The Basics of Job Analysis
The Basics of Job Analysis(P126)
工作分析基础
Organizations consist of jobs that have to be staffed. Job analysis is the procedure through which you determine the duties of these positions and the characteristics of the people to hire for them.组织为组成工作配备人员。工作分析是通过它您确定这些职位的职责和任职人员特点的过程。
Job analysis produces information used for writing job descriptions (a list of what the job entails ) and job specifications (what kind of people to hire for the job).
工作分析产生的信息用于工作描述（什么工作的清单）和工作规范（聘请的工作是什么样的人）。
The supervisor or HR specialist normally collects one or more of the following types of information via the job analysis:
主管或人力资源专家通常通过工作分析收集一个或多个以下类型的信息：
Work activities. First, he or she collects information about the job’s actual work activities, such as cleaning, selling, teaching, or painting. This list may also include how, why, and when the worker performs each activity.
工作活动。首先，他或她收集有关作业的实际工作中的活动，如清洁，销售，教学，或绘画，信息。此列表可能还包括如何，为什么，何时工人执行每一项活动。
Human behaviors. The specialist may also collect information about human behaviors like sensing, communicating, deciding, and writing. Included here would be information regarding job demands such as lifting weights or walking long distances.
人类的行为。像感应的人类行为的专家，也可能搜集信息，沟通，决定，并书面。这里包括将有关工作要求，如举重或步行长距离的信息。
Machines, tools, equipment, and work aids. This category includes information regarding tools used, materials processed, knowledge dealt with or applied (such as finance or law), and services rendered (such as counseling or repairing).
机器，工具，设备，和工作艾滋病。此类别包括信息工具使用，材料加工，处理或应用（如财务或法律）的知识，和提供的服务（如咨询或修理）。
Performance standards. The employer may also want information about the job’s performance standards (in terms of quantity or quality levels for each job duty, for instance). Management will use these standards to appraise employees.
性能标准。雇主可能还需要有关作业的性能标准的信息（在数量或质量水平为每个工作责任的条款，例如）。管理人员将使用这些标准来评价员工。
Job context. Included here is information about such matters as physical working conditions, work schedule, and the organizational and social context – for instance, the number of people with whom the employee would normally interact. Information regarding incentives might also be included here.
作业范围内。这里包括实际工作条件，工作日程，并组织和社会背景等事项的信息-例如，一些人与他们的雇员通常会交互。关于激励的信息也可能包括在这里。
Human requirements. This includes inf ormation regarding the job’s human requirements, such as job – related knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, physical characteristics, personality, interests).
人类的需求。这包括有关工作的人力需求，如工作-相关的知识或技能（教育，培训，工作经验）和个人属性所需（性向，身体特征，性格，兴趣）的信息。
Use of Job Analysis Information（P126）
工作分析信息的使用
As Figure 4-1 summarizes, employers use job analysis information to support several human resource management activities.
正如图4-1总结，雇主使用工作分析信息，以支持一些人力资源管理活动。
Recruitment and Selection 招聘和选拔
Job analysis provides information about what the job entails and what human characteristics are required to perform these activities.
工作分析提供关于工作带来什么，需要什么样的人的特点是执行这些活动的信息
This information, in the form of job descriptions and specifications, helps managers decide what sort of people to recruit and hire.
这一信息，以职位描述和规范的形式，帮助管理者决定招募和聘请什么人。
Compensation补偿
Job analysis information is indispensable for estimating the value of each job and its appropriate compensation.
工作分析的信息是不可缺少的在估算每个工作的价值和其相应的补偿时。
Compensation (such as salary and bonus) usually depends on the job’s required skill and education level, safety hazards, degree of responsibility, and so on – all factors you can assess through job analysis.
补偿（如工资和奖金），通常取决于其工作所需的技能和教育水平，安全隐患，责任程度，等等-所有这些因素，你可以通过工作分析评估。
Furthermore, many employers group jobs into classes (say, secretary Ⅲ and Ⅳ). Job analysis provides the information to determine the relative worth of each job– and thus its appropriate class.
此外，许多雇主成组类的工作（例如，秘书Ⅲ和Ⅳ）。工作分析提供的信息来确定每个作业的相对价值- 因而其相应的类。
Training 培训
The job description lists the activities and skills – and therefore the training– that the job requires.
