Ch08

Chapter 8CH.8

Incorporating Job Analysis Results in Selection Measures

Chapter ObjectivesChapter ObjectivesChapter ObjectivesChapter Objectives

1.1. Determination of Determination of employee specifications employee specifications through the identification of through the identification of KSAsKSAs and and other other personal characteristicspersonal characteristics from from job analysis job analysis datadata..

2.2. Determination of Determination of selection measure selection measure content content through through the incorporation of employee the incorporation of employee specifications in selection proceduresspecifications in selection procedures..

Identification of Employee Identification of Employee SpecificationsSpecifications• SpecificationsSpecifications

Rely on accurate and complete inferences for their Rely on accurate and complete inferences for their usefulnessusefulness

Help avoid adverse impact and the hiring of Help avoid adverse impact and the hiring of unqualified employeesunqualified employees

• Determining SpecificationsDetermining Specifications Task Analysis ApproachTask Analysis Approach

Uses subject matter experts’ (SMEs) judgments concerning Uses subject matter experts’ (SMEs) judgments concerning the KSAs required for the jobthe KSAs required for the job

PAQ ApproachPAQ Approach Based on the Position Analysis QuestionnaireBased on the Position Analysis Questionnaire

The The TaskTask Analysis Approach Analysis Approach

• Determination of Employee SpecificationsDetermination of Employee Specifications

1.1. Identifying job tasks/work behaviorsIdentifying job tasks/work behaviors

2.2. Rating job tasks/work behaviorsRating job tasks/work behaviors

3.3. Specifying KSAs necessary for successful job Specifying KSAs necessary for successful job performanceperformance

4.4. Rating the importance of identified KSAsRating the importance of identified KSAs

5.5. Identifying other employee specifications necessary Identifying other employee specifications necessary for successful job performancefor successful job performance

6.6. Linking KSAs and other employee specifications to Linking KSAs and other employee specifications to job tasks/work behaviorsjob tasks/work behaviors

7.7. Developing content areas of selection proceduresDeveloping content areas of selection procedures

The The TaskTask Analysis Approach (cont’d) Analysis Approach (cont’d)

• Identifying and Rating Job Tasks/Work Identifying and Rating Job Tasks/Work BehaviorsBehaviors

Task statements should:Task statements should:

Begin with an action verbBegin with an action verb

Describe Describe whatwhat the worker does, for the worker does, for whomwhom or or whatwhat the worker does it, the worker does it, whywhy the worker does it, the worker does it, and and howhow the worker does it. the worker does it.

FIGURE 8.1 Example of a Work Behavior and of Associated Task Statements for the Job of Police Sergeant

Work Behavior 3Responds to life-threatening emergencies or critical incidents such as a plane crash, explosion, train wreck, tornado, flood, hazardous chemical spill, shooting, accident with injuries, hostage situation, bomb threat, and fire—using mobile data terminal (MDT), Fire and Rescue, robots, police vehicle, K-9, barricades, helicopter, radio, traffic vest, outside agencies, fire trucks personal protective equipment, body armor, first aid kit, fire extinguisher, and firearms—following the Airport Aircraft Emergency Plan, County Police Department Critical Incident Response Plan, County Employee Manual, special orders, general orders, and HAZMAT guide in order to ensure the safety of property, self, and others during dangerous or hazardous situations. Stabilizes injured individuals until medical assistance arrives, and prevents the escape of an offender.

Associated Task Statements1. Provides assistance to other agencies (e.g., State Police, local police department)2. Extinguishes small fires (such as grass or vehicle fires to prevent or minimize damage and prevent injury3. Rescues people from dangerous situations such as burning buildings damaged vehicles, and drowning4. Administers first-aid to the injured at emergency scenes until medical help arrives5. Evaluates an emergency or disaster scene to determine what assistance is required, whether evacuation is necessary, whether the

ordinance disposal unit is necessary, whether the dispatching of emergency personnel is necessary, or if additional medical assistance is needed

