Analysis & Design in Performance Standardization

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  • 2:18 Standardization
  • 3:35 In Appraisals
  • 4:29 Use in Development
  • 5:16 Lesson Summary
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Lesson Transcript
Instructor: Shawn Grimsley

Shawn has a masters of public administration, JD, and a BA in political science.

Job analysis and design are important parts of human resource management. In this lesson, we'll be looking at how job analysis and design help to ensure consistency in job performance of employees. A short quiz follows.

Job Design & Analysis

Lucy is a human resource specialist at a large company that employs thousands of people across the country. Part of her responsibilities are to help ensure that the company engages in the activities necessary to meet its organizational goals.

She accomplishes this through job analysis and job design. When engaged in job analysis, Lucy is determining the knowledge, skills and duties necessary for performing a job the organization needs done to accomplish its goals. Job design, on the other hand, is where Lucy is determining what specific tasks need to be performed in the company, how the tasks should be performed and how these tasks relate to other activities in the company. These sets of tasks are grouped into a position within the company filled by an employee. It may take just one position to do an organizational job or it may take thousands. So, Lucy starts with job analysis and then moves to job design.

Let's look at an example. Managing human capital, or employees, is an important job for most organizations. Lucy will analyze the job of managing human capital. She needs to determine what goals the job seeks to accomplish, what skills and knowledge are necessary to accomplish the goals and what tasks need to be undertaken in pursuit of the goal. She may break the tasks down to duties relating to staffing, development, compensation, health and safety, and employee relations.

After outlining the organizational job, it's time for Lucy to move onto job design. She may break the overall job into particular positions to be filled by employees. For example, she may break down the compensation function into a number of payroll and benefit administrator positions. Here, Lucy will determine the specific tasks each employee in a given position will perform. She'll also determine how the employee will perform the task.

For example, Lucy may design a payroll clerk position that is responsible for receiving, reviewing and processing time sheets for wage employees, ensuring that all withholdings are properly deducted from the paychecks and that employees are paid on time. The position may be designed to require knowledge of payroll taxes and knowledge of the company's payroll software.


Job analysis and design help bring standardization and consistency among similar positions. In job analysis, you determine what skills, duties and knowledge are required for an organizational job. In other words, job analysis sets the standards, or criteria, the company believes is necessary to perform the job. Lucy wants to make sure that all the people doing the job have met the standards to be able to perform it. For example, she'll want to make sure people who will be selling have the necessary knowledge and skills to sell.

In job design, you determine what knowledge and skills are necessary to perform a specific role in a company, which may involve doing all or part of a specific organizational job. Since it often takes more than one position to perform a job, you'll want to make sure that everyone that is doing the same or similar job has about the same qualifications and does the job in the same way. Job design creates standards, or criteria, that apply to all employees in the same positions. For example, all accountants may be required to have a bachelor's degree in accounting, have specific experience in certain accounting areas and be familiar with the company's accounting software.

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