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Work Analysis and Design. 4. Chapter. Work Analysis. Work analysis —a systematic process of gathering information about work, jobs, and the relationship between jobs steps in conducting work analysis determine the major tasks, activities, behaviors, or duties to be performed on the job

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  1. Work Analysis and Design 4 Chapter

  2. Work Analysis • Work analysis—a systematic process of gathering information about work, jobs, and the relationship between jobs • steps in conducting work analysis • determine the major tasks, activities, behaviors, or duties to be performed on the job • assess the relative importance, relative frequency, or essentiality with which the various tasks are performed • identify the critical knowledges, abilities, skills, and other characteristics (or KASOCs) necessary to perform the tasks

  3. KASOCs • Knowledge—an organized body of information, usually of a factual or procedural nature applied directly to the performance of a function • Ability—a demonstrated competence to perform an observable behavior or a behavior that results in an observable product • Skill—a competence to perform a learned, psychomotor act, and may include a manual, verbal, or mental manipulation of data, people, or things • Other characteristics—personality factors (attitudes), aptitudes, or physical or mental traits needed to perform the job

  4. What Are the Major Goals for Work Analysis? • Major goals for work analysis • the objective of work analysis should be the description of observables • work analysis consists of a description of work behavior independent of the personal characteristics of particular people who perform the job • work analysis data must be verifiable and reliable

  5. Products of Work Analysis • Major products of work analysis • job descriptions • job specifications • job classification • job evaluation • job design/restructuring • performance appraisal • worker training • worker mobility/succession planning • efficiency • safety • human resource planning • legal/quasi-legal requirements

  6. Collection Methods • Major collection methods of work analysis • observation—direct observation of job duties, work sampling or observation of segments of job performance, and indirect recording of activities • performing the job—actual performance of job duties by the analyst • interviews—individual and group interviews with job incumbents, supervisors, subordinates, clients, or other knowledgeable sources • critical incidents—descriptions of behavioral examples of exceptionally poor or good performance, and context and consequences in which they occur

  7. Collection Methods • Major collection methods of work analysis (continued) • diaries—descriptions of daily work activities by incumbents • background records—review of relevant materials including organization chars, Dictionary of Occupational Titles (DOT), company training manuals, organizational policies and procedures manuals, or existing job descriptions • questionnaires—structured forms and activity checklist (PAQ, FJA, JDS, MPDQ, JCO) as well as open ended or unstructured questions

  8. Work Analysis Methods • Most useful work analysis methods • Position Analysis Questionnaire (PAQ) • Management Position Description Questionnaire (MPDQ) • competency modeling • functional job analysis (FJA) • critical incident technique (CIT) • Job Compatibility Questionnaire (JCQ) • Job Diagnostic Survey (JDS) • Multimethod Job Design Questionnaire (MJDQ)

  9. Which Method is Best? • FJA • job description • job classification • job design • job evaluation • PAQ • specific tests to use for hiring • job evaluation • CIT • performance appraisal instrument • training programs

  10. O*NET Content Model • Experience Requirements • Training • Experience • Licensure • Worker Requirements • Basic Skills • Cross-Functional Skills • Knowledge • Education • Occupational Requirements • Generalized Work Activities • Work Context • Organizational Context O*NET • Occupation-Specific Requirements • Occupational Skills, Knowledge • Tasks, Duties • Machines, Tools, and Equipment • Worker Characteristics • Abilities • Occupational Values Interests • Work Styles Source: N.G. Peterson, et al. “Understanding Work Using the Occupational Information Network (O*NET): Implications for Practice and Research,” Personnel Psychology 54 (2001), p. 458. Reprinted with permission. • Occupation Characteristics • Labor Market Information • Occupational Outlook • Wages

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