6. Evacuates occupants of buildings and surrounding areas during emergencies or disasters7. Maintains security in an emergency area and controls gathering crowds8. Searches buildings and/or areas for bombs or other indications of criminal activity9. Provides on-scene counseling to assist persons in dangerous situations or during emergencies, and reassures injured individuals that

medical assistance is on the way10. Determines if backup is necessary, and if so, requests backup assistance11. Establishes a perimeter and if necessary diverts traffic and bystanders12. Notifies the chain-or-command of the status of situations13. Notifies Public Information Officer of the status of situations14. Establishes a command post15. Requests additional assistance from other personnel or agencies (HAZMAT, Fire Department, DOT, EPA, SWAT team)16. Notifies hospitals

SOURCE: Based on the Auburn University-Montgomery Center for Business, Job Analysis and Content Validation Report: County Bureau of Police Services for the Rank of Sergeant (Montgomery, AL: Auburn University-Montgomery Center for Business, 2004).

FIGURE 8.2 Example of Rating Scales Used to Rate a Work Behavior (Detailed in Figure 8.1) and Associated Job Tasks for the Job of Police Sergeant

SOURCE: Based on Auburn University-Montgomery Center for Business, Job Analysis and Content Validation Report: County Bureau of Police Services for the Rank of Sergeant (Montgomery, AL: Auburn University-Montgomery Center for Business, 2004).

NOTE: Perform = Do you perform this job task? Frequency = How often do you perform this task in your current position? Importance = How important is it for you to perform this task successfully? Necessary at Entry = Should a new employee, upon starting the job of sergeant, be able to perform this task successfully?

Specifying KSAs for Job PerformanceSpecifying KSAs for Job Performance

• Selection of a KSA Rating PanelSelection of a KSA Rating Panel A panel of job experts (at least 10 to 20) is preferable A panel of job experts (at least 10 to 20) is preferable

over only one or two individualsover only one or two individuals Quality of job knowledgeQuality of job knowledge

ParticipationParticipation

Characteristics sought in job agents are also relevant Characteristics sought in job agents are also relevant in choosing the KSA rating panelin choosing the KSA rating panel Participation should be voluntaryParticipation should be voluntary

Incumbents should have performed adequately on the job in Incumbents should have performed adequately on the job in questionquestion

Participants should have served on the job at least six Participants should have served on the job at least six monthsmonths

KSAs DefinedKSAs Defined

• KnowledgeKnowledge A body of information, usually of a factual or A body of information, usually of a factual or

procedural nature, that makes for successful procedural nature, that makes for successful performance of a task.performance of a task.

• SkillSkill An individual’s level of proficiency or competency in An individual’s level of proficiency or competency in

performing a specific task. Level of competency is performing a specific task. Level of competency is often expressed in numerical terms.often expressed in numerical terms.

• AbilityAbility A more general, enduring trait or capability an A more general, enduring trait or capability an

individual possesses when he or she first begins to individual possesses when he or she first begins to perform a task.perform a task.

Specifying KSAs for Job Performance Specifying KSAs for Job Performance (cont’d)(cont’d)• Guides for Preparing KSA StatementsGuides for Preparing KSA Statements

Panelists should have a clear understanding of what Panelists should have a clear understanding of what is meant by “knowledge,” “skills,” and “abilities”is meant by “knowledge,” “skills,” and “abilities”

Statements should show the kind of knowledge, skill, Statements should show the kind of knowledge, skill, or ability and the degree or level of each that is or ability and the degree or level of each that is needed for successful task performanceneeded for successful task performance

Statements should specify the highest level that is Statements should specify the highest level that is required for the jobrequired for the job

Specific statements are preferable to broad, general Specific statements are preferable to broad, general ones that lack clarity as to what actual KSAs are ones that lack clarity as to what actual KSAs are requiredrequired

Specifying KSAs for Job Performance Specifying KSAs for Job Performance (cont’d)(cont’d)• Guides for Preparing KSA Statements (cont’d)Guides for Preparing KSA Statements (cont’d)

Emphasis should be given to identifying those KSAs Emphasis should be given to identifying those KSAs that determine “successful” performance on the jobthat determine “successful” performance on the job

Adjective modifiers relative to the degree or extent of Adjective modifiers relative to the degree or extent of knowledge required should not be used in preparing knowledge required should not be used in preparing knowledge statementsknowledge statements

