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JOB ANALYSIS(and Job Evaluation)
PSYC 353 11C job analysis 09/26/11 [Arthur] 1
Personnel Psychology subfield of I/O psychologyPersonnel Psychology – subfield of I/O psychology focusing on the management of human resources
RecruitmentSelection
Training and developmentT l ti dPlacement
PsychometricsIndi id al diffe ences
Team selection and trainingLegal issues - EqualIndividual differences
Criterion development
Legal issues Equal Employment Opportunity, Title VII CRA 1991p
Performance appraisal
VII, CRA 1991
PSYC 353 11C job analysis 09/26/11 [Arthur] 2
A li t/ l fl th h d i t tiApplicant/employee flow through and interactions with various personnel systems
J O B A N A L Y S I S
PSYC 353 11C job analysis 09/26/11 [Arthur] 3
Job Analysis• systematic assessment of behaviors (and
b tl KSA ) i d t f j bsubsequently, KSAs) required to perform a job• process by which we obtain information about jobs• an information gathering process devoted to thean information gathering process devoted to the
collection and analysis of job-related information for use in a wide variety of ways
selectionselectioncriterion development & performance appraisaltraining & developmentjob evaluation & compensationjob evaluation & compensationjob design
PSYC 353 11C job analysis 09/26/11 [Arthur] 4
Job Analysis Process/SequenceJob Analysis Process/Sequence
J O B A N A L Y S I SJ O B A N A L Y S I S
PSYC 353 11C job analysis 09/26/11 [Arthur] 5
Job Analysis Based Test Development SequenceJob Analysis-Based Test Development Sequence
PSYC 353 11C job analysis 09/26/11 [Arthur] 6
PredictorMeasure
CriterionMeasure
1
245
PredictorConstruct PerformanceConstructDomain
PerformanceDomain
Job Analysis
PSYC 353 11C job analysis 09/26/11 [Arthur] 7
Collecting job-related information
Collecting Job-Related Information
Hierarchy of Terms
• Class/Series
Hierarchy of Terms
Job Family/ClassJob
PositionPosition– Incumbent– Incumbent
• Duty• DutyTask
Element
PSYC 353 11C job analysis 09/26/11 [Arthur] 8
Collecting job-related information
Collecting Job-Related Information
• Who performs a job analysis?Who performs a job analysis?• What information is to be collected?
description of the jobdescription of the jobmajor work behaviors and activitiesknowledge skills and abilities (KSAs)knowledge, skills, and abilities (KSAs)outcomes of worker activities
ki diti h i l & i lworking conditions — physical & social
PSYC 353 11C job analysis 09/26/11 [Arthur] 9
Collecting job-related information
Sources of Job Analysis Information (Methods)• interviews• observation• observation• performance• questionnaires — standardized [PAQ] and unstandardized• task inventories/checklists
• critical incidents
• training materials• Dictionary of Occupational Titles (DOT)• Dictionary of Occupational Titles (DOT)• O*Net• employee log books/diaries• previous/old job descriptions• other sources• other sources
PSYC 353 11C job analysis 09/26/11 [Arthur] 10
Job analysis methods
Interviews• most common methodmost common method• types
open/unstructuredopen/unstructuredsemi-structuredstructuredstructured
• if conducted properly, interviews can be ff ti j b l i t la very effective job analysis tool
PSYC 353 11C job analysis 09/26/11 [Arthur] 11
Li i i
Job analysis methods
• Limitationsinformation distortion
social sources of inaccuracysocial sources of inaccuracy– social influence processes– self-presentation processes
iti f icognitive sources of inaccuracy– limitations in info processing systems– biases in info processing systems
– can minimize effects by interviewing multiple levels
resource demands = time and moneyresource demands time and money– interview small subset, develop questionnaires, and then
administer to larger sample
PSYC 353 11C job analysis 09/26/11 [Arthur] 12
b
Job analysis methods
Observation• natural complement to interviewing• job analyst (observer) observes and records
on-going job behaviors. Can also be accomplished via video tapingaccomplished via video-taping
• disadvantage of intrusiveness and reactance; incumbents may modify their behavior whenincumbents may modify their behavior when under observation
typical vs maximal performanceconstrained by job type
• advantage of firsthand information
PSYC 353 11C job analysis 09/26/11 [Arthur] 13
f /
Job analysis methods
Performance/Participation• job analyst performs the jobjob analyst performs the job• advantage of firsthand experience
disadvantages• disadvantagesKSAs required
k d l b lrisk and liabilityfunction of the job
PSYC 353 11C job analysis 09/26/11 [Arthur] 14
Job analysis methods
Questionnaires, Task Inventories/Checklists
DUTIES I m p o r t a n c e F r e q u e n c y
0 1 2 3 4 5 0 1 2 3 4 5
I. Designs and creates a variety of signs (including publicinformation signs, park identification signs, truck signs,traffic regulatory signs, and signs on football field)using computer programs and vinyl sign makingequipment.
