job analysis

Applied Psychology in Human Resource Management seventh editionCascio & Aguinis

PowerPoint Slides developed by Ms. Elizabeth FreemanUniversity of South Carolina Upstate

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall9-*

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

Chapter 9

Analyzing Jobs and Work



What does it mean to analyze a job?




Job Descriptions (work to be done)

+ Job Specifications (necessary personal characteristics) _______________________________________________________

= JOB ANALYSIS9-*


Copyright 2011 Pearson Education, Inc. publishing as Prentice HallJob Analysis Issues

Is the concept of Job a social artifact? Will all employed workers be self-employed?Just what is the impact of the Internet on human resources?Do we continue to need traditional job analyses?

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How do you use job analysis information?9-*


Copyright 2011 Pearson Education, Inc. publishing as Prentice HallJob Analysis Uses

1. Organizational Design2. Human Resource Management3. Work & Equipment Design4. Additional Uses9-*



1. Organization Design

Organizing work flowHuman resource planning Role definitions9-*


Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall2. HR Management

* Job evaluation* Recruitment* Selection* Placement* Orientation* Training & Development* Appraisals* Promotions* Career Planning* Labor Relations 9-*


Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall3. Work & Equipment Design

* Engineering design* Job design* Methods improvement * Safety9-*


Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall4. Additional Uses

* Vocational guidance * Rehabilitation counseling * Job classification systems* HR research 9-*


What is the language of job analysts?



Element smallest unit of observable work

Task distinct activity for specific purpose

Duty large segment of work

Position one or more duties for 1 personCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall9-*


Job group of positions w/ similar duties

Job Family group of jobs w/ similar worker characteristics

Occupation/vocation similar jobs, different organizations, different times

Career sequence of positions, jobs, occupations of 1 person during working lifeCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall9-*


How do you complete a job analysis?



There are many ways to analyze jobs.

The purpose of the analysis will influence the type of job analysis to be completed. Examples include: determination of competitive salaryordetermination of equipment needsCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall9-*


Job Analysis Techniques

1. Activities / attributes 2. General / specific 3. Qualitative / quantitative4. Taxonomy-based / blank slate 5. Observers / incumbents or supervisors 6. KSAs / KSAOs 7. Single job / multiple jobs comparisons8. Descriptive / prescriptive



Job Analysis Techniques Explained

1. Activities / attributes: what gets done = activities (work, tasks)how it gets done = attributes (worker)




2. General / specific: brief descriptions for comparisons between jobsdetailed as in individual assessments for employment




3. Qualitative / quantitative:

narrative career planningnumeric scales job comparisons



4. Taxonomy-based / blank slate:

Position Analysis Questionnaire (PAQ)Fleishman Ability Requirements Scales (FJAS)

General work activities, broad range of jobsSpecific tasks lists for unique jobs

Copyright 2011 Pearson Education, Inc. publishing as Prentice HallJob Analysis Techniques Explained9-*



5. Observers / incumbents or supervisors: trained job analystspeople in the jobs (incumbents)supervisors of those in the jobs



Copyright 2011 Pearson Education, Inc. publishing as Prentice HallJob Analysis Techniques Explained

KSAs / KSAOs Knowledge Skills Abilities (KSA)Knowledge Skills Abilities & Other Characteristics (KSAO) Attribute-oriented analysis limited versus necessary attributes plus personality traits, values, andattitudes 9-*


Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall Job Analysis Techniques Explained

Single job / multiple jobs comparisons:

defining an entry level positiondefining a career path within an organization

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Descriptive / prescriptive:

typical to describe existing jobmay be defining future jobs or may reflect strategic job changes9-*



Job analyses result in job descriptions&/orjob specifications9-*



What does it mean to describe a job?9-*


To describe a job is to determine

1. Job Title 2. Job Activities & Procedures 3. Working Conditions & Physical Environment 4. Social Environment 5. Conditions of Employment



1. Job Title for reporting purposes

2. Job Activities & Procedures tasks, materials, machinery, interactions, supervision

3. Working Conditions & Physical Environment heat, lighting, noise, indoor/outdoor, hazards,office spaceCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall9-*


4. Social Environment work group, interactions

5. Conditions of employment hours, wages, benefits, opportunities for promotion



With the job analysis completed & the job description developed, what about job specifications?



JOB SPECIFICATIONS may or may not = JOB DESCRIPTIONS Job Specifications define the minimums necessary to perform job

(Minimum qualifications: MQs)



Job Specifications

May be used as guidelines for recruitment, selection, placement, development

May be included in Job Descriptions

May be separate documents



Remember:

when developing minimum qualifications (MQs), the MQs must be fair, equitable, valid, and reliable



MQs legally accepted Methodology: 1. Develop tasks list & KSAs for job2. Identify group of Subject Matter Experts (SMEs)3. Separate groups of SMEs 4. SME groups rate the tasks & KSAs 5. SMEs meet to give opinions 6. Job Analysts produce MQ profiles 7. SMEs describe barely acceptable employee & revise MQ profile as needed



With regard to MQs reliability & validityReliability = consistencyTask data shows higher reliability than work dataAnalysts show higher reliability ratings than incumbents

Validity = performance accuracy Validity ratings harder to quantifyThe greater the descriptive data, the higher the validity



How do you collect the job observation data to produce the analyses descriptions and specifications?