Adjective modifiers of level or extent of the ability Adjective modifiers of level or extent of the ability required should not be used in preparing ability required should not be used in preparing ability statementsstatements

FIGURE 8.3 Examples of Knowledge, Skills, and Abilities (KSAs) Statements Developed in Previous Job Analyses

Knowledge:

“Knowledge of building materials including the uses, storage, and preparation of materials such as aluminum siding,

Masonite®, concrete block, and gypsum board” (building materials company supervisor)

“Knowledge of the development, scoring, and application of employee performance appraisal techniques such as behaviorally anchored rating scales, 360-feedback, and graphic rating scales.” (human resources consultant)

“Knowledge of basic and advanced first aid procedures to include CPR techniques” (state police corporal)

“Knowledge of aircraft nomenclature (type, number of engines, manufacturer, jet/non-jet engine) and performance characteristics such as speed, climb/descent rates, turning radius, and weather and radio capabilities” (air traffic controller)

Skills:

“Skill in using a bank proof machine to process 50 checks per minute without error” (bank proof machine operator)

“Skill in typing business correspondence at 50 words per minute without error” (secretary)

“Skill in the use of handguns as needed to pass annual departmental qualifying standards” (state police corporal)

Abilities:

“Ability to give oral testimony in court as an expert witness in an employment discrimination suit regarding test validation issues” (human resources consultant)

“Ability to use basic arithmetic to calculate flow of current through an electrical circuit” (lighting company technician)

“Ability to obtain facts and information by using interviewing skills and techniques” (state police corporal)

FIGURE 8.4 Examples of Typical Ratings Scales Used in Rating Knowledge, Skills, and Abilities (KSAs)

A. How important is this KSA in performing your job effectively?

B. Should a newly hired employee possess this KSA on their first day of work in this job?

0 = Not important—You can definitely perform your job effectively even if you do no possess this KSA. There is no problem if you do not possess this KSA.

1 = Somewhat important—You can probably perform your job effectively even if you do not possess this KSA. There is a minor problem if you do not possess this KSA.

2 = Important—It is unlikely that you can perform your job effectively unless you possess this KSA. There is a problem if you do not possess this KSA.

3 = Essential—You cannot perform your job effectively unless you possess this KSA; there is a major problem if you do not possess this KSA.

4 = Critical—You cannot perform your job effectively unless you possess this KSA; there is a serious problem if you do not possess this KSA.

Y = Yes; individuals on this job should possess this KSA on their first day of work.

N = No; individuals on this job do not need this KSA on their first day of work.

Other KSAs for Job PerformanceOther KSAs for Job Performance

• Physical RequirementsPhysical Requirements Specified physical abilities must be essential to the Specified physical abilities must be essential to the

job to ensure compliance with the Americans with job to ensure compliance with the Americans with Disabilities Act (ADA)Disabilities Act (ADA)

Relevance of physical requirements is assessed by:Relevance of physical requirements is assessed by: Listing and rating physical abilities required for a jobListing and rating physical abilities required for a job Rating a preestablished set of physical abilitiesRating a preestablished set of physical abilities

• Licensure/Certification RequirementsLicensure/Certification Requirements Special licensure or certification requirements that are Special licensure or certification requirements that are

legally necessary for job performancelegally necessary for job performance Driving license, state board certifications, bar examinations, Driving license, state board certifications, bar examinations,

professional occupational certificationsprofessional occupational certifications

Linking KSAs and Other Employee Linking KSAs and Other Employee Specifications to Job Tasks/Work Specifications to Job Tasks/Work Behaviors.Behaviors.• Each identified KSA must be tied to at least one Each identified KSA must be tied to at least one

important task for which it is required.important task for which it is required.

Establishing KSA Establishing KSA Job Task/Work Behavior Links Job Task/Work Behavior Links SMEs review job tasks or work behaviors and then rate the SMEs review job tasks or work behaviors and then rate the

extent to which a KSA is required for successful performance extent to which a KSA is required for successful performance of that activityof that activity

KSAs can be successfully linked to an important job task or KSAs can be successfully linked to an important job task or work behavior when the average SME rating equals or work behavior when the average SME rating equals or exceeds a specific rating scale valueexceeds a specific rating scale value

Screening for Relevant Tasks and Screening for Relevant Tasks and KSAsKSAs• Tasks or work behaviors must be performed by at least 67 percent Tasks or work behaviors must be performed by at least 67 percent

of SMEs.of SMEs.

