JOB ANALYSIS QUESTIONNAIRE

PURPOSE
The purpose of this questionnaire is to gather information about the job and its requirements. This information
will be used to ensure that the job is properly valued in Tennessee State Universitys Compensation Program.
Please take the time to complete this questionnaire as completely and accurately as possible. Before you begin
to complete the questionnaire, please take a minute to review the following instructions.
INSTRUCTIONS
The questionnaire is divided into 13 sections. Administrative/Professional staff members should complete all
sections, except for the last two sections, which are set aside for supervisors and managers. Before answering
any question, read all of the instructions carefully.
1.

Look over the entire questionnaire to make sure you understand the questions. The questions are
Largely self-explanatory; however, if you have difficulties, please refer questions to your immediate
supervisor.

2.

The questionnaire asks you to describe the job in your own words and to provide responses which
accurately represent the way the job currently functions; dont understate or overstate your answers. To
help you in this, keep these points in mind:

Consider the jobs usual responsibilities. Do not dwell on limited, short-term tasks or future
responsibilities.

Look at the whole picture. Compare the job to others in your department and in the entire
University.

Remember, you are considering the job and its requirements - not your own personal background or
how you would like to see the job performed.

3.

Answer all of the questions. Leave nothing blank. Please type, print, or write legibly your responses
using black ink. Be sure to retain a copy of the questionnaire for your records.

4.

A sample statement of job duties and responsibilities follows these instructions to provide you with an
example of how duty statements are written.

5.

After you have completed the questionnaire, sign and date it, and then give it to your supervisor for
his/her review. Your supervisor and his/her supervisor will be reviewing each questionnaire separately
and in relation to the questionnaires completed for other jobs they supervise. Your supervisor may wish
to meet with you to discuss any differences in viewpoint.

6.

Supervisors or managers should not change or erase the Administrative/Professional staff employees
responses; however, comments may be provided in the margins next to the employees responses and
initialed in colored pen or pencil. (Supervisors should use red ink; managers at the next level should
use blue ink.)

7.

Supervisors are strongly encouraged to meet with the Administrative/Professional staff employee after
reviewing the questionnaire to mutually discuss the position and any differences if opinion which may
exist.

Tennessee State University

JOB ANALYSIS QUESTIONNAIRE

Please refer to instructions before completing questionnaire.

I.

GENERAL INFORMATION
Employee Name:

T#:

Position Title:

Work Phone:

Division:

Department:

Supervisors Name:
Supervisors Title:
Length of Time in Current Position:

II.

Years

Months

POSITION SUMMARY
In the space provided below, briefly explain in one or two sentences the general purpose
of your position.

SAMPLE DUTIES FOR ILLUSTRATING COMPLETION

OF SECTION II and III
METEOROLOGIST
Position Summary: Analyses and interprets meteorological data gathered by surface and upper air stations,
satellites, and radar to prepare reports and forecasts for public and other users.
(E)ssential/
(M)arginal

% of Time

Duties and Responsibilities

20%

Studies and interprets synoptic reports, maps, photographs, and

prognostic charts to predict long and short-range weather conditions.

15%

Directs forecasting services at weather station, or at radio/television

broadcasting facility.

15%

Operates computer graphic equipment to produce weather repots and

maps for analysis, distribution to users, or for use in televised
weather broadcast.

15%

Issues hurricane and other severe weather warnings.

10%

Broadcasts weather forecast over televisions or radio.

10%

Prepares special forecasts and briefings for particular audiences such

as those involved in air and sea transportation, agriculture, fire
prevention, air pollution control, and school groups.

10%

Establishes and staffs weather observation stations.

5%

Conducts basic or applied research in meteorology.

___
100%

III.

DUTIES AND RESPONSIBILITIES

List in order of importance and explain the major duties and responsibilities of your position. Indicate
whether each duty or responsibility is essential or marginal by noting the appropriate letter (E or M) next
to each duty statement. Essential functions are job tasks that are fundamental to accomplishing the
work. Marginal functions are those tasks that are performed either very infrequently or could be
performed b others without altering the underlying reason the position exists. Indicate also the average
percent of time spent performing each separate job duty. The percentages should total 100%. An
example of a statement of duties and responsibilities is included with this questionnaire for your
reference.

E/M

% of
Time

Duties & Responsibilities

(Continued on next page)

III. DUTIES & RESPONSIBILITIES (Contd)

E/M

% of
Time

Duties & Responsibilities

IV. KNOWLEDGE
1. List the specific degrees, technical training, or post-high school course work and the
field of study, if any, required to qualify for this position.

2. What licenses or certifications, if any, are required to qualify for the position?

3. What other knowledge, skills, or abilities are required in order to perform the duties of this
position?

V. EXPERIENCE
1. Please describe the least amount and type of work experience required, if any, for a person
entering this position. Please consider only the positions minimum requirements and not
your own qualifications.
Type of Entry
Experience Needed

Amount of Entry
Experience Necessary

2. After being hired or moved into this position, how much on-the-job- training and experience
is required for a new employee to learn all major duties and be able to do them well?

VI. COMPLEXITY AND CREATIVITY

This question addresses the degree of problem solving required, the types of problems
encountered and how these problems are solved. It also addresses the degree of original
thinking required to perform a job that is creative or artistic in nature.

In your response, please give one or two examples of the more difficult and complex tasks/
projects/problems which you have handled in the past twelve months. Consider the amount
amount of judgment and thought required and the availability of policies, procedures and
standards to guide you in solving problems. Also consider the degree to which creative
thinking is required to organize or develop new or improved methods, ideas, procedures
or techniques.