G G G G G G G G G G G G
II. Designs signs and logos, paints signs by hand, anddrives vehicle to work site to letter office doors or toinstall signs.
G G G G G G G G G G G G
III. Silkscreens signs. G G G G G G G G G G G G
IV. Performs other related tasks as assigned or required. G G G G G G G G G G G G
PSYC 353 11C job analysis 09/26/11 [Arthur] 15
Job analysis methods
• standardized or nonstandardized
Questionnaires, Task Inventories/Checklists
• Position Analysis Questionnaire (PAQ) — most common standardized job analysis questionnaire
• standardized measures have the advantage of furnishing normative data, but have the disadvantage of being inflexible
• nonstandardized questionnaires/inventories are those that the job analyst or I/O psychologist develops for his/her own specific use on a particular project
PSYC 353 11C job analysis 09/26/11 [Arthur] 16
l d h
Job analysis methods
Critical Incidents Approach• behaviors that make crucial differences• behaviors that make crucial differences
for doing job effectively or ineffectively • what led up the incident?• what led up the incident?• what did the individual do?• what were the consequences?• were consequences controllable?q
PSYC 353 11C job analysis 09/26/11 [Arthur] 17
l
Job analysis methods
Training Materials• training manuals and standard operating g p g
procedures are often good sources of information
• a content analysis of these manuals can provide a comprehensive review of what
t b l d i d t d thmust be learned in order to succeed on the job, what worker traits are considered to be important and what the attributes ofimportant, and what the attributes of effective performance are
PSYC 353 11C job analysis 09/26/11 [Arthur] 18
Job analysis methods
Dictionary of Occupational Titles (DOT)• published by the Department Of Labor• 1977, 4th edition; 1986, supplement• provides standardized, comprehensive descriptions of
job duties and related informationjob duties and related information• 20,000+ military and civilian occupations• each job is identified by a 9-digit occupational code.
A t th th d id tifi j b' ti lAmongst others, the code identifies a job's particular occupational group, and rates the functions performed (people, data, things)
PSYC 353 11C job analysis 09/26/11 [Arthur] 19
Job analysis methods
Occupational Information Network (O*Net)
• Department of Laborp• online replacement of DOT• <online.onetcenter.org>online.onetcenter.org
PSYC 353 11C job analysis 09/26/11 [Arthur] 20
Job analysis methods
Employee log books/diariesAdditional Sources
Previous/old job descriptions
PSYC 353 11C job analysis 09/26/11 [Arthur] 21
Job Analysis Process/SequenceJob Analysis Process/Sequence
PSYC 353 11C job analysis 09/26/11 [Arthur] 22
Job Analysis Process/SequenceJob Analysis Process/Sequence
PSYC 353 11C job analysis 09/26/11 [Arthur] 23
/ l
Determining MWBs & KSAs
Rating Data/Scales
• Importance• Frequency/Time spent
Criticality (imp & freq)• Criticality (imp & freq)• Difficulty of learning/Time to proficiency• Criticality/Consequences of errorsy/ q• Needed-upon-entry
T i d d• Team interdependency• team-relatedness• team workflow
PSYC 353 11C job analysis 09/26/11 [Arthur] 24
Determining MWBs & KSAs
MWB and Task Importance and Frequency
DUTIES I m p o r t a n c e F r e q u e n c y
0 1 2 3 4 5 0 1 2 3 4 5
I. Designs and creates a variety of signs (including publicinformation signs, park identification signs, truck signs,traffic regulatory signs, and signs on football field)using computer programs and vinyl sign makingequipment.
G G G G G G G G G G G G
II. Designs signs and logos, paints signs by hand, anddrives vehicle to work site to letter office doors or toinstall signs.
G G G G G G G G G G G G
III. Silkscreens signs. G G G G G G G G G G G G
IV. Performs other related tasks as assigned or required. G G G G G G G G G G G G
PSYC 353 11C job analysis 09/26/11 [Arthur] 25
Determining MWBs & KSAs
Knowledge , S kills , and Abil ities N eeded U pon I m p o r t a n c e
KSA Needed-Upon-Entry and Importance
Entry?
N o Yes 0 1 2 3 4 5
I. Designs and creates a va r iety of sig ns(inc luding pu blic inf orma tion sig ns, parkid tifi ti i t k i t ffiidentifica tion signs , truck signs, trafficregulato ry signs , an d sig ns o n fo ot ball fie ld)using com puter prog rams and vinyl signm aking equipment.