• At least 67 percent of SMEs must judge that a new employee must At least 67 percent of SMEs must judge that a new employee must be able to perform the task or work behavior at the start of the job.be able to perform the task or work behavior at the start of the job.

• Tasks or work behaviors must have an average importance rating of Tasks or work behaviors must have an average importance rating of at least 2.0 (= important).at least 2.0 (= important).

• KSAs must (be given a mean importance rating of at least 2.0 (= KSAs must (be given a mean importance rating of at least 2.0 (= important) by SMEs.important) by SMEs.

• KSAs must be rated as necessary at job entry by at least 67 percent KSAs must be rated as necessary at job entry by at least 67 percent of SMEs.of SMEs.

• KSAs must be linked by SMEs to a job task or work behavior that KSAs must be linked by SMEs to a job task or work behavior that meets rating criteria (1) through (3) above with a mean linkage meets rating criteria (1) through (3) above with a mean linkage rating of at least 1.5.rating of at least 1.5.

FIGURE 8.5 SMEs’ Average Ratings of Abbreviated Job Tasks for the Job of HR Selection Analyst

NOTE: The task statements have been abbreviated to conserve space. Task statements shown in bold print are those passing the SME task rating screens.aTask Frequency ratings were made using the following scale: 1 = Rarely 2 = Seldom 3 = Occasionally 4 = Frequently 5 = Continuously.

bTask Importance ratings were made using the following scale: 0 = Not Important 1 = Somewhat Important 2 = Important 3 = Essential 4 = Critical.

FIGURE 8.6 SME Average Ratings of Abbreviated KSAs for the Job of HR Selection Analyst

NOTE: The KSA statements have been abbreviated to conserve space. KSA statements shown in bold print are those passing the SME KSA rating screens.

aKSA Importance ratings were made using the following scale: 0 = Not Important 1 = Somewhat Important 2 = Important 3 = Essential 4 = Critical.

bKSA Relatedness to Job Performance ratings were made using the following scale: 0 = Not At All 1 = Slightly 2 = Moderately 3 = Considerably.

FIGURE 8.7 Mean Ratings of KSA Importance Linked to Task Performance for the Job of HR Selection Analyst

NOTE: The task and KSA statements have been abbreviated to conserve space. KSA linkage to task ratings were made using the following rating scale:How important is this KSA in performing this task?0 = Not Important1 = Somewhat Important2 = Important3 = Essential

FIGURE 8.8 Summary of KSA Tabulations for Determining Content Areas of Selection Instruments for the Job of HR Selection Analyst

NOTE: The KSA statements have been abbreviated in order to conserve space. KSA statements shown in bold print are those selected for defining the content of selection measures.

aImportant KSAs are those receiving a rating of 1.5 or higher on the following scale:

0 = Not Important

1 = Somewhat Important

2 = Important

3 = Essential

bKSAs that should be possessed by newly hired employees are those chosen by 67% or more of the SMEs.

cNumbers outside of the parentheses are task statement numbers. Numbers inside the parentheses are average importance ratings of a KSA for that task’s performance. The mean ratings are taken from Figure 8.6.

FIGURE 8.9 KSA Content Areas Identified for Measurement by Selection Procedures for the Job of HR Selection Analyst

NOTE: The KSA statements have been abbreviated in order to conserve space. KSA statements shown in bold print are those selected for defining selection measure content.

aFor a KSA to be chosen as a selection content area, each of the selection instrument content area criteria must show “yes” as an answer. These KSAs are identified in this column by a bold “Yes.”

Choosing A Method to Assess Choosing A Method to Assess SpecificationsSpecifications• Evaluation of Past PerformanceEvaluation of Past Performance

Have applicants demonstrated past behaviors associated with Have applicants demonstrated past behaviors associated with successful performance of the tasks of the job?successful performance of the tasks of the job?

• Evaluation of Current PerformanceEvaluation of Current Performance

Can applicants be observed performing the job or part of it?Can applicants be observed performing the job or part of it?