职位描述列出的活动和技能- 因此培训-工作需要。
Performance Appraisal绩效评估
A performance appraisal compare s each employee’s actual performance with his or her performance standards.
绩效考核每个员工的实际表现与他或她的性能标准进行比较。
Doing so requires knowledge of the job’s duties and standards. Managers use job analysis to find out what these duties and performance standards are.
这样做需要的工作职责和标准知识。管理人员利用工作分析，找出这些职责和绩效标准。
Discovering Unassigned Duties
发现未分配的职责
Job analysis can also help reveal unassigned duties. For example, your company’s production manager says she’s responsible for a dozen or so duties, such as production schedul ing and raw material purchasing. Missing, however, is any reference to managing raw material inventories.
工作分析还可以帮助揭示未分配的职责。例如，贵公司的生产部经理说，她十几的工作，如生产调度，原材料采购，负责。然而，缺少原料库存管理的参考。
On further study, you learn that none of the other manufacturing people are responsible for inventory management, either.
在进一步的研究，您将学习，没有任何其他制造业的人负责库存管理，无论是。
You know from your review of other jobs like these that someone should be managing inventories. You’ve uncovered an essential unassigned duty, thanks to job analysis.
你知道从你喜欢这些其他工作的审查的人应该管理库存。你已经发现了一个重要的未分配的责任，由于工作分析。
Methods of Collecting Job Analysis Information(P129)
收集工作分析信息的方法
（P129)There are various ways (interviews, or questionnaires, for instance) to collect information on the duties, responsibilities, and activities of a job, and we discuss the most important ones in this section. In practice, you could use any one of them, or combine several.
有多种方法（访谈或问卷调查，例如）的职责，责任和工作的活动，以收集信息，和我们讨论在本节中的最重要的。在实践中，你可以使用其中任何一个，或合并几个。
Thus, an interview might be appropriate for creating a listing of job duties and job description, whereas the more quantitative Position Analysis Questionnaire may be best for quantifying each job’s relative worth for compensation purposes.
因此，面谈可能会适合编写一系列工作职责和工作描述，而更定量的工作分析问卷法可能是最好的量化每项工作的相对价值为补偿的目的。
Some Job Analysis Guidelines
一些工作分析准则（P129)
In any event, there are several practical considerations to keep in mind.
无论如何，牢记几种实用准则。
First, conducting the job analysis usually involves a joint effort by a HR specialist, the worker（实际任职者）, and the worker’s su pervisor.
首先，进行工作分析，通常包括人力资源专家，实际任职者，和任职者的主管的共同努力。
The HR specialist (perhaps a HR manager, job analysis, or consultant) might observe and analyze the job and then develop a job description and specification.
人力资源专家（也许是人力资源经理，工作分析，或顾问）可能观察和分析工作，然后制定一个工作说明和规范。
Often the supervisor and worker fill out questionnaires listing the subordinate’s duties and activities.
通常情况下，主管和工人填写问卷，列出下属的职责和活动。
The supervisor and worker may then review and verify the job analyst’s conclusions regarding the job’s
activities and duties.
主管和工人可能再检讨和验证工作的分析师的结论，关于作业的活动和职责。
Second, job analysis almost always requires collecting job analysis information from several people familiar with the job (called “subject matter experts”主题内容专家) such as job incumbents(任职者) and their supervisors, using questionnaires and interviews.For example the job incumbent or his or her supervisor alone will not suffice.
二，工作分析几乎总是需要从几个人熟悉作业（称为主题内容专家“标的物”），如工作的任职者和他们的上司，采用问卷调查和访谈的专家收集工作分析信息。例如作业现任或他或她的上司单独的将是不够的。
Third, if there are several employees doing the same job (as you might find for instance with the jobs of “programmer,” “assembler,” or “sales clerk”), it is typical to collect job analysis information from several of them from different departments, and then average up your results to determine how much time a typical employee on that job spends on each job duty.
