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CHAPTER FOUR

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.

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CHAPTER FOUR

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  1. CHAPTER FOUR Job Analysis Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region

  2. Organization Vision and Mission Goals and Objectives Organization Strategy HR and Staffing Strategy Staffing Organizations Model Staffing Policies and Programs Support Activities Core Staffing Activities Legal compliance Recruitment: External, internal Planning Selection:Measurement, external, internal Job analysis Employment:Decision making, final match Staffing System and Retention Management

  3. 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 JobFunctions Chapter Outline

  4. 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 Types of Jobs

  5. Nature of Job Analysis • Definition • Process of studying jobs to gather, analyze, synthesize, and report information about • Job requirements • Rewards • Three types of job analysis • Exh. 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

  6. Job Requirements Competency-Based Job Rewards • Specific tasks for job • General KSAOs • Extrinsic rewards InformationGathered • Specific KSAOs for job • Job-spanning KSAOs • Intrinsic rewards • Job content Exh. 4.2: Nature of Job Analysis

  7. Job Requirements Job Analysis • Overview • Exh. 4.3: Job RequirementsApproach to JA • Job requirements matrix • Job descriptions and job specifications • Collecting job requirements information

  8. Exh. 4.3: Job RequirementsApproach to Job Analysis

  9. Job 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

  10. Task 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

  11. Exh. 4.5: Use of Sentence AnalysisTechnique for Task Statements

  12. 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 Characteristics of Task Statements Requirements: Task Statements Suggestions: Effectively Writing Task Statements

  13. Task Dimensions • Definition • Involves grouping sets of task statements into dimensions, attaching a name to each dimension • Other terms -- “duties,” “accountability areas,” “responsibilities,” and “performance dimensions” • Characteristics • Creation is optional • Many different grouping procedures exist • Guideline - 4 to 8 dimensions • Grouping procedure should be acceptable to organizational members • Empirical validation against external criterion is not possible

  14. Importance 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 Importance • Relative time spent • Percentage (%) time spent • Importance to overall performance • Need for new employee training

  15. KSAOs • What are KSAOs? • Knowledge - Exh. 4.7: Knowledges Contained in O*NET • Skill - Exh. 4.8: Skills Contained in O*NET • Ability - Exh. 4.9: Abilities Contained in O*NET • Other Characteristics - Exh. 4.10: Examples of Other Job Requirements • KSAO importance • Exh. 4.11: Examples of Ways to Assess KSAO Importance • Job context • Exh. 4.12: Job Context Contained in O*NET

  16. Job Descriptions andJob Specifications • Job description • Describes 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 specifications • Describes KSAOs • Exh. 4.13: Example of Combined Job Description / Specification

  17. Collecting Job Requirements Information • Methods • Sources to be used • Job analysis process

  18. Collecting Job Requirements Information: Methods • Prior information • Observation • Interviews • Questionnaire • Combined methods • Criteria for choice of methods • Exh. 4.14: Criteria for Guiding Choice of JA Methods

  19. Collecting Job Requirements Information: Sources • Job analyst • Job incumbents • Supervisors • SMEs • Combined sources

  20. Collecting Job Requirements Information: JA 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

  21. Competency-Based Job Analysis • Nature of competencies • Competency example • Organization usage • Collecting competency information

  22. What is a Competency? • Definition • An 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 jobs • Contribute not only to job performance but also to organizational success

  23. Exh. 4.17: Examples of Competencies

  24. Organization Usage • Organizations are experimenting with • Developing competencies and competency models and • Using them as underpinnings of several HR applications • Three strategic HR reasons for doing competency modeling • Create awareness and understanding of need for change in business • Enhance skill levels of workforce • Improve teamwork and coordination • Emphasis -- Establishing general competencies

  25. Collecting 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 requirements • Organization must establish its mission and goals prior to determining competency requirements • Should be important at all job levels • Should have specific, behavioral definitions, not just labels

  26. Job 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

  27. Exh. 4.18: Job RewardsApproach to Job Analysis

  28. Job Rewards Job Analysis:Collecting Information • Rewards • Exh. 4.20 - Extrinsic rewards • Exh. 4.21 - Intrinsic rewards • Reward dimensions • Reward characteristics • Amount of reward - See Exh. 4.22 • Reward differential • Reward stability • Results of job rewards job analysis

  29. Legal Issues • Job relatedness and court cases • Recommendations -- Establishing job-related nature of staffing practices • Job analysis and selection • Validation studies should begin with job analysis • Essential job functions • What are essential functions? P. 190 • Evidence of essential functions - P. 190 • Role of job analysis - See Exh. 4.23

  30. Recommendations: EstablishingJob-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

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