Is there a means for simulating the job in a test situation that is Is there a means for simulating the job in a test situation that is likely to require important behaviors as defined by the job?likely to require important behaviors as defined by the job?

If so, is there a practical way of measuring performance?If so, is there a practical way of measuring performance?

• Evaluating Job KnowledgeEvaluating Job Knowledge

Would a written test be best for eliciting desired reactions and Would a written test be best for eliciting desired reactions and providing for practical scoring?providing for practical scoring?

Choosing A Method to Assess Choosing A Method to Assess SpecificationsSpecifications• Evaluating Other Specifications Evaluating Other Specifications

Would giving job applicants an opportunity to express Would giving job applicants an opportunity to express themselves orally through an interview cover job requirements themselves orally through an interview cover job requirements unassessed by other means?unassessed by other means?

• Confidence in the Assessment MethodConfidence in the Assessment Method

Can the assessment method produce reliable and valid data for Can the assessment method produce reliable and valid data for evaluating applicants’ KSAs?evaluating applicants’ KSAs?

• Suitability of the Assessment MethodSuitability of the Assessment Method

Is the method practical and affordable?Is the method practical and affordable?

FIGURE 8.10 An Example Selection Plan for the Job of HR Selection Analyst

NOTE: The KSA percentage weights do not sum to 100% because other relevant KSAs and their weights are not shown.

The PAQ ApproachThe PAQ Approach

• Using The Position Analysis Questionnaire Using The Position Analysis Questionnaire (PAQ) for Job Ratings(PAQ) for Job Ratings1.1. Conduct an analysis of the job using the PAQConduct an analysis of the job using the PAQ

2.2. Identify the major components of work required on Identify the major components of work required on the job using the PAQ resultsthe job using the PAQ results

3.3. Identify the attributes required for performing these Identify the attributes required for performing these major components of workmajor components of work

4.4. Choose tests that measure most important attributesChoose tests that measure most important attributes

• Types of PAQ InformationTypes of PAQ Information PAQ questionnaire itemsPAQ questionnaire items PAQ job attribute dataPAQ job attribute data

The PAQ Approach (cont’d)The PAQ Approach (cont’d)

• PAQ Items as Employee SpecificationsPAQ Items as Employee Specifications Individual items on the PAQ questionnaire can Individual items on the PAQ questionnaire can

provide useful data for defining important employee provide useful data for defining important employee specifications.specifications.

When several raters are completing the PAQ for a When several raters are completing the PAQ for a job, average item ratings can be used to define the job, average item ratings can be used to define the specifications.specifications.

FIGURE 8.11 Summary of Three Important PAQ Items Serving as a Basis of Employee Specifications for the Job of Senior Shipping and Receiving Clerk

SOURCE: Based on analyses obtained from PAQ Services, Inc., Bellingham, Washington.

aBased on a rating scale where 1= Nominal/Very Infrequent 2 = Occasional 3 = Moderate 4 = Considerable 5 = Very Substantial.

bBased on a rating scale where 1 = Very Minor 2 = Low 3= Average 4 = High 5 = Extreme.

PAQ Item PAQ Item Number Name Rating Percentile

9. Visual Sources of Job Information:Materials Not in Process Parts, materials, objects, etc. not in the process of being changed or modified, and that are sources of information when being inspected, handled, etc., such as items ormaterials in inventory or storage 5.0a 99

72. Transportation and Mobile Equipment:Powered Mobile EquipmentOperates movable vehicles not intended for highway use;for example, warehouse trucks or fork lifts 3.0b 98

132. Other Organizational Activities:Coordinates ActivitiesCoordinates, monitors, or organizes the activities of othersto achieve certain objectives but does not have line management personnel; for example, legal adviser or administrative assistant 3.5b 96

Note: Percentile score indicates the percentage of jobs in the PAQ Services, Inc. databank rated lower than the job under investigation..

The PAQ Approach (cont’d)The PAQ Approach (cont’d)

• PAQ Job Attributes as Employee SpecificationsPAQ Job Attributes as Employee Specifications Computerized analyses of existing data about Computerized analyses of existing data about

worker qualifications are used to identify attributes worker qualifications are used to identify attributes associated with PAQ items.associated with PAQ items.