第三，如果有几个员工做相同的工作（例如你可能找到与“程序员”，“汇编的工作”或“售货员”），它是典型的收集工作分析信息，从其中几个从不同的部门，然后你的结果，以确定每个工作职责上花费多少时间对这项工作的一个典型的雇员平均。
The caveat（警告，附加说明）is that employees who have the same job title(相同工作职称）but work in different departments may experience very different pressures. Therefore, simply adding up and averaging the amount of time that, say, recruiters in the engineering office and assembly plant each need to devote to “interviewing candidates” could end in misleading results.
警告，员工们有相同工作职称但在不同部门的工作可能会遇到很大的不同压力，因此，简单地增加平均的时间说，，招聘人员在工程办公室和装配厂的每一个需要投入，“对候选人进行面试”，最终可能会在令人误解的结果。
The point is that you must understand the job’s departmental context: The way someone with a particular job title spends his or her time is not necessarily the same from department to department.
关键是，你必须了解工作的部门背景：一些在特定职位工作的人花费的时间并不一定是需要与不同部门的相同。
Fourth, make sure the questions and surveys are clear and understandable to the respondents.
第四，确保问题和调查是明确的和可以理解的的受访者
Fifth, if possible, observe and question respondents（调查对象）early enough in the job analysis process to catch any problems while there’s still time to correct the job analysis procedure (such as the questions) you’re using.
第五，如果可能的话，尽早在工作分析过程中观察调查对象，足以捕捉任何问题，同时还有时间让你使用正确的工作分析程序（如问题）。
Interviews, questionnaires, observations, and diary/logs are the most popular methods for gathering job analysis data.
访谈，问卷调查，观察和日记/日志数据收集工作分析的最常用的方法。
They all provide realistic information about what job incumbents actually do. Managers use them for developing job descriptions and job specifications.
它们都提供什么职位任职实际上做的现实信息。管理人员利用他们开发工作描述和工作规范。
The Interview(P129)面试
Interviews are popular methods for obtaining job-related information.
面试获得工作有关的信息的常用方法。
They may range from completely unstructured interviews (“Tell me about your job”) to highly structured ones in which job analysts follow detailed questionnaires in asking their questions
他们的范围可以从完全非结构化面试（“告诉我你的工作”），以高度结构化的工作分析家按照详细的调查问卷，询问他们的问题。
Managers may conduct individual interviews with each employee, group interviews with groups of employees who have the same job, and/or supervisor interviews with one or more supervisors who
know the job.
管理者可进行个别访谈，与每一个员工，员工具有相同的工作组的小组访谈，和/或主管谁知道工作，与一个或
多个监事的采访。
They use group interviews when a large number of employees are performing similar or identical work, since it can be a quick and inexpensive way（一种多快好省的方法）to gather information.
他们利用小组访谈时，大量员工执行相似或相同的工作，因为它可以是一种多快好省的方法来收集信息。
As a rule, the workers’ immediate supervisor（雇员的直接上级主管）attends the group session; if not, you can interview the supervis or separately to get that person’s perspective on the job’s duties and
responsibilities.
作为一项规则，雇员的直接上级主管出席小组会议;如果没有，你可以单独采访主管，得到工作的职责和责任人
的观点，。
Whichever kind of interview you use, you need to be sure the interviewee fully understands the reason for the in terview, because there’s a tendency for such interviews to be viewed, rightly or wrongly,as “efficiency evaluations.” If so, interviewees may hesitate to describe their jobs accurately.
无论面试的一种使用，你需要，以确保受访者充分了解采访的原因，因为那里的一个这样的采访倾向来看待，
正确或错误的作为，“效率评估”如果是这样，受访者可能会毫不犹豫地向准确地描述他们的工作。
Pros and Cons(P130)优点和缺点
The interview is probably the most widely used method for identifying a job’s duties and responsibilities, and its wide use reflects its advantages.
采访可能是最常用的方法确定工作的职责和责任，和它的广泛使用，反映了它的优势。
It’s a simple and quick way to collect information, including information that might never appear on a written form.
这是一个简单而快速的方法来收集信息，包括信息可能永远不会出现在以书面形式。
For instance, a skilled interviewer can unearth （发掘）important activities that occur only occasionally, or informal contacts （非正式联系）that wouldn’t be obvious from the organization chart.
