of the textbook, and complete the following, which is one of the “Review Questions” in
Chapter 5.
1. How does job evaluation translate internal alignment policies (loosely coupled versus tight fitting) into
practice? What does a) organization strategy and objectives (b) flow of work (c) fairness, and (d) motivating
people’s behaviors toward organization objectives have to do with job evaluation?
Refer to page 203 of the textbook, and complete the following, which is one of the “Review Questions” in
Chapter 6.
5. How can a manager ensure that job evaluation or skill/competency based plans support a customer
centered strategy?
BUS 4700, Compensation and Benefits
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