Once a job’s important items have been identified, Once a job’s important items have been identified, the associated attributes represent important the associated attributes represent important employee specifications.employee specifications.

FIGURE 8.12 Selected Examples of 76 PAQ Job Attributes

Attributes of an Aptitude Nature1. Verbal Comprehension—ability to understand the meaning of words and the ideas associated with them.

2. Arithmetic Reasoning—ability to reason abstractly using quantitative concepts and symbols.

3. Perceptual Speed—ability to make rapid discriminations of visual detail.

4. Near Visual Acuity—ability to perceive detail at normal reading distance.

5. Manual Dexterity—ability to manipulate things with the hands.

6. Eye-Hand Coordination—ability to coordinate hand movements with visual stimuli.

7. Movement Detection—ability to detect physical movement of objects and to judge their direction.

8. Selective Attention—ability to perform a task in the presence of distracting stimulation or under monotonous conditions without significant loss in efficiency.

Attributes of an Interest or Temperament Nature1. Working Alone—working in physical isolation from others, although the activity may be integrated with that of

others.

2. Time Pressure—working in situations where time is a critical factor for successful performance.

3. Working under Specific Instructions—working under those instructions that allow little or no room for independent action or judgment in working out job problems.

4. Empathy—seeing things from another person’s point of view.

5. Personal Risk—risking physical or mental illness or injury.

6. Attainment of Set Standards—attaining set limits, tolerances, or standards.

7. Scientific/Technical Activities—using technical methods for investigating natural phenomena using scientific procedures.

8. Influencing People—influencing opinions, attitudes, or judgments about ideas or things.

SOURCE: Based on Lloyd D. Marquardt and Ernest J. McCormick, Component Analyses of the Attribute Data Based on the Position Analysis Questionnaire (PAQ) (West Lafayette, IN: Occupational Research Center, Department of Psychological Sciences, Purdue University, 1973), 34–38. Final report submitted to the Office of Naval Research, Arlington, Virginia.

FIGURE 8.13 Selected Job Attribute Ratings of an Interest/Temperament and Aptitudinal Nature for the Job of Senior Shipping and Receiving Clerk

Note: Percentile score indicates the percentage of jobs (in the PAQ Services, Inc. databank) scoring lower on a specific job attribute than the job under investigation.

GATB: Selection Measure ContentGATB: Selection Measure Content

• Worker AptitudesWorker Aptitudes Verbal Aptitude—measured by a vocabulary test Verbal Aptitude—measured by a vocabulary test

Numerical Aptitude—measured by an arithmetic Numerical Aptitude—measured by an arithmetic computation and reasoning test computation and reasoning test

Spatial Aptitude—measured by a test requiring the Spatial Aptitude—measured by a test requiring the ability to visualize three-dimensional objects in three ability to visualize three-dimensional objects in three dimensions and the effects of moving the objects in dimensions and the effects of moving the objects in these dimensions these dimensions

General Intelligence—measured by the sum of the General Intelligence—measured by the sum of the verbal, numerical, and spatial aptitudes verbal, numerical, and spatial aptitudes

GATB: Selection Measure Content GATB: Selection Measure Content (cont’d)(cont’d)• Worker Aptitudes (cont’d)Worker Aptitudes (cont’d)

Clerical Perception—measured by a test involving the Clerical Perception—measured by a test involving the matching of names matching of names

Form Perception—measured by a test requiring the Form Perception—measured by a test requiring the matching of tools and geometric forms matching of tools and geometric forms

Motor Coordination—measured by a test requiring the Motor Coordination—measured by a test requiring the placing of pencil marks in a set of squares placing of pencil marks in a set of squares

Finger Dexterity—measured by a test involving the Finger Dexterity—measured by a test involving the assembly of washers and rivets assembly of washers and rivets

Manual Dexterity—measured by a test involving the Manual Dexterity—measured by a test involving the movement of pegs on a boardmovement of pegs on a board

FIGURE 8.14 An Example of PAQ Analyses Used in Determining Aptitudes Important to Performance for the Job of Senior Shipping and Receiving Clerk

a A < indicates an aptitude test that should be considered as a selection measure.

• Mean Score represents the predicted, average aptitude scores of incumbents working as a clerk.