举例来说，一个熟练的面试官可以发掘的重要活动，只是偶尔发生，或非正式联系不会明显从组织结构图。The interview also provides an opportunity to explain the need for and functions of （必要性和作用）the job analysis. And the employee can vent frustrations that might otherwise go unnoticed by management.采访中还提供了一个机会解释的必要性和作用工作分析和雇员可以发泄，否则可能会去管理被忽视的挫折。Distortion of information （信息失真）is the main problem – whether due to outright falsification（有意弄虚作假）or honest misunderstanding（诚实的误解）.
信息失真是主要的问题-无论是由于有意弄虚作假或诚实的误解。
Job analysis is often a prelude（前奏）to changing a job’s pay rate（职位工资率）. Employees therefore may
legitimately（正当地，合理地）view the interview as some sort of “efficiency evaluation”（效率评价）that may
affect their pay.
工作分析是经常改变工作的工资率的前奏。员工因此可以合法地认为某种“效益评价”的采访，可能会影响他们的薪酬。
They may then tend to exaggerate（夸大）certain responsibilities while minimizing（缩小）others.
然后，他们可能倾向于夸大一定的责任，同时最大限度地缩小其他。
In one study researchers listed possible job duties either as simple task statements (“record phone messages and other routine information”), or as ability statements (“ability to record phone messages and other routine information”).
上市可能的工作职责，无论是简单的任务报表（“记录电话信息和其他日常信息”），或能力报表（“能够记录手机短信和其他日常信息”）的研究人员在一项研究中。
Respondents were much more likely to include the ability based versions of the statements than they were to include the simple task statements.
受访者包括陈述的能力为基础的版本比他们包括简单的任务报表更容易。
There may be a tendency for people to inflate their job’s importance when abili ties are involved, so as to impress the perceptions of others.
有可能是一个趋势，人夸大他们的工作的重要性，涉及能力时，这样才能打动别人的看法。Obtaining valid information can thus be a slow process（一个缓慢的过程）, and prudent analysis gets multiple inputs.从而获取有效的信息可以是一个缓慢的过程，而审慎的分析获取多个输入。
Typical Questions(P130)典型问题
Despite their drawbacks, interviews are widely used. Some typical interview questions include:
尽管他们的缺点，访谈被广泛使用。一些典型的面试问题包括：
What is the job being performed?
什么是正在执行的工作？
What are the major duties of your position? What exactly do you do?
什么是你的立场的主要职责是什么？究竟怎么做呢？
What physical locations （物理环境）do you work in?
什么样的物理位置（物理环境）你的工作吗？
What are the education, experience, skill, and [where applicable] certification（证书）and licensing requirements （工作许可证）?
什么是教育，经验，技能，和[如适用]证书和工作许可证？
In what activities do you participate?
在什么样的活动你参加吗？
What are the job’s responsibilities and duties?
什么是工作的责任和义务？
What are the basic accountabilities（基本经济责任）or performance standards（工作绩效标准）that typify your work?
什么是基本经济责任或工作绩效标准，典型的工作？
What are your responsibilities? What are the environmental and working conditions involved?
你有什么责任？什么是涉及的环境和工作条件？
What are the job’s physical demands（身体要求）? The emotional and mental demands（情绪和智力要求）?
什么是作业的身体要求？情绪和智力要求？
What are the health and safety conditions?
什么是健康和安全条件呢？
Are you exposed to any hazards（冒着危险）or unusual working conditions（在非正常工作条件下工作）?
你接触到任何冒着危险或在非正常工作条件下工作？
Structured interviews(P130)结构化面试
Many interviewers follow structured or checklist formats（结构化问卷或清单格式）. Figure 4-3(pagers 131-132) presents one example, in this case, a job analysis questionnaire.
许多面试官遵循结构或清单格式（结构化问卷或清单格式）。图4-3（传呼机131-132）提出了一个例子，在这种情况下，工作分析问卷。
It includes a series of detailed questions regarding matters like the general purpose of the job; supervisory responsibilities; job duties; and education, experience, and skills required.
它包括一系列详细的问题，像通用的工作事项，监督职责;岗位职责;和教育，经验，和所需的技能。
Of course, structured lists are not just for interviewers: Job analysis who collect information by personally observing the work or by using questionnaires–two methods explained below – can also use lists like these.