Knowledge
1. knowledge o f the methods used to p reparemetal su rfaces fo r pain ting
2. knowledge o f the methods , materials , andequ ipmen t used in mak ing and app ly ing v iny ls ign faces
G
G
G
G
G
G
G
G
G
G
G
G
G
G
G
G
3. knowledge o f the bas ic techn iques of allstandard methods fo r painting such as airb rush ,sp ray gun , and others
4. knowledge o f computers and specializedso ftware and equ ipment used in the p roductionof s igns
G
G
G
G
G
G
G
G
G
G
G
G
G
G
G
G
PSYC 353 11C job analysis 09/26/11 [Arthur] 26
g
Team Relatedness and Team Workflow as
• Continued importance and centrality of teams in modern
Team-Relatedness and Team Workflow as Metrics of Team Interdependence
Continued importance and centrality of teams in modern organizations
• Task analysis system to quantify teamness of occupations, jobs, and tasksAbilit t i ll d ib t i t• Ability to numerically describe team requirements
• Quantifies “teamness” in a manner similar to how we quantify “importance” as a task characteristic
• Measure of perceived interdependenceMeasure of perceived interdependence• Potential uses
– career exploration– training– job design– selection– research– as a diagnostic tool
PSYC 353 11C job analysis 09/26/11 [Arthur] 27
as a diagnostic tool
/ l
Determining MWBs & KSAs
Rating Data/Scales
• Teamness two facets– how much?– what type?
• Team-Relatedness degree or amount of i d dinterdependence
• Team Workflow type of interdependence
PSYC 353 11C job analysis 09/26/11 [Arthur] 28
KSAO Linkages to MWBs
Determining MWBs & KSAs
KSAO Linkages to MWBs
• rational/judgmental but can and should be empirically confirmed
Knowledge of I/O
Skill at conveying
Ability to project voiceof I/O conveying
informationproject voice
Giving X X XGiving lectures
X X X
Preparing exams
X
PSYC 353 11C job analysis 09/26/11 [Arthur] 29
Job Analysis Process/SequenceJob Analysis Process/Sequence
PSYC 353 11C job analysis 09/26/11 [Arthur] 30
Job Analysis Process/SequenceJob Analysis Process/Sequence
PSYC 353 11C job analysis 09/26/11 [Arthur] 31
Job description
Job Description
• final product or outcome of the job analysis processy p
job descriptionnarrative describing MWBs and associated tasksgKSAs (linked to tasks) [job specifications]minimum qualifications
PSYC 353 11C job analysis 09/26/11 [Arthur] 32
Job description
Job Descriptionwritten statement of what the incumbent doeswritten statement of what the incumbent does, how he/she does it, and why he/she does itstatement of the tasks, responsibilities, and working conditionsthis information can then be used to determine what KSAs and other characteristics are requiredwhat KSAs and other characteristics are required to perform the job
PSYC 353 11C job analysis 09/26/11 [Arthur] 33
Job description
Job Descriptionnarrativenarrativeelements
– titletitle– activities and procedures– working conditions physical & social g p y
environment– conditions of employment
PSYC 353 11C job analysis 09/26/11 [Arthur] 34
k
Job description
Task Statements• Action verbAction verb• Result• Tools used• Tools used• Outcome (“in order to”)• Discretion• Discretion• “Gives lectures to students using overhead
projector in order to convey informationprojector in order to convey information about Personnel Psychology”
PSYC 353 11C job analysis 09/26/11 [Arthur] 35
Short Order CookJob description
Short Order CookPrepares food and serves restaurant patrons at counters or tables. Takes orders from customers and cooks foods requiring short preparation time. Completes order from steamtable and servesCompletes order from steamtable and serves customer. Accepts payment or writes charge slip. Carves meats, makes sandwiches, and brews coffee. Usually found in small establishments such as lunchUsually found in small establishments, such as lunch counters and snack bars.
PSYC 353 11C job analysis 09/26/11 [Arthur] 36
Hair StylistJob description
Hair StylistSpecializes in dressing hair according to latest style or period, following instructions of patron. Questions patron to determine hairdressing requirements. Studies facial features of patron or performing artistStudies facial features of patron or performing artist and arranges shapes, and trims hair to achieve desired effect, using fingers, combs, barber scissors, hair waving solutions hairpins and other accessorieshair-waving solutions, hairpins and other accessories. Dyes, tints, bleaches, or curls or waves hair as required. May create new style especially for patron. May clean and style wigs and hairpieces.
