[Solved] Job Analysis Assignment: Compensation & Benefits Analyst – CJA 446


___________________________________________________________ CHRP CJA Unit: Contributing to the Process of Job Analysis Compensation & Benefits Analyst Role The overall focus of this unit is to develop your understanding of the principles and practice of job analysis and job design and how they fit within the broader professional area of organization design. The unit provides an introduction to […]

Compensation & Benefits Analyst Job Analysis

Employers must provide benefits and pay salaries that are equitable and competitive to keep and attract competent employees. Compensation and benefits analysts evaluate proposed and existing jobs and categorize them based on their significance and level of responsibility to the employer (Landau & Rohnert, 2017). They research the benefits given elsewhere and what comparable jobs pay and create practical benefits and salary structures. Consequently, they ensure that a description of a job accurately mirrors the task being performed by incumbents. Work evaluation organizes information for a position, such as abilities, skills, knowledge, and responsibilities. It is an activity that the human resource department must continuously handle since it is the basis for a job specification, giving data essential for work development and forming the basis for human resource planning. Therefore, compensation and benefits analyst plays a critical role in job analysis by assessing job positions and investigating job requirements to ensure an organization is competitive in employee benefits and salaries.

Part One


A job analysis is a systematic inquiry to determine the necessary duties in an occupation. It also defines the competencies (abilities, skills, knowledge areas) needed for performing the tasks successfully (Stewart & Brown, 2020). The information gathered helps to identify qualifying factors, such as training, education, and experience possessed by candidates for specific professions.

Principles and Purpose of Job Analysis

Human resource managers need job analysis to forecast future requirements for employees. Recruitment requires data formwork evaluation to define recruits’ skills and knowledge. Likewise, selection requires vibrant statistics on the duties and tasks of a given job to determine the best candidate for the position. Decisions on discharge and discipline are often centered on the question a worker has efficiently conducted their obligations. An employer cannot have a sound compensation system without practical job analysis because compensation relies heavily on information concerning the significance of an occupation. A network of performance assessments cannot objectively evaluate job performance until it classifies what a company expects an individual to do on that job (Stewart & Brown, 2020). Finally, any efficient training program should start by outlining the skills needed to conduct a job competently.

Job Analysis Methods

There are a vast number of approaches that facilitate the process of job analysis. Some examples include interviews, questionnaires, and observation. The mentioned techniques have various similarities and differences. First, they are similar in that they assist in recording and determining all the relevant data concerning a job, including the skill set and knowledge needed and the tasks involved (Stewart & Brown, 2020). Conversely, unlike questionnaires or interviews, direct observation enables the compensation and benefits analyst to gain first-hand information concerning the job under analysis. The interviews offer information concerning observable responsibilities that cannot be explained by direct observation. Lastly, compared to the interview or observation, the questionnaire is inexpensive to create and easy to dispense to different individuals faster.


Job Analysis Plan

Job Analysis Plan

Part Two

Information for the job analysis was obtained through observation, electronic surveillance, and a questionnaire. The cameras worked better because the participants forgot about the presence of cameras after a few minutes and acted frequently. Cameras recorded participants’ routines over several days with minimum human maintenance (Birnstill, 2016). However, when recording the observation, it was challenging to understand the objective of given activities and how they are connected to job performance. Consequently, it was necessary to supplement the observation with the questionnaire.

The questionnaire divided possible responsibilities, duties, and tasks into categories and where the job holders responded to their classes. The Positional Analysis Questionnaire (PAQ) was used as a standardized form. It asked questions in the following six primary areas: other information required, overall job context, association with other staff needed for the work, the work done, the mental processes necessary to perform the duty, and basic information required to do the job (Müller, Shehadeh, Schröder, Richert, & Jeschke, 2017). PAQ enabled the compensation and benefits analyst to utilize it to help develop compensation packages.

Part Three

Overview of the Job Analysis Activities

The job analysis activities consisted of five steps. The first one entailed classifying the use to which the data will be put because this helped to determine the category of information to be gathered and how to collect them. As a data collection technique, the questionnaire helped write job descriptions and decide on the recruits for the job (Brace, 2018). The second stage involved evaluating pertinent background statistics, such as work descriptions, progression charts, and business charts. Thirdly, considering many similar occupations, choosing the representative point to be evaluated was essential. Fourthly, the role was analyzed by collecting information on the human abilities and traits required to perform the task. In brief, the step also involves collecting data on working conditions, expected employee behaviors, and job activities.

The last step entailed verifying the job analysis data with the incumbents and their immediate supervisors. The key findings from the mentioned activities are that job analysis helps to find information about aspects, such as work activities, which indicate when, why, and how employees conduct them (Stewart & Brown, 2020). Lastly, it categorizes job contexts, which entails data concerning work schedules and physical working conditions.


The human resource manager can utilize the facts attained through the job analysis to generate job specifications and descriptions. In the former, the management should list the responsibilities, duties, and tasks of a given occupation. At the same time, it should include information concerning how the job fits into the overall organization, which the staff reports to, and the location of the post (Stewart & Brown, 2020). Converseln, a company should list the abilities, skills, and knowledge essential for a given profession in the person specification. Concerning learning and development needs, the management should consist of career planning by matching the aspiration and abilities of an individual with opportunities that may become or are available in the company.


In summary, job analysis impacts nearly all other components of human resource management. The data for a job analysis can be obtained from many sources. For example, it can be acquired from questionnaires, interviews, and observation—the work analysis results in job specifications and job descriptions, two vital documents. The planning of the personnel is centered on the mentioned documents, whether part of the organization’s annual preparation or strategic human resources planning. Work evaluation can perform various functions, making it one of the most vital activities of human resource management. A proactive or regular job analysis practice assists in categorizing aspects that shape job satisfaction and motivation of employees. All in all, the information from job analysis is used in various areas, including recruitment and selection, compensation, training, and performance appraisal.


Brace, I. (2018). Questionnaire design: How to plan, structure, and write survey material for effective market research. London: Kogan Page Publishers.

Birnstill, P. (2016). Privacy-respecting intelligent video surveillance based on usage control enforcement. Karlsruhe: KIT Scientific Publishing.

Landau, K., & Rohmert, W. (2017). Recent developments in job analysis. Florence: Taylor and Francis.

Müller, S. L., Shehadeh, M. A., Schröder, S., Richert, A., & Jeschke, S. (2017). An overview of work analysis instruments for hybrid production workplaces. Ai & Society33(3), 425–432. DOI: 10.1007/s00146-017-0757-9

Stewart, G. L., & Brown, K. G. (2020). Human resource management: Linking strategy to practice. Hoboken, NJ: John Wiley & Sons, Inc.



  1. Questionnaire

  • Why does your job exist?
  • What are the most vital duties carried out?
  • What happens if the job obligations are not done?
  • Who do you frequently provide information to, and why?
  • Are there any registrations, licenses, or certifications required?
  • Indicate the minimum education level that would prepare someone to carry out this occupation.
  • Indicate the type of experience needed and the years prior experience required to be prepared to conduct the duties.
  • Who do you depend on for information to perform your duties, and why?
  • Please outline the significant challenges you consider part of your responsibilities/duties.
  • How would you define the emotional and mental environment under which you frequently do your job?
  • What categories of machines, instruments, tools, and equipment are used?
  1. Observation log – recording and observation of examples of particular ineffective or effective behaviors
  • What led up to the incident and the circumstance in which it occurred?
  • What did the employees do that was particularly ineffective or effective?
  • What were the perceived results or consequences of the behavior
  • How would you judge the level of control the workers had over the results his/her actions produced?

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Published On: 01-01-1970

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