• Predicted Validity Coefficient represents an estimate of the validity coefficient for each of the tests.

• Probability of Use is a specially created index that indicates whether the U.S. Employment Service would be likely to use a particular aptitude test in developing a selection battery.

• Predicted Low Score shows potential cutoff or passing scores—at one standard deviation below the mean—to be used in selection.

FIGURE 8.15 Commercial Tests Corresponding to General Aptitude Test Battery (GATB) Aptitudes

GATB Aptitude Commercial Test

General Intelligence Wonderlic Personnel TestAdaptability TestTest of Learning Ability

Verbal Aptitude Personnel Tests for Industry—VerbalShort Employment Tests—VerbalEmployee Aptitude Survey—Verbal

Numerical Aptitude Personnel Tests for Industry—NumericalShort Employment Tests—NumericalEmployee Aptitude Survey—NumericalArithmetic IndexFlanagan Industrial Tests—ArithmeticArithmetic Fundamentals Test

Spatial Aptitude Revised Minnesota Paper Form BoardEmployee Aptitude Survey—SpatialFlanagan Industrial Tests—Assembly

Clerical Perception Employee Aptitude Survey—Visual Speed and AccuracyShort Employment Tests—ClericalMinnesota Clerical Tests—Names

Other Approaches to Identifying Other Approaches to Identifying Employee SpecificationEmployee Specification• Personality-Related Position Requirements Personality-Related Position Requirements

Form (PPRF)Form (PPRF)

• Job Element Method (JEM)Job Element Method (JEM)

• Skills and Attributes Inventory (SAI)Skills and Attributes Inventory (SAI)

• Fleishman Job Analysis Survey (F-JAS)Fleishman Job Analysis Survey (F-JAS)

• Threshold Traits Analysis (TTA).Threshold Traits Analysis (TTA).

The Future of KSAsThe Future of KSAs

• As organizations and jobs change, KSAs will As organizations and jobs change, KSAs will likely be both organizationally and job-likely be both organizationally and job-specifically defined.specifically defined. The “Other” KSAsThe “Other” KSAs

In some jobs, will measures of personality characteristics In some jobs, will measures of personality characteristics receive more attention than cognitive ability tests?receive more attention than cognitive ability tests?

Will selection focus more on general cognitive abilities than Will selection focus more on general cognitive abilities than on specific abilities?on specific abilities?

Are the characteristics required for success in one Are the characteristics required for success in one organization the same for other organizations? If not, do the organization the same for other organizations? If not, do the characteristics differ by industry, organization size, culture, or characteristics differ by industry, organization size, culture, or structure?structure?

FIGURE 8.16 Employee Competencies Identified at Anheuser-Busch Companies

Competitive Advantage through People

I. Achieving Competitiveness

1. Customer Focus: Aggressively monitors and anticipates customer requirements and responds to them in an appropriate manner.

2. Business Focus: Strategically monitors business performance and external environment to enhance the organization’s competitive position.

3. Innovation and Change: Actively seeks out new ideas and displays creativity in adapting to changing conditions.

4. Results Orientation: Demonstrates drive and persistence to meet and exceed job goals for self or others.

5. Analysis and Planning: Uses critical thinking and diagnostic skills to solve problems and develop effective work plans.

6. Systems Thinking: Designs, improves, and integrates business and operational processes in order to achieve the organization’s strategic goals.

7. Technical/Functional Expertise: Demonstrates, enhances, and shares job knowledge and skills.

II. Succeeding through People

8. Valuing People: Demonstrates respect for others regardless of personal background.

9. Commitment to Development: Acts in a purposeful manner to develop own and/or others’ capabilities to better meet organizational needs.

10. Professionalism: Demonstrates candor, composure, objectivity, and commitment to obligations in all working relationships.

11. Empowerment: Delegates or accepts responsibility to expand own and/or others’ capabilities to take appropriate risks and make decisions.

12. Influence: Uses appropriate methods and strategies to motivate others to meet individual, department, or company goals.

13. Team Orientation: Accepts the team approach and takes necessary action to support its processes and goals.

FIGURE 8.17 Employee Behaviors Descriptive of the Anheuser-Busch Competency: Team Orientation