CH 9 Incorporating Job Analysis Results R&S

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Human Resource Selection

Chapter 9

Incorporating Job Analysis Results In

Section Measures


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Incorporating Job Analysis ResultsIn Selection Measures

The identification of KSAs and otherpersonal characteristics from job analysis

data (determination of employeespecification).

The incorporation of employeespecifications in our selection instruments(determination of selection measurecontent).

Figure 8.1 p.306


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Identification of EmployeeSpecification

Two different approaches1. work analysis approach; SMEs2. Worker analysis approach; PAQ

Four general comments

1. These two methods describes a fairly diverse groupof methods2. Each of these two involves the use of judgment on

the part of users, are designed to lead systematicallyfrom analyzing to identifying employee specification

3. Can also be used in both large and small

organizations4. These are employed for two reason:1. For choosing appropriate employee specifications, in

turn, valid selection instruments2. To meet certain legal requirements


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The Task Analysis Approach

Determination of Employee Specifications

1. Identifying and rating job tasks

2. Specifying KSAs necessary for successful job

performance3. Rating the importance of identified KSAs

4. Identifying other employee specificationsnecessary to perform job

5. Linking KSAs and other employee specificationto job task

6. Developing the content areas of selectionmeasures


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The Task Analysis Approach; 1.Identifying and Rating Job Tasks

1. Identifying and Rating Job Tasks

1. Isolation and rating most important tasksperformed on a specific job

2. Frequency of performance3. Criticality

4. Consequence of error

Tasks whose rating exceed cutoff are selected.

Or we may choose tasks of upper quartile (top25%)


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The Task Analysis Approach; 1.Identifying and Rating Job Tasks

In sum task statements:1. Begin with an actionverb2. Describe what the worker does3. How the worker does it

4. To whom or what, and5. Why the worker does it

Example: The bus driver of NU is required to pickand drop the MBA students from their hostel in

order to ensure compliance of university

discipline and time table. Keep the bus fit andclean, be polite and courteous and observe

traffic rules.


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The Task Analysis Approach; 2.Specifying KSAs necessary

2. Specifying KSAs necessary for successfuljob performance

The guideline for developing sound KSA

statements is that it should indicate :1. What the KSA is

2. To what effect

3. In what context it operates

4. What level or degree of accuracy it is used


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The Task Analysis Approach; 2.Specifying KSAs necessary

Definitions of KSA Knowledge: A body of information, usually of a

factual or procedural nature, that makes forsuccessful performance of a task.

Skill: An individuals level of proficiency orcompetency in performing a specific task. Levelof competency is typically expressed innumerical terms.

Ability: A more general, enduring trait orcapability an individual posses when he or shefirst begin to perform a task.

Example: p. 371


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The Task Analysis Approach; 3.Rating the Importance of Identified KSAs

Rating the importance of identifiedKSAs

Three principal ways:1. KSA importance in performing the job as

a whole.

2. KSA importance for job applicants to

have open entry or when first hired.3. KSA importance in ranking candidates

from good to poor versus KSAs


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The Task Analysis Approach; 3.Rating the Importance of Identified KSAs

KSAs be evaluated on the followingcriteria:1. The percentage of applicants that can

expected possess KSAs; smaller thepercentage.

2. The extent that more of KSAs possessionleading to better performance.

3. The extent to which seriousconsequences could occur.

See; p.373


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The Task Analysis Approach; 4.Identifying Other Employee Specifications

Identifying other specificationsnecessary for job performance Physical requirements

1. Be able to read voltmeter dial from adistance of 5 feet.2. Be able to carry a 180-pound

deadweight down a 50-foot ladder.3. Be able to carry on a telephone

conversation without electronicamplification.


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The Task Analysis Approach; 4.Identifying Other Employee Specifications

License/Certification requirements

1. Drivers license

2. Boiler attendant license

3. Electrician certification

Other miscellaneous requirements

1. Working in shifts

2. Extended hours of work3. Excessive travel


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The Task Analysis Approach;Developing the Content Areas of SelectionMeasures

Developing the content areas ofselection instrument

1. If the KSA is rated as important.

2. It is believed new employees shouldpossess the KSA upon job entry, and

3. If the KSA is linked to performance of an

important job task.


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The PAQ Approach

Ratings of the a job are made withPAQ. Then these ratings arecompared with PAQ rating of jobs in

other organizations stored in thenational job databank of PAQServices.

Results of these job comparisonsserve as the basis for definingemployee specification.


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The PAQ Approach; Steps Involved

1. Conducting an job analysis of the job usingthe PAQ.

2. Identifying the major components of workrequired on the job.

3. Identifying the attributes required forperforming these major components ofwork.

4. Choosing tests that measure the most

important attributes. Types of PAQ information available:1. PAQ questionnaire items2. PAQ job attributes


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PAQ questionnaire provides usefuldata for defining important employeespecifications.

Average item ratings of the jobanalysers

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CH 9 Incorporating Job Analysis Results R&S