4-1 CHAPTER FOUR Job Analysis and Rewards Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region McGraw-Hill/Irwin.

4-1

CHAPTER FOURCHAPTER FOUR

Job Analysis and RewardsJob Analysis and Rewards

Screen graphics created by:Jana F. Kuzmicki, PhD

Troy State University-Florida and Western Region

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

4-2

Types of JobsTypes of Jobs

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

4-3

Job Requirements Job Analysis: OverviewJob Requirements Job Analysis: Overview

DefinitionProcess of studying jobs to gather, analyze,

synthesize, and report information about job requirements

Two major forms Job requirements

Specific KSAOs for the job Competency based

General KSAOs for all applicants Has different degrees of relevance to staffing activities Support activity for staffing activities

Provides foundation for successful staffing systems

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Job Requirements Job AnalysisJob Requirements Job Analysis

Overview

Exh. 4.3: Job RequirementsApproach to JA

Job requirements matrix

Job descriptions and job specifications

Collecting job requirements information

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Exh. 4.3: Job RequirementsExh. 4.3: Job RequirementsApproach to Job AnalysisApproach to Job Analysis

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Job Requirements MatrixJob Requirements Matrix

Exh. 4.3: Portion of Job Requirements Matrix for Job of Administrative Assistant

Task statements

Task dimensions

Importance of tasks / dimensions

KSAOs

KSAO importance

Job context

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Task StatementsTask Statements

Definition

Objectively written descriptions ofbehaviors or work activities engagedin by employees to perform job

Exh. 4.4: Use of Sentence AnalysisTechnique for Task Statements

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Exh. 4.5: Use of Sentence AnalysisExh. 4.5: Use of Sentence AnalysisTechnique for Task StatementsTechnique for Task Statements

4-9

Characteristics of Task Statements Characteristics of Task Statements

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

Requirements: Task Statements

Suggestions: Effectively Writing Task Statements

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Task DimensionsTask 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

4-11

Importance of Tasks/DimensionsImportance 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. 4.5: Examples of Ways to Assess Task/Dimension Importance Relative time spent Percentage (%) time spent Importance to overall performance Need for new employee training

4-12

KSAOsKSAOs

What are KSAOs? Knowledge - Exh. 4.6: Knowledges Contained in

O*NET Skill - Exh. 4.7: Skills Contained in O*NET Ability - Exh. 4.8: Abilities Contained in O*NET Other Characteristics - Exh. 4.9: Examples of Other

Job Requirements KSAO importance

Exh. 4.10: Examples of Ways to Assess KSAO Importance

Job context Exh. 4.11: Job Context Contained in O*NET

4-13

Job Descriptions andJob Descriptions andJob SpecificationsJob 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. 4.12: Example of Combined Job Description / Specification

4-14

Collecting Job Requirements InformationCollecting Job Requirements Information

Methods

Sources to be used

Job analysis process

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Collecting Job Requirements Information: Collecting Job Requirements Information: MethodsMethods

Prior information

Observation

Interviews

Questionnaire

Combined methods

Criteria for choice of methodsExh. 4.13: Criteria for Guiding Choice of JA

Methods

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Collecting Job Requirements Information: Collecting Job Requirements Information: SourcesSources

Job analyst

Job incumbents

Supervisors

SMEs

Combined sources

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Collecting Job Requirements Information: Collecting Job Requirements Information: JA ProcessJA Process

Purpose Scope Internal staff or consultant - See Exh. 4.14 Organization and coordination Communication Work flow and time frame Analysis, synthesis, and documentation Maintenance of system Example of JA process - See Exh. 4.15

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Competency-Based Job AnalysisCompetency-Based Job Analysis

Nature of competencies

Competency example

Organization usage

Collecting competency information

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What is a Competency?What is a Competency?

DefinitionAn 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 jobsContribute not only to job performance but also to

organizational success

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Exh. 4.16: Examples of CompetenciesExh. 4.16: Examples of Competencies

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Organization UsageOrganization 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

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Collecting Competency InformationCollecting 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

4-23

Job RewardsJob Rewards

Exh. 4.17—Extrinsic rewards

Direct compensation: base pay and variable pay

Indirect compensation: benefits

Hours of work

Career advancement

Job security

Exh. 4.18—Intrinsic rewards

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Job Rewards:Job Rewards:Collecting InformationCollecting Information

Within the organization Interviews with employeesSurveys with employees

Outside the organizationSHRM surveyOrganizational practices

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Legal IssuesLegal Issues

Job relatedness and court casesRecommendations -- Establishing job-related nature

of staffing practices

Essential job functionsWhat are essential functions? P. 190Evidence of essential functions - P. 190Role of job analysis - See Exh. 4.23

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Recommendations: EstablishingRecommendations: EstablishingJob-Related Nature of Staffing PracticesJob-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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Ethical IssuesEthical Issues

Issue 1 It has been suggested that “ethical conduct” be formally

incorporated as a general competency requirement for any job within the organization. Discuss the pros and cons of this suggestion.

Issue 2 Assume you are assisting in the conduct of job analysis as an

HR department representative. You have encountered several managers who want to delete certain tasks and KSAOs from the formal job description having to do with employee safety, even though they clearly are job requirements. How should you handle this situation?