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Personnel Psychology: Job
AnalysisGuide for SHP 1313
students at Universiti Teknologi MalaysiaPrepared by : Siti Rokiah Siwok
srsiwok@gmail.com
Personnel Psychology
Organizational Psychology
Human Factors
Major Fields in IOP
Job analysis Job Description Job Evaluation Employee Selection Evaluating Selection Techniques and
Decisions Legal Issues in Employee Selection Evaluating Employee Performance Designing and Evaluating Training
Systems
Personnel Psychology :Overview
It is a process of gathering, analyzing and structuring about a job’s components, characteristics and requirements ( Sanchez & Levine, 2000)
A process of determining the work activities and requirements.
Job analysis
Very important.
A job analysis provides information for :◦ Job description◦ Employee selection◦ Performance Appraisal/Competency criteria◦ Job Evaluation◦ Job Classification◦ Job Design◦ Organizational analysis◦ Training ◦ etc
Job Analysis
Who will conduct? How often? Who should participate? What types of information?
Job Analysis: Essential Questions
Internal Department Internal Task Force Supervisors Employees Consultants Interns
Who will conduct Job Analysis?
Choices◦ All employees◦ Random sample◦ Representative sample◦ Convenience sample
Considerations: Diversities
◦ Job competence◦ Race ◦ Gender◦ Education◦ Perspectives
Who should participate?
Level of specificity
Formal /informal
What type of information ?
Many ways to do it. The goal of the job analysis is :
◦Identify tasks performed in the job◦The conditions under which the tasks are
performed and,◦the KSAOs needed to perform the tasks
under the conditions identified.
Job Analysis
1. Identify task performed2. Write tasks statements3. Rate task statements4. Determine essential KSAOs5. Select tests to tap KSAOs
Job Analysis : The Basic process
Conducting a Job Analysis
Gathering existing information Interviewing subject matter experts
(SMEs)◦ Individual/group interviews/SME Conferences◦ Ammerman Technique.pptx◦ Follow interview guidelines
Observation Job participation
Step 1: Identify Tasks Performed
The next step is writing the task statements. These task statements will be the job description.
Must contain an action ( what is done) and an object ( to which the action is done), where, how , why and when.
Step 2: Write Task Statements
Characteristics of well-written task statements◦ One action and one object◦ Appropriate reading level◦ The statement should make sense by itself◦ All statements should be written in the same tense◦ Should include the tools and equipment used to
complete the task◦ Task statements should not be competencies◦ Task statements should not be policies◦ Include level of authority if decision making
included
Step 2: Write Task Statements
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Poorly written task statement
Properly written task statement
Sends purchase requests Sends purchase requests to the purchasing department using campus mail
Drives Drives a five-speed truck to make food deliveries within the city of Johor Bahru
Locks hall doors Uses master key to lock hall doors at midnight so that nonresidents cannot enter the residence hall
17
Examples of Task Statements:
Handles customer complaints Type, files, and distributes
correspondence In charge of the copy machine Uses the computer to balance
department budget Responsible for opening and closing the
office Greets visitors Oversees the office
Tasks can be rated on various scales◦ Importance◦ Part-of-the-job◦ Frequency of performance◦ Time spent◦ Relative time spent◦ Complexity◦ Criticality
Research shows only two scales are necessary◦ Frequency◦ Importance
Step 3: Rate Task Statements
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Frequency
0 Task is not performed as part of this job
1 Task is seldom performed
2 Task is occasionally performed
3 Task is frequently performed
Importance
0 Unimportant. There would be no negative consequence if the task were not performed or not performed properly
1 Important: Job performance would be diminished if task were not completed properly
2 Essential: The job could not be performed effectively if the incumbent did not properly complete this task
Example of a Task Inventory Scale
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Create a chart summarizing the ratings Add the frequency and importance ratings
to form a combined rating for each task Include the task in the job description if:
Average rating is greater than 0.5 Include the task in the task inventory if:
◦ (1) the average rating of (F) or Importance (I) greater than 0. 5