当然，结构性列出不仅仅是采访者：工作分析，收集信息，通过亲自观察工作或采用问卷调查-两种方法解释如下-也可以使用这些名单。
Interview Guidelines(P133)面试指南
Keep several things in mind when conducting a job analysis interview.
进行工作分析面谈时，请记住几件事情。
First, the job analyst and supervisor should work together to identify the workers who know the job best – and preferably those who’ll be most objective in describing （非常客观的描述）their duties and responsibilities.
首先，分析师和主管的工作应共同努力，以确定谁知道这个职位的最佳工人-最好是将最客观的描述（非常客观的描述）的职责和责任。
Second, quickly establish rapport（融洽、和谐）with the interviewee. Know the person’s name, speak in easily
understood language, briefly review the interview’s purpose, and explain how the person was chosen for the interview.二，迅速与受访者建立关系（融洽，和谐）。知道的人的名字，讲容易理解的语言，简要地回顾了采访的目的，并解释如何选择采访的人。
Third, follow a structured guide or checklist, one that lists questions and provides space for answers.
第三，遵循一个结构化的指南或清单，一，列出问题，并提供答案的空间。
This ensures you’ll identify（确认）crucial questions ahead of time and that all interviewees (if there’s more than one) cover all the required questions（回答所有应该回答的问题）.
这将确保你会确认未来的关键问题的时间和所有受访者（如果有一个以上的）回答所有应该回答的问题。
(However, also make sure to give the worker some leeway（灵活性，随意处置的余地）in answering questions, and provide some open – ended questions like, “Was there anything we didn’t cover with our questions?”)
（不过，也确保给工人一些余地（灵活性，随意处置的余地）在回答问题，并提供一些开放 -像结束的问题，“有什么我们没有涉及我们的问题吗？”）
Fourth, when duties are not performed in a regular manner–for instance, when the worker doesn’t perform the
same duties over and over again many times a day – ask the worker to list his or her duties in order of importance and frequency of occurrence.
第四，不定期地执行职责时-例如，当工人不执行一遍又一遍再多次，每天相同的职责-要求工人的重要性和频率的顺序列出他或她的职责发生。
This will ensure that you don’t overlook（遗漏）crucial but infrequently performed activities –like a nurse’s occasional emergency room（急诊室）duties.
这将确保你不能遗漏至关重要，但很少执行的活动-就像偶尔的急诊室的护士职责
Fifth, after completing the interview, review and verify the data. Specifically, review the information with the worker’s imm ediate supervisor and with the interviewee.
第五，完成采访后，审查和核实数据。具体来说，审查与工人的顶头上司，与受访者的信息。
Questionnaires问卷调查
Having employees fill out questionnaires to describe their job-related duties and responsibilities is another popular way to obtain job analysis information.
在员工填写问卷来形容他们的工作有关的职责和责任，是另一种流行的方式来获取工作分析信息。
Here, you have to decide how structured the questionnaire should be and what questions to include. Some questionnaires are very structured checklists.
在这里，你必须决定如何结构化的问卷应该和什么样的问题，包括。一些问卷是很有条理的清单。
Each employee gets an inventory of perhaps hundreds of specific duties or tasks(such as “change and splice wire”
例如，“更换或切割电线”).每个员工都得到库存的具体职责或任务（如“变化和接合线”例如，“更换或切割电线”），也许数百。
He or she is asked to indicate whether or not he or she performs each task and, if so, how much time is normally spent on each.
他或她是问，以表明他或她是否执行每一项任务，如果是这样，多少时间通常是在每个花。
At the other extreme the questionnaire can be open-ended and simply ask the employee to “describe the major duties of your job.”
在另一种极端的问卷可以不限成员名额和根本要求雇员“描述你的工作的主要职责。”
In practice, the best questionnaire often falls between these two extremes.As illustrated in Figure 4-3, a typical job analysis questionnaire might have several open-ended questions(such as “state your jobs’ overall purpose”) as well as structured questions (concerning, for instance, previous education required). Figure 4-4 is another example.
