All working elements are divided into 6 categories:

Source and method of work information: refers to how to obtain the information required for the job.

Brain activities at work: including reasoning, planning, decision-making, etc.

Work tools and operations: involve physical activities and equipment and tools used.

Relationships with other personnel: covering information exchange, interpersonal relationships, management and mutual coordination, etc.

Working environment: including working conditions, environment, etc.

Other features of work: such as working hours, remuneration methods, job requirements, specific responsibilities, etc.

The 6 scoring criteria for PAQ are: information usage, time consumption, applicability, importance to work, possibility of occurrence, and special scoring. Add the analysis data of 6 aspects in each activity field, and each work can obtain 5 points, which facilitates quantitative comparison between work.

Whether you have the responsibility for decision-making, communication and social aspects.

Whether to perform skilled activities.

Whether it is accompanied by corresponding physical activities.

Whether to manipulate equipment or equipment.

Whether the information needs to be processed.

Table 1: PAQ questionnaire work element classification table

The contents of each working element category cover differently, and the number of elements varies from 14 to 49. Among them, the work output category has the largest number of elements, and the thinking process category is relatively small.

The contents of the job analysis questionnaire can be divided into 13 overall dimensions, covering decision-making, communication, transactional activities, technical activities, physical activities, work schedules, environmental perception, supervision and coordination, public relations, work environment, and atypical work. Timetable and other aspects. The work dimension scores obtained through this questionnaire can be associated with the auxiliary test scores of the General Ability Series Test (GATB), providing guidance for determining the type of competence required to complete the work, and the questionnaire information can be compared between different workplaces.

Scoring method: Job analysts measure and score each work element based on 6 scoring criteria.

Verification and scoring: When using PAQ, use 6 evaluation factors to verify the positions required to be analyzed one by one. Comparing the subdivision requirements of factors, the scores of positions in terms of position elements are determined according to the scoring standards. For example, in terms of data investment, if written materials are rated as 4th level, it means that they play an important role in their work. PAQ can sort work in 7 basic areas and obtain quantitative score order or sequence outlines, which facilitates managers to compare work and determine bonus or salary levels.

PAQ also takes into account two variable factors: employee and work, and standardizes the basic skills and basic behaviors required for each job, providing a basis for personnel investigation and salary standards.

Most work can be depicted and divided into 5 basic scales, and can be used for work assessment and personnel selection.

This method can be used in different organizations and work without modification, making work comparisons between organizations easier and work analysis more accurate and reasonable.

High requirements for fillers: filling in the questionnaire requires the reading level of a university graduate. The work undertaker who fails to meet the education standards cannot use it. It is best to fill it out by a trained professional.

Work Characteristics Abstraction: Common culture and standardized formats lead to work Characteristics abstraction, making it difficult to describe specific and specific task activities of actual work.

High cost and cumbersome: it takes a lot of time, high cost, and cumbersome procedures, and is not suitable for writing job descriptions and work redesign.

[X Company has designed a human resources position analysis questionnaire for its own situation, covering basic information, job description, authority, work collaboration relationship, job qualifications, and other aspects].

Basic information: including job name, job name, department, job posting and source of personnel, direct superior, direct subordinate, questionnaire date, name of person filling in person, etc.

Job Description: If you have the work goals of this position (main goals and other goals), you need to describe the work tasks (including main tasks, daily tasks, temporary tasks), the percentage and frequency of annual working hours.

Permissions: It involves decision-making power, suggestion power and other powers. You need to fill in the current permissions and missing permissions.

Work collaboration relationship: divided into job coordination relationships within the department, internal coordination relationships (closer coordination relationships between departments, other relevant departments), external coordination relationships (regular and temporary coordination relationships), and the positions to be linked should be listed, Department, external unit name.

Qualifications: Including requirements for education level, major, experience, training, knowledge, proficiency, skills and skills. If the education level needs to determine the minimum education required for a basic competency position, the time and experience required for graduates and those with existing work experience should be considered.

Others: Use tools/equipment (list office equipment and supplies used and not equipped for current job work), work environment (describe the environment required for current and effective work), working hours characteristics (lunch break, overtime, commuting and getting to get off work Time changes, time out, business trip time, etc.), required records (retained file names, transmission departments and positions), assessment indicators (current company assessment indicators and benchmarks, indicators and benchmarks that the company should evaluate), and Feedback and improvement suggestions on unreasonable aspects in the company and work.

6.1.1. Conceptual meaning

6.1.2. Main content

6.1.3. Tool application

6.1.4. Advantages and limitations