1. Applied Psychology in Human Resource Management seventh edition Cascio & Aguinis
PowerPoint Slides developed by
Ms. Elizabeth Freeman
University of South Carolina Upstate
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2. Chapter 9 Analyzing Jobs and Work
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3. Chapter 9 Analyzing Jobs and Work
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4. What does it mean to analyze a job?
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5. = JOB ANALYSIS Job Descriptions (work to be done) + Job Specifications
(necessary personal characteristics)
_______________________________________________________
= JOB ANALYSIS
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6. Job 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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7. job analysis information?
How do you use
job analysis information?
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8. Job Analysis Uses 1. Organizational Design
2. Human Resource Management
3. Work & Equipment Design
4. Additional Uses
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9. 1. Organization Design Organizing work flow Human resource planning
Role definitions
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10. 2. HR Management * Job evaluation * Recruitment * Selection
* Placement
* Orientation
* Training & Development
* Appraisals
* Promotions
* Career Planning
* Labor Relations
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11. 3. Work & Equipment Design
* Engineering design
* Job design
* Methods improvement
* Safety
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12. 4. Additional Uses * Vocational guidance * Rehabilitation counseling
* Job classification systems
* HR research
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13. What is the language of job analysts?
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14. Element – smallest unit of observable work Task – distinct activity for specific purpose Duty – large segment of work Position – one or more duties for 1 person
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15. 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 life
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16. How do you complete a job analysis?
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17. There are many ways to analyze jobs
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 salary or determination of equipment needs
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18. Job Analysis Techniques 1. Activities / attributes 2
Job Analysis Techniques Activities / attributes 2. General / specific 3. Qualitative / quantitative 4. Taxonomy-based / blank slate Observers / incumbents or supervisors 6. KSAs / KSAOs 7. Single job / multiple jobs comparisons 8. Descriptive / prescriptive
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19. Job Analysis Techniques Explained 1. Activities / attributes:
Job Analysis Techniques Explained 1. Activities / attributes: what gets done = activities (work, tasks) how it gets done = attributes (worker)
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20. Job Analysis Techniques Explained 2. General / specific:
Job Analysis Techniques Explained General / specific: brief descriptions for comparisons between jobs detailed as in individual assessments for employment
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21. Job Analysis Techniques Explained 3. Qualitative / quantitative:
Job Analysis Techniques Explained 3. Qualitative / quantitative: narrative – career planning numeric scales – job comparisons
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22. Job Analysis Techniques Explained
4. Taxonomy-based / blank slate: Position Analysis Questionnaire (PAQ) Fleishman Ability Requirements Scales (FJAS) General work activities, broad range of jobs Specific tasks lists for unique jobs
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23. Job Analysis Techniques Explained 5
Job Analysis Techniques Explained 5. Observers / incumbents or supervisors: trained job analysts people in the jobs (incumbents) supervisors of those in the jobs
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24. Job 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, and attitudes
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25. Job Analysis Techniques Explained
Single job / multiple jobs
comparisons:
defining an entry level position
defining a career path within an organization
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26. Job Analysis Techniques Explained
Descriptive / prescriptive:
typical to describe existing job
may be defining future jobs or may reflect strategic job changes
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27. Job analyses result in job descriptions &/or job specifications
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28. What does it mean to describe a job?
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29. To describe a job is to determine 1. Job Title 2
To describe a job is to determine Job Title 2. Job Activities & Procedures 3. Working Conditions & Physical Environment 4. Social Environment 5. Conditions of Employment
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30. 1. Job Title – for reporting purposes 2. Job Activities & Procedures –
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 space
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31. 4. Social Environment – work group, interactions 5
4. Social Environment – work group, interactions 5. Conditions of employment – hours, wages, benefits, opportunities for promotion
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32. With the job analysis completed & the job description developed, what about job specifications?
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33. JOB SPECIFICATIONS may or may not =
JOB SPECIFICATIONS may or may not = JOB DESCRIPTIONS Job Specifications define the minimums necessary to perform job (Minimum qualifications: MQs)
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34. Job Specifications – May be used as guidelines for recruitment, selection, placement, development May be included in Job Descriptions May be separate documents
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35. Remember: when developing minimum qualifications (MQ’s), the MQs must be fair, equitable, valid, and reliable
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36. MQ’s legally accepted Methodology: 1
MQ’s legally accepted Methodology: 1. Develop tasks list & KSAs for job 2. 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 SMEs describe barely acceptable employee & revise MQ profile as needed
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37. With regard to MQs reliability & validity. Reliability = consistency
With regard to MQs reliability & validity Reliability = consistency Task data shows higher reliability than work data Analysts show higher reliability ratings than incumbents Validity = performance accuracy Validity ratings harder to quantify The greater the descriptive data, the higher the validity
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38. How do you collect the job observation data to produce the analyses’ descriptions and specifications?