◦ (2)Combined Ratings (CR) of more than 2
Using the Ratings
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RatersCombined AverageScully Mulder
Task #
F I CR F I CR F I CR
1 2 0 2 3 0 3 2.5 0.0 2.5
2 2 2 4 2 1 3 2.0 1.5 3.5
3 0 0 0 0 0 0 0.0 0.0 0.0
4 3 2 5 3 2 5 3.0 2.0 5.0
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Knowledge A body of information needed to perform a task
Skill The competence to perform a certain task
Ability A basic capacity for performing a wide range of different tasks, acquiring a knowledge, or developing a skill
Other characteristics
Personal factors such as personality, willingness, interest, and motivation and such tangible factors as licenses, degrees, and years of experience
Step 4: Determine Essential KSAOs
Examples of KSAOs
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Competency KSAO1. Typing speed Skill2. Finger dexterity Ability3. Driving a car Skill4. Traffic rules Knowledge5. A driver’s license Other6. A friendly personality Other7. Ten years of experience Other8. Basic intelligence Ability
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Competency KSAO 9. Physical strength Ability10. Color vision Ability11. Being a nonsmoker Other12. Customer service experience Other13. Use of PowerPoint Skill, knowledge14. Willingness to work weekends Other15. Spelling and grammar Skill, knowledge16. Writing reports Skill
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The next step is to determine the best method to tap the KSAOs needed during recruitment
Step 5: Selecting Tests to Tap KSAOs
The written product of the job analysis is the job description, which is a brief 2-5 page summary of the tasks and job requirements found in the job analysis.
Thus, job analysis is the process of determining the work activities and requirements and job description is the written result of the job analysis.
Job analysis and job description is the basis for many HR activities, such as employee selection, evaluation , training, performance appraisal, job design etc (Brannick & Levine, 2002)
Job Description
Job Description
Job title Brief summary Work activities Tools and equipment used Work context Work Performance Compensation information Job competencies
Job Description Sections
The job title must describe the nature of the job.
Assists in employee selection and recruitment
The job title influences the perceptions of job worth and status.
Affects the accuracy of resumes.
Job Description sections: Job title
The summary is useful for recruitment advertising
The language used should be easily understandable.
Avoid the use of jargon and abbreviations
Job Description sections: Brief summary
Organize work activities by dimensions◦ Similar activities◦ Similar KSAOs◦ Temporal order
Task statements◦ One activity per statement◦ “stand alone” statements◦ Written in easy to understand style◦ Precise, not general
Job Description sections: Work Activities
Include all the tools and equipment used to perform the activities.
Placing the tools in a separate section make them easier to identify.
Also useful for training purposes
Job Description sections: Tools and equipment used
Work context includes:
◦Work schedule◦Degree of supervision◦Ergonomic details
Job Description sections: Work Context
Contains description of performance evaluation, which includes:◦The standard used◦Evaluation frequency◦Evaluation dimensions◦Evaluation personnel
Job Description sections: Work Performance
Contains information on the salary grade and the factors used to determine the salary.
The actual salary or salary range should not be written in the job description
Job Description sections: Compensation Information
Contains the KSAOs necessary to do the job
Competencies should be separated:◦Those needed before hire◦Those that can be learned after hire
Job Description sections: Job Competencies
The importance of Job Analysis:More details
Without a clear understanding of the tasks performed and competencies needed to perform the tasks, employee selection cannot be made.
With clear understanding and requirements for tasks identified, tests or interview questions can be formulated to determine suitability of applicants.
Employee Selection
The evaluation of employee performance must be job related, thus job analysis is crucial in the construction of a performance appraisal instrument (PAI).
Through job analysis, performance appraisal instrument, are specific, job-related and valid; leading to accurate performance appraisals.
PAI, when properly administered and utilized, serve as excellent source of employee training and counselling.
