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Job Analysis (JA) (Chapter 3)

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Agenda

Job-Analysis

- Job-Oriented

- Worker-Oriented

- Applications

Job-Analysis Process

Alternative Methods

Job Evaluation

Job Description

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Definition and Purpose

The process of gathering, analyzing and structuring informationabout a jobs components, characteristics, and job requirements

The process of gathering information about job oriented and workeroriented elements of a job

A method for describing jobs and/or the human attributesnecessary to perform them

Job Analysis provides the basis for Job evaluation

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The Criterion Problem

Criterion as sample of performance

JA is important for:

1. JP criterion development

2. Job specification

3. Selection Systems4. Performance Appraisal and Reward systems

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Job-Oriented JA

Detailed and Job-Specific Analyses

Emphasis on job components:

Dutymajor component of the job

Taska complete piece of work that accomplishes some particular goal

Activityindividual parts that make up the task

Elementmolecular behaviours

Usually each job will have multiple duties, each duty several tasks...

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Job-Oriented JA

Example (Lawyer):

Duty - Provide legal representation

Task represent clients in a court of law

Activity make opening statement in a court of law

Element voice objection to opposing party

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Worker-oriented JA

Focuses on worker attributes (KSAOs)

Components of Worker-Oriented JA:

a) KSAOs or Competencies

(1) Knowledge

(2) Skills

(3) Ability

(4) Other

b) Work analysis: the study of certain tasks and skills that workers cantransfer from one job to another

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Uses of JA

Writing job descriptions

a) Job specifications for selection

Training

Career development

Reward/Compensation

Workforce planning

Performance appraisal

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Uses of JA

Job classification

Job evaluation

Job design

Compliance with legal guidelines

Organisational analysis

Efficiency/safety

Research

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Preparing for JA

Who will