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39. 1. Direct observations of job incumbents by analysts. 2
1. Direct observations of job incumbents by analysts Performing & documenting the job by analysts Both assume: job is stable over time & situation observations do not distort the job Neither appropriate for analytical jobs Functional Job Analyses (FJA) useful what worker does what gets done
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40. FJA – functional job analysis. Position – job title
FJA – functional job analysis Position – job title Duty: general responsibility Task: exactly what gets done What – to/for whom, to/for what Why – purpose of action How – tools, instructions Worker Functions – Data People Things
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41. More about FJA Worker functions. 0 Synthesize. 1 Coordinate. 2 Analyze
More about FJA Worker functions 0 Synthesize 1 Coordinate 2 Analyze 3 Compile 4 Compute 5 Copy 6 Compare
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42. More about FJA People functions. 0 Mentor. 1 Negotiate. 2 Instruct
More about FJA People functions 0 Mentor 1 Negotiate Instruct Supervise Divert 5 Persuade 6 Speak-signal 7 Serve 8 Take instruction
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43. More about FJA Things. 0 Set up. 1 Precision. 2 Operate, control
More about FJA Things Set up 1 Precision Operate, control Drive Manipulate Tend 6 Feed Handle
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44. FJAs result in coded jobs
FJAs result in coded jobs can be tracked for changes over time can be valued for compensation can be evaluated for training needs can determine education levels can be objective rather than biased
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45. How do you make sure that FJA interviews produce necessary information?
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46. be related to purpose of analysis. be clear & specific.
Questions 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.
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47. FJA interviews improve when: Interview several job incumbents
Have several interviewers conduct same interview with same interviewees
Have several interviewers interview different incumbents
Conduct interviews over time
Conduct interviews over varying situations
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48. 1. Subject Matter Expert (SME) Panels 2. Questionnaires
OTHER FJA INTERVIEW IMPROVEMENTS
1. Subject Matter Expert (SME) Panels
2. Questionnaires
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49. SME Panels:
May include up to 10 – 20 % of job incumbents, supervisors
Should represent race, gender, age, location, culture, shift, & situations
Openly discuss – best, good, & worst per position
- training needs
- necessary KSAOs
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50. (task inventories & checklists):
2. Questionnaires
(task inventories & checklists):
Can be administered to large groups
Can collect quantifiable data
May be expensive to develop
May be subject to misunderstandings
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51. Another important job analysis tool Position Analysis Questionnaire
(PAQ)
more behavior oriented than task oriented
uses statistical analyses for objectivity
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52. More PAQ information 194 job items or job elements 5 categories
* information input
* mental processes
* work output
* relationships with other people
* job context
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53. PAQ limitations better suited to blue-collar manufacturing jobs
behavioral similarities may mask task differences
requires college-level reading ability
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54. Other job analysis tools
1. Job Element Inventory (JEI)
2. Fleishman Job Analysis Survey (F-JAS)
3. Critical Incidents
4. Job Analysis Wizard
5. Personality Dimensions
a. NEO Job Profiler
b. Personality-related Position Requirements Form (PPRF)
6. Strategic Job Analyses
7. Competency Modeling
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55. 1. Job Element Inventory (JEI)
developed to address reading level
153 items
structured questionnaire
10th grade reading level
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56. Fleishman Job Analysis Survey
known as the F-JAS
describes jobs by minimum abilities
cognitive
psychomotor
physical abilities
sensory / perceptual
interactions / social
knowledge/skills/abilities
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57. Critical Incidents anecdotes from incumbents, supervisors, observers
particularly good performances
particularly bad performances
indicates both static & dynamic aspects of jobs
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58. Job Analysis Wizard (JAW) thousands of different work
Job Analysis Wizard (JAW) thousands of different work elements broad work- and worker-related dimensions fuzzy logic to determine how new knowledge fits with existing job knowledge automation of entire job analysis process
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59. Personality Dimensions. & Job Analysis
Personality Dimensions & Job Analysis Interest is in personality as an indicator of job performance NEO Job Profiler based on the Big 5 PPRF (personality-related position requirements form)
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60. Competency Modeling. Job Analyses Worker oriented rather than
Competency Modeling Job Analyses Worker oriented rather than job focused Relates worker characteristics to organizational goals 17 comparison areas areas of evaluative criteria
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61. A final source for job analysis information
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62. Occupational Information – from the Dictionary of Occupational Titles to the O*Net first published in U. S. 1930s last published 1991 > 12,000 jobs O*Net is job specific does not allow comparisons for similarities & differences
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63. O*Net Information Categories Experience Worker requirements Occupational requirements Occupation-specific requirements Worker characteristics Occupational characteristics
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64. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
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