1. Direct observations of job incumbents by analysts2. Performing & documenting the job by analysts

Both assume: job is stable over time & situationobservations do not distort the job

Neither appropriate for analytical jobsFunctional Job Analyses (FJA) useful what worker doeswhat gets doneCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall9-*


FJA functional job analysis Position job titleDuty: general responsibilityTask: exactly what gets done

What to/for whom, to/for whatWhy purpose of actionHow tools, instructionsWorker Functions DataPeopleThingsCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall9-*


More about FJA

Worker functions0 Synthesize1 Coordinate2 Analyze 3 Compile4 Compute5 Copy6 Compare



More about FJA

People functions0 Mentor1 Negotiate 2 Instruct 3 Supervise 4 Divert5 Persuade6 Speak-signal7 Serve8 Take instructionCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall9-*


More about FJA

Things 0 Set up1 Precision 2 Operate, control 3 Drive 4 Manipulate 5 Tend 6 Feed 7 Handle



FJAs result in coded jobs

can be tracked for changes over time can be valued for compensationcan be evaluated for training needscan determine education levelscan be objective rather than biased



How do you make sure that FJA interviews produce necessary information?



Copyright 2011 Pearson Education, Inc. publishing as Prentice HallQuestions should:

be related to purpose of analysis.be clear & specific.not lead to implied answers.not indicate socially acceptable answers.not ask for information that interviewee would not logically have.not ask for intimate information.9-*


Copyright 2011 Pearson Education, Inc. publishing as Prentice HallFJA interviews improve when: Interview several job incumbentsHave several interviewers conduct same interview with same intervieweesHave several interviewers interview different incumbentsConduct interviews over time Conduct interviews over varying situations

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OTHER FJA INTERVIEW IMPROVEMENTS

1. Subject Matter Expert (SME) Panels

2. Questionnaires

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Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall SME Panels:

May include up to 10 20 % of job incumbents, supervisorsShould represent race, gender, age, location, culture, shift, & situations Openly discuss best, good, & worst per position - training needs - necessary KSAOs

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2. Questionnaires (task inventories & checklists):

Can be administered to large groupsCan collect quantifiable dataMay be expensive to developMay be subject to misunderstandings

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Another important job analysis tool

Position Analysis Questionnaire(PAQ) more behavior oriented than task orienteduses statistical analyses for objectivity

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More PAQ information

194 job items or job elements5 categories

* information input * mental processes * work output * relationships with other people * job context

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PAQ limitations

better suited to blue-collar manufacturing jobsbehavioral similarities may mask task differencesrequires college-level reading ability

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Other job analysis tools

1. Job Element Inventory (JEI)2. Fleishman Job Analysis Survey (F-JAS)3. Critical Incidents4. Job Analysis Wizard5. Personality Dimensions a. NEO Job Profilerb. Personality-related Position Requirements Form (PPRF)6. Strategic Job Analyses7. Competency Modeling

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1. Job Element Inventory (JEI) developed to address reading level

153 itemsstructured questionnaire10th grade reading level

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Fleishman Job Analysis Survey known as the F-JAS

describes jobs by minimum abilitiescognitivepsychomotorphysical abilitiessensory / perceptualinteractions / socialknowledge/skills/abilities

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Critical Incidents

anecdotes from incumbents, supervisors, observersparticularly good performancesparticularly bad performancesindicates both static & dynamic aspects of jobs9-*


Job Analysis Wizard (JAW)

thousands of different work elements broad work- and worker-related dimensionsfuzzy logic to determine how new knowledge fits with existing job knowledgeautomation of entire job analysis process


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Personality Dimensions & Job AnalysisInterest is in personality as an indicator of job performance

NEO Job Profiler based on the Big 5PPRF (personality-related position requirements form)


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Competency ModelingJob Analyses

Worker oriented rather thanjob focusedRelates worker characteristics to organizational goals

17 comparison areas 10 areas of evaluative criteria


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A final source for job analysis information


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Occupational Information from the Dictionary of Occupational Titles to the O*Net

first published in U. S. 1930slast published 1991 > 12,000 jobs

O*Net is job specificdoes not allow comparisons for similarities & differences


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O*Net Information Categories

ExperienceWorker requirementsOccupational requirementsOccupation-specific requirementsWorker characteristicsOccupational characteristics


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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

Copyright 2011 Pearson Education, Inc. publishing as Prentice HallCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall9-*


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