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CHAPTER FOUR. Job Analysis. Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region. Organization. Vision and Mission Goals and Objectives. Organization Strategy. HR and Staffing Strategy. Staffing Organizations Model. - PowerPoint PPT Presentation
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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
CHAPTER FOURCHAPTER FOUR
Job AnalysisJob Analysis
Screen graphics created by:Jana F. Kuzmicki, PhD
Troy State University-Florida and Western Region
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McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.
Organization StrategyOrganization Strategy HR and Staffing StrategyHR and Staffing Strategy
Staffing Policies and Programs
Staffing System and Retention Management
Support Activities
Legal compliance
Planning
Job analysis
Core Staffing Activities
Recruitment: External, internal
Selection:Measurement, external, internalEmployment:Decision making, final match
OrganizationVision and Mission
Goals and Objectives
Staffing Organizations ModelStaffing Organizations Model
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Chapter OutlineChapter Outline
Types of Jobs Nature of Job Analysis Job Requirements JA
Overview Job Requirements Matrix Job Descriptions and Job
Specifications Collecting Job Requirements
Information
Competency-Based JA Nature of Competencies Collecting Competency
Information
Job Rewards JA Overview Job Rewards Matrix Collecting Job Rewards
Information Legal Issues
Job Relatedness and Court Cases
JA and Selection Essential Job
Functions
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Types of JobsTypes of Jobs
Traditional
Exh. 4.1: Terminology Commonly Used in Describing Jobs
Evolving
Flexible
Idiosyncratic
Team-Based
Classification of teams
Staffing implications
Extent to which a team member performs one job vs. multiple jobs
Degree of task interdependence among team members
Telework
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Nature of Job AnalysisNature of Job Analysis
DefinitionProcess of studying jobs to gather, analyze,
synthesize, and report information about Job requirements Rewards
Three types of job analysisExh. 4.2: types of job analysis and information
gathered Has different degrees of relevance to staffing activities Support activity for staffing activities
Provides foundation for successful staffing systems
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Exh. 4.2: Nature of Job AnalysisExh. 4.2: Nature of Job Analysis
• General KSAOs
Competency-Based Job Rewards
• Extrinsic rewards
• Job-spanning KSAOs
• Intrinsic rewards
• Specific tasks for job
Job Requirements
• Specific KSAOs for job
• Job content
InformationGathered
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Job Requirements Job AnalysisJob Requirements Job Analysis
Overview
Exh. 4.3: Job RequirementsApproach to JA
Job requirements matrix
Job descriptions and job specifications
Collecting job requirements information
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Exh. 4.3: Job RequirementsExh. 4.3: Job RequirementsApproach to Job AnalysisApproach to Job Analysis
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Job Requirements MatrixJob Requirements Matrix
Exh. 4.4: Portion of Job Requirements Matrix for Job of Administrative Assistant
Task statements
Task dimensions
Importance of tasks / dimensions
KSAOs
KSAO importance
Job context
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Task StatementsTask Statements
Definition
Objectively written descriptions ofbehaviors or work activities engagedin by employees to perform job
Exh. 4.5: Use of Sentence AnalysisTechnique for Task Statements
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Exh. 4.5: Use of Sentence AnalysisExh. 4.5: Use of Sentence AnalysisTechnique for Task StatementsTechnique for Task Statements
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Characteristics of Task Statements Characteristics of Task Statements
What employee does, using a specific verb at start of statement
To whom or what employee does what he/she does
What is produced, indicating expected output
What materials, tools, procedures, or equipment used
Use specific action verbs, having only one meaning
Focus on recording tasks, not elements (15-25)
Do not include trivial activities
Ensure list of tasks is content valid and reliable
Analysts should include manager and an incumbent
Accuracy of statements cannot be evaluated against external criterion
Requirements: Task Statements
Suggestions: Effectively Writing Task Statements
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Task DimensionsTask Dimensions
Definition Involves grouping sets of task statements into
dimensions, attaching a name to each dimensionOther terms -- “duties,” “accountability areas,”
“responsibilities,” and “performance dimensions” Characteristics
Creation is optionalMany different grouping procedures exist
Guideline - 4 to 8 dimensionsGrouping procedure should be acceptable to
organizational membersEmpirical validation against external criterion is not
possible
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Importance of Tasks/DimensionsImportance of Tasks/Dimensions
Involves an objective assessment of importance Two decisions
Decide on attribute to be assessed in terms of importance
Decide whether attribute will be measured in categorical or continuous terms
Exh. 4.6: Examples of Ways to Assess Task/Dimension ImportanceRelative time spentPercentage (%) time spent Importance to overall performanceNeed for new employee training
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KSAOsKSAOs
