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Brannick and Levine: Job and work Analysis

 Chapter 5 Management and Teams

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2Management and Teams

Management Position Description Questionnaire (MPDQ) – Hemphill (1960); Tornow & Pinto (1976)

Why was this the most logical chapter to include managers?

Teams: (3 descriptors) Job design Team SKAs Team Functions

MAP system (multiphase analysis of performance system)

3MPDQ: Development and Structure

Management Position Description Questionnaire (MPDQ)  first, most developed and with software For job evaluation and performance appraisal

4MPDQ

Leadership v. Management Manage and motivate people

Difficult to observe behaviors what kind of task analysis would this be? Many behaviors may lead to same end

Steve Jobs, Warren Buffet, to capture thinking process

How would you do this?

5MPDQ

Leader/manager (KSAs) Functions: (traits or behaviors?)

Initiating structure/consideration behaviors (Ohio State) Ed Fleishman (1967)

13 dimension model (Fleishman, et al, ’91) 4 superordinate:

Information search and structuring, Information use in PS Managing personnel Managing materials

6MPDQ

Four factor model (Borman & Brush, ‘93) Interpersonal skills Leading others Admin skills Instrumental personal behavior

Are these traits or behaviors? How would you measure them? Both behavioral (specific) & widely applicable (general)?

7MPDQ Development

90 execs responded to 575 items (Hemphill ‘60)

Both supervisory and executive Do they differ? What’s common to all?

Structure & Content (15 sections) Table 5.1 Head work (thinking hard) paper work (administration) people work (interpersonal skills)

Which ones do you like/not like?

8MPDQ -KSAs

30 altogether Leadership Planning Human relations/sensitivity Oral expression Inform management Prof/tech knowledge

How would you measure these ? Are they traits? Can they be developed?

9MPDQ Research & Applications

Dimensions – Management Work Factors = 8 (Table 5.3)

Each position can be cf to average of group (Fig5.1) Job Evaluation Factors = 8 (Table 5.4)

Points awarded (1 – 100) for each .79 to .96 rs predict actual salary (pretty good!)

Computer Use (big advantage) Reliability

(median r = .83 test-retest) (.4 inter-rater agreement)

Competency Modeling(for leadership)

Widely used – 70% – 80% No common taxonomy

Organization wide core competencies (Prahalad & hamel, ‘90)

Trait focus / not task specific (how could they be?) Why trait focus and not task specific? Org implications? OPM ICF and link to ICF white paper SHL 8 great competencies

11Competencies

SHL – eight great (Table 5.5) 1. Leading & Deciding 2. Supporting & Cooperating 3. Interacting & Presenting 4. Analyzing & Interpreting 5. Creating and Conceptualizing 6. Organizing & Executing 7. Adapting & Coping 8. Enterprising & Performing

Which are cog ability, traits, skills?

12Competencies

Cf Job analysis to Competencies Shippmann et al. ’00)

Method of investigation Type of descriptor Level of detail or descriptor Procedures for developing descriptors content Link to business goals/ strategies Content review Ranking of descriptor importance Reliability Process of content revision Documentation of procedure

JA superior to 9 of 10. Which was Competency superior for?

13JA for Teams

Teams Multiple people (2 or more) Interdependent tasks Shared goal

Job design for teams Factors:

Input: org resources & contextual factors Process: what the team actually does Output: outcomes and satisfaction

-Campion et al. ‘96) Four of five JCM characteristics are same (which is missing?)

14Teams factors con’t

Types of leadership Self management Self lead Leaderless

Composition Heterogeneity Flexibility

Contextual Training Managerial support Communication and Cooperation Potency Social support Workload sharing

15Teams: SKAOs

14 of them: Table 5.7 (Stevens & Campion, ‘94) Interpersonal

Conflict resolution (3) Collaborative Problem solving (2) Communication (5)

Self-management Goal setting (2) Planning & Task Coordination (2)

16Team Functions(Nieva, Fleishman, Reick, ‘78)

Orientation Resource distribution Timing Coordination Motivational

17MAP SystemMultiphase Analysis of Performance SystemLevine & Brannick et al., ‘88)

Building blocks for team job analysis Descriptors Flowcharts &Time charts Sources & Methods of Data Collection Ratings Data analysis Storing & Receiving information

When would you do this?

18MAPS

Answer: When you have a consulting job that requires it!

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