Performance Appraisal
Job analysis enables the HR to classify jobs into groups based in requirements and duties.
Useful in determining pay levels, transfers and promotions.
Job classification
Another use of the job analysis is to determine the worth of a job .
The process of determining a job’s worth is called job evaluation.
Job evaluation is usually done in 2 stages, namely determining internal pay equity and determining external pay equity
Job Evaluation
Job analysis information can be use to determine the optimal way in which a job should be performed.
Examples : the best way to sit at the computer table, the best way for a warehouse person to lift boxes etc
Good work design prevents wasted and unsafe motions; resulting in higher productivity and reduced number of injuries.
Job Design
Job analysis provides requirements of a job and yields lists of job activities that can be
used to create training programs.
Training
Personpower planning is important (but seldom used).
Personpower planning is to determine employees’ mobility within an organization, that is looking into other jobs that employees can be expected to be eventually promoted and become successful.
Job analysis results are used to compare all jobs in the company so as to promote the best employee from the most similar job, thus better match between the person being promoted and the requirements of the job.
Personpower Planning
Also…..
Any employment decision must be based on job-related information and job analysis is one of the ways to directly determine job relatedness.
No law specifically requires a job analysis , but several important guidelines and court cases mandate job analysis for all practical purposes.
Legal Guidelines Compliance
During the course of their work, job analysts often become aware of certain problems within the organization.
Job analysts thus help to correct lapses in the organization and correct problems so as to promote better organizational functioning.
Organizational Analysis
Providing Information on Worker Activities Providing Information about Tools and
Equipment Providing Information about Work
Environment Providing Information about Competencies
Other Methods of Job Analysis
Position Analysis Questionnaire (PAQ) Developed at Purdue University by
McCormick, Jeanneret and Mecham (1972). Contains 194 items in six main dimensions,
namely: Information input, mental process, work
output, relationships with other persons, job Context and other variables such as work
schedule, pay and responsibilities General
Providing Information on Worker Activities
Many advantages: cheap, little time to use, acceptable levels of reliability. Results can be compared with other positions using the computer.
Disadvantage: ◦ Requires grade 10-12 reading level, thus PAQ has
to be filled in by analysts.◦ Designed to cover all jobs but only 194 questions
and six dimensions.
Providing Information on Worker Activities: PAQ
Job Structure Profile, A revised version of PAQ, developed by Patrick and Moore ( 1985).
Job Elements Inventory, developed by Cornelius and Hakel ( 1978).
Functional Job Analysis by Fine(1955):◦ Can analyze and compare thousand of jobs
Providing Information on Worker Activities
Job Components Inventory, developed by Banks, Jackson, Stafford and Warr (1983) to be used in England.
Consists of 400 questions covering five major categories.
Research indicates the inventory is reliable, can differentiate between jobs and can cluster jobs.
Providing Information about Tools and Equipment: JCI
Arbeitswissenschaftlinches ….. ( AET) (ergonomic job analysis procedure), Rohmert and Ladau 91983)
Contains 216 items, analyses a job along several dimensions.
Not enough published research.
Providing Information about the Work Environment
O*NET : The Occupational Information Network.
Created by the federal government of the USA
Includes information about the activity, the work characteristics needed for success in the job.
Also information on economic factors asuch as labour demand etc
Providing Information about Competencies
Critical Incident Techniques (CIT) Developed by Flanagan and his students at
the U of Pittsburg in the late 1940s and early 1950s.
Discover actual incidents of job behaviour that makes the difference between a job’s successful or unsuccessful performance ( Flanagan, 1954 in Aamodt, 2010)
Providing Information about Competencies
Aamodt, M. G ( 2010). Industrial/Organizational Psychology. An Applied Approach.( 6th Ed) USA: Wadsworth
Spector, P. E. ( 2008). Industrial and Organizational Psychology (5th ed). USA: Wiley
Job Analysis (2010). Cengage Learning
Main references:
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