What are KSAOs?Knowledge - Exh. 4.7: Knowledges Contained in
O*NETSkill - Exh. 4.8: Skills Contained in O*NETAbility - Exh. 4.9: Abilities Contained in O*NETOther Characteristics - Exh. 4.10: Examples of Other
Job Requirements KSAO importance
Exh. 4.11: Examples of Ways to Assess KSAO Importance
Job contextExh. 4.12: Job Context Contained in O*NET
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Job Descriptions andJob Descriptions andJob SpecificationsJob Specifications
Job descriptionDescribes tasks, task dimensions, importance of
tasks / dimensions, and job context Includes
Job family, job title, job summary Task statements and dimensions Importance indicators Job context indicators Date conducted
Job specificationsDescribes KSAOs
Exh. 4.13: Example of Combined Job Description / Specification
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Collecting Job Requirements InformationCollecting Job Requirements Information
Methods
Sources to be used
Job analysis process
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Collecting Job Requirements Information: Collecting Job Requirements Information: MethodsMethods
Prior information
Observation
Interviews
Questionnaire
Combined methods
Criteria for choice of methodsExh. 4.14: Criteria for Guiding Choice of JA
Methods
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Collecting Job Requirements Information: Collecting Job Requirements Information: SourcesSources
Job analyst
Job incumbents
Supervisors
SMEs
Combined sources
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Collecting Job Requirements Information: Collecting Job Requirements Information: JA ProcessJA Process
Purpose Scope Internal staff or consultant - See Exh. 4.15 Organization and coordination Communication Work flow and time frame Analysis, synthesis, and documentation Maintenance of system Example of JA process - See Exh. 4.16
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Competency-Based Job AnalysisCompetency-Based Job Analysis
Nature of competencies
Competency example
Organization usage
Collecting competency information
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What is a Competency?What is a Competency?
DefinitionAn underlying characteristic of an individual
contributing to Job or role performance and Organizational success
Similarities to KSAOs Differences between competencies and KSAOs
May contribute to success on multiple jobsContribute not only to job performance but also to
organizational success
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Exh. 4.17: Examples of CompetenciesExh. 4.17: Examples of Competencies
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Organization UsageOrganization Usage
Organizations are experimenting withDeveloping competencies and competency models andUsing them as underpinnings of several HR applications
Three strategic HR reasons for doing competency modelingCreate awareness and understanding of need for change
in businessEnhance skill levels of workforce Improve teamwork and coordination
Emphasis -- Establishing general competencies
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Collecting Competency InformationCollecting Competency Information
Techniques and processes are in their infancy General competencies at the organizational /strategic
level are established by top management Guidelines for establishing general competency
requirementsOrganization must establish its mission and goals
prior to determining competency requirementsShould be important at all job levelsShould have specific, behavioral definitions, not just
labels
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Job Rewards Job AnalysisJob Rewards Job Analysis
Overview
Exh. 4.18: Job Rewards Approach to JA
Job rewards matrix
Exh. 4.19: Job Rewards Matrix for Job of Administrative Assistant
Collecting job rewards information
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Exh. 4.18: Job RewardsExh. 4.18: Job RewardsApproach to Job AnalysisApproach to Job Analysis
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Job Rewards Job Analysis:Job Rewards Job Analysis:Collecting InformationCollecting Information
RewardsExh. 4.20 - Extrinsic rewardsExh. 4.21 - Intrinsic rewards
Reward dimensions Reward characteristics
Amount of reward - See Exh. 4.22Reward differentialReward stability
Results of job rewards job analysis
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Legal IssuesLegal Issues
Job relatedness and court casesRecommendations -- Establishing job-related nature
of staffing practices
Job analysis and selectionValidation studies should begin with job analysis
Essential job functionsWhat are essential functions? P. 190Evidence of essential functions - P. 190Role of job analysis - See Exh. 4.23
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Recommendations: EstablishingRecommendations: EstablishingJob-Related Nature of Staffing PracticesJob-Related Nature of Staffing Practices
Job analysis must be performed and must be for the job for which the selection instrument is to be utilized
Analysis of job should be in writing Job analysis should describe in detail the procedure used Job data should be collected from a variety of current sources
by knowledgeable job analysts Sample size should be large and representative of jobs for
which selection instrument is used Tasks, duties, and activities should be included in analysis Most important tasks should be represented in selection devise Competency levels of job performance for entry-level jobs
should be specified Knowledge, skills, and abilities should be specified,
particularly if content validation model is followed