VII. IMPACT ON INSTITUTIONAL MISSION

1. Describe the positive impact this position has on the operations in your area of involvement
and/or on the University when it is being performed well.

VII. IMPACT ON INSTITUTIONAL MISSION (Contd)

2. Describe the types of negative consequences for your work area or for the University
that might result from an error made by someone in this position who did not possess
good job knowledge or use sound judgment.

3. Describe the type of guidance and review your supervisor gives you in your position
and how often (e.g., daily, weekly, monthly) that guidance and review occurs- for
example, supervisor reviews work weekly, supervisor spot-checks work only
occasionally (monthly), supervisor sets goals for the employee and reviews progress
quarterly, etc.
Type of Guidance and Review

How Often

4. Describe the departmental policies and procedures, or formalized regulations which

guide the actions in this position (e.g., policies or procedures for handling an overdue
account or dealing with a students complaint).

VII. INTERNAL AND EXTERNAL CONTACTS

These questions address the responsibility for working with or through other people
inside and outside the University to get results. Consideration should be given to the nature

of contact and level of interactions encountered on a regular, recurring and essential basis
during operations.
1. With whom do you regularly communicate inside the University in order to perform
your duties (e.g., faculty members, department heads, etc.)? What do you normally
communicate about with these individuals? How often do you communicate (daily,
weekly, monthly, etc.)? Please list only those contacts outside your immediate work
area.
Who

Communicate About What

How Often

2. With whom do you typically communicate outside the University, if anyone, (e.g.,
students, vendors or suppliers, government officials, etc.)? What do you normally
communicate about? How often do you communicate (daily, weekly, monthly, etc.)?
Who

Communicate About What

How Often

IX. LEADERSHIP
1. Is this position formally responsible in any way for the supervision of other University
staff employees, student workers, temporary and/or volunteers?
Yes ___

No __ (If no, please skip to page 9)

2. How many students and/or temporary workers, if any, are regularly supervised?
3. How many staff employees, if any, are supervised?
Directly: ___
(Immediate subordinates, i.e.,
employees that report directly to you)

Total: _____
(All subordinates, i.e., the
total number of employees
under your line of authority)

4. Briefly describe the nature and extent of your responsibility for supervising other
employees. Indicate the scope of your authority for training employees, coordinating
work activities, hiring, conducting performance reviews, handling disciplinary
actions, etc.

5. List the title(s) of staff employee(s) that this position directly supervises:
Job Title

# of Employees

X. ORGANIZATIONAL REPORTING
1. In the organizational diagram depicted below, please indicate the reporting lines by
completing the boxes with the appropriate title(s). The boxes are labeled according
to the following key:
A. Job title of person to whom your Supervisor reports

B. Your Supervisors job title

C. Your job title
D. Examples of other equivalent job titles to your position, i.e., at the same
level
E. Job titles which directly report to you (if applicable)
F. Job titles which indirectly report to you through other individuals you
directly supervise (if applicable)
If you directly or indirectly supervise more positions than can be listed in boxes E and
F, please indicate those titles (attach additional page(s) if necessary).
{Note: If an organizational chart of your area or department is available, the following
diagram need not be completed. Simply attach the organizational chart of your area to
this page and identify your position by highlighting or circling it.}

X.

ORGANIZATIONAL REPORTING (Contd)

2. This question addresses the degree to which your position has supervisory, lead or managementlevel responsibilities. Please mark the title that best characterizes and describes your level of
authority. Please mark only one box.
This level is involved in policy-making and is usually responsible for a major department
or function of institutional operations. Additionally, this level has input into or
participates in decisions of an institution-wide nature and collaborates with other

management personnel on important matters affecting certain or many phases of overall

operations. This level typically reports to the head of the division with all managers
reporting to this position for operational coordination.
This level is responsible for the execution and interpretation of policies, and for the
successful operation of an assigned unit, section or function. Positions at this level have
a high degree of responsibility for individual initiative and judgment, acting under
policies and directives of upper management. They generally have responsibility of
recommending new and revised policies and for establishing objectives within their
assigned area. Results are typically accomplished through lower levels of supervision.
Generally this level is responsible for directing the work of first-line supervisors.
This level is usually responsible to manager-level personnel for the execution of policies
by rank-and-file employees, and for the attainment of objectives in assigned
organizational units through practices and procedures approved and issued by upper
management. It may include assistants to manager-level positions and staff functions of a
lesser nature than those in the upper two management groups. This level typically
functions as a first-line supervisor over assigned staff and has significant input in
determining personnel actions (e.g., hiring, disciplining, and appraising work
performance).
This level is typically responsible for leading, coordinating, and monitoring the work of
other employees who perform the same work as this position. Lead supervision includes
training, checking the work of others and ensuring supplies and materials are provided at
the work site.
No formal responsibility for supervising other employees.

XI.

EMPLOYEE GENERAL COMMENTS

Because no single questionnaire can cover every part of your position, can you think of any other
information which would be important in understanding your position? If so, please give us your
comments below.

Employee Signature

XII.

Date

SUPERVISOR COMMENT SECTION

This portion of the questionnaire is to be completed by the employees immediate supervisor. As
a supervisor, it is important that you review this questionnaire and note and initial any comments
you may have next to the employees responses, preferably in red ink. The space provided below
is for general remarks you may have.

Immediate Supervisors Signature

XIII.

Date

MANAGEMENT COMMENT SECTION

This portion of the questionnaire is reserved for comments by a second level of management
above the immediate supervisor who indirectly supervises this position. As a higher level of
management over this position, it is important that you review this questionnaire and note an
initial any comments you may have next to the employees responses, preferably in blue ink.
The space provided below is for general remarks you may have.

Second Level Supervisors Signature

Second Level Supervisors Title

Date