PSYC 353 11C job analysis 09/26/11 [Arthur] 37
Job description
Sign PainterDesigns and creates a variety of signs (includingDesigns and creates a variety of signs (including public information signs, park identification signs, truck signs, traffic regulatory signs, and signs on football field) sing comp te p og ams and in lfootball field) using computer programs and vinyl sign making equipment. Designs signs and logos, paints signs by hand, and drives vehicle to work site p g y ,to letter office doors or to install signs. Silkscreens signs. Performs other related tasks as assigned or requiredrequired.
PSYC 353 11C job analysis 09/26/11 [Arthur] 38
Knowledge, Skills, and Abilities Required for the Position ofSign Painter
Duties Knowledge, Skills, and Abilities
Job description
I. Designs and creates a variety ofsigns (including publicinformation signs, parkidentification signs, truck signs,traffic regulatory signs, and
Knowledge
1. knowledge of the methods used to prepare metal surfaces forpainting
2. knowledge of the methods, materials, and equipment used insigns on football field) usingcomputer programs and vinylsign making equipment.
making and applying vinyl sign faces 3. knowledge of the basic techniques of all standard methods for
painting such as airbrush, spray gun, and others4. knowledge of computers and specialized software and
equipment used in the production of signs
Skills
1. skill in the preparation of metal sign blanks2. skill in determining the tools and equipment needed to
complete signs3. skill in use of hand tools, specialized software and equipment, p q p
used in the production of signs
Abilities
1. ability to interpret work from sketches, rough layouts, standarddrawings and specificationsdrawings, and specifications
2. ability to read English at the 8th grade level (paint cans,instructions)
3. ability to do simple math calculations (adding, proportions)4. manual dexterity5. visual acuity6 finger dexterity
PSYC 353 11C job analysis 09/26/11 [Arthur] 39
6. finger dexterity
Job E al ationJob evaluation is NOT job analysis
Job Evaluation• job evaluation is a procedure that is used to• job evaluation is a procedure that is used to
determine the relative value of jobs to organizations and thus the level of
ti t b idcompensation to be paid• relative value of job based on internal (and
external equity)external equity)• used to determine salary• job evaluation uses information obtained• job evaluation uses information obtained
from the job analysis
PSYC 353 11C job analysis 09/26/11 [Arthur] 40
Job evaluation is NOT job analysis
Equal Pay vs. Comparable Worth
• Equal pay – equal pay for equal workcompensable factors
– effortkill– skill
– responsibility– working conditions
• Comparable worth equal pay for comparable worth
• It is important to realize that job analysis and job evaluation are two very different things.
PSYC 353 11C job analysis 09/26/11 [Arthur] 41
SummaryJob analysis — Summary
Summary
• Job analysis is the basis/foundation of• Job analysis is the basis/foundation of most, if not all personnel/HRM functionsB th f i l d l l• Both a professional and legal requirement
Alb l P C M d (1975) j b l i iAlbermarle Paper Co. v. Moody (1975) — job analysis is a necessary part of test validation and must be done to defend challenged employment practices
h ld b EEOC Atl P B C (1989)upheld by EEOC v. Atlas Paper Box Co. (1989)
PSYC 353 11C job analysis 09/26/11 [Arthur] 42
Job analysis — Summary
Summary
• Important factors to considerthe job analysis must . . .
– be behaviorally based (i.e., start w/ specific observables)– to the extent that one strays from behaviors that can be
“seen, heard, otherwise perceived,” reliability is reduced be supervised by a trained job analyst– be supervised by a trained job analyst
– use multiple methods and sources – use SMEs and incumbents that are a representative
samplesample– be on-site– be well documented
PSYC 353 11C job analysis 09/26/11 [Arthur] 43
Job analysis — Summary
Summary
• Complexities of job analysisdynamic nature of job performancedynamic nature of job performance– time-determined changes– employee-determined changes– situation-determined changes
future-oriented job analysis– job analysis for jobs that do not yet exist
PSYC 353 11C job analysis 09/26/11 [Arthur] 44
Job analysis — Summary
Summary
• Factors that influence job analysis outcomes
sourcemethodmethod
• Implications for meta-analysis
PSYC 353 11C job analysis 09/26/11 [Arthur] 45
Job analysis — Summary
Summary
• Competencies and competency modelingg
PSYC 353 11C job analysis 09/26/11 [Arthur] 46
Job analysis — Summary
Some Common Misconceptions
• Job analysis is NOT a way to determine how well employees are performing their jobs; that procedure is called performance appraisal
• Job analysis is NOT a way to determine the value of a job; that procedure is called job evaluation
PSYC 353 11C job analysis 09/26/11 [Arthur] 47