在实践中，往往最好的问卷介于这两个极端。如图4-3所示，一个典型的工作分析问卷，可能有几个开放式的问题（如“说出你的工作”的总体目的“），以及结构性问题（有关，例如，以前的教育）。图4-4是另一个例子。
Whether structured or unstructured, questionnaires have both pros and cons.
无论是结构化或非结构化，问卷有正反两方面的利弊。
A questionnaire is a quick and efficient way to obtain information from a large number of employees; it’s less costly than interviewing hundreds of workers, for instance.
一个问卷是一个快速，高效的方式来获取信息，从大量的员工，它的成本少于采访数百名工人，例如。
However, developing the questionnaire and testing it (perhaps by making sure the workers understand the questions) can be expensive and time consuming（费钱费时）.
然而，发展的问卷调查和测试（也许是确保工人明白的问题），可昂贵和费时（费钱费时）。
Observation(P133)观察
Direct observation is especially useful when jobs consist mainly of observable physical
activities– assembly-line worker and accounting clerk are examples.
直接观察时特别有用的工作主要包括观察的体力活动-装配线工人和会计文员的例子。
On the other hand, observation is usually not appropriate when the job entails a lot of mental activity (lawyer,
design engineer). Nor is it useful if the employee only occasionally engages in important activities, such as a nurse who handles emergencies.
另一方面，观察通常是不恰当的工作带来了很多的心理活动（律师，设计工程师）时。也不是有用的，如果员工只是偶尔从事的重要活动，如处理突发事件的一名护士，的。
And reactivity –the worker’s changing what he or she normally does because you are watching –can also be a problem.
反应-工人的改变他或她一般不会因为你看-也可以是一个问题。
Managers often use direct observation and interviewing together.
经理人经常使用的直接观察和采访一起。
One approach is to observe the worker on the job during a complete work cycle. (The cycle is the time it takes to complete the job; it could be a minute for an assembly-line worker or an hour, a day, or longer for complex jobs.)
一种方法是观察工人的工作，在一个完整的工作周期。（周期所花费的时间来完成作业，它可以是一个装配线工人一分钟或一小时，一天，或复杂的工作。）
Here you take notes of all the job activities. Then, after accumulating as much information as possible, you interview the worker.
在这里，你采取的所有作业活动的说明。然后，积累尽可能多的信息后，你采访的工人。
Ask the person to clarify points not understood and to explain what other activities he or she performs that you didn’t observe.You can also observe and interview simultaneously, asking questions while the worker performs his or her job.
询问的人澄清不理解的要点，并解释什么其他活动，他或她执行，你没有观察。您还可以观察和采访同时，要求的问题，而工人执行他或她的工作。
Participant Diary/Logs(P136)参与者的日记/日志
Another approach is to ask workers to keep a diary/log of what they do during the day. For every activity he or she engages in, the employee records the activity (along with the time) in a log.
另一种方法是要求工人保持白天他们做什么的日记/日志。对于每一个他或她从事的活动，雇员记录在一个日志活动（随时间）。
This can produce a very complete picture of the job, especially when supplemented with subsequent interviews with the worker and the supervisor. The employee, of course, might try to exaggerate some activities and underplay others.
这可能会产生一个非常完整的图片作业，尤其是与工人和监事随后的采访时补充。雇员，当然，可能试图夸大一些活动和贬低他人。
However, the detailed, chronological（按时间的前后顺序排列的）nature of the log tends to mediate against
this.
然而，详细的，按时间顺序（按发表的前后顺序排列的）日志的性质往往反对这种调解。
Diary/logs have gone high-tech. Some firms give employees pocket dictating machines(袖珍指示器) and pagers（寻呼机）. Then at random times during the day, they page the workers, who dictate what they are doing at that time.
日记/日志了高科技。有些公司给员工的口袋口述机（袖珍指示器）和寻呼机（寻呼机）。然后在白天的随机时间，他们的工人，谁决定他们当时做的。
This approach can avoid one pitfall of the traditional diary/log method: relying on workers to remember what they did hours earlier when they complete their logs at the end of the day.
这种方法可避免的一个传统的日记/日志方法的缺陷：依靠职工要记住他们所做的几个小时前，当他们完成他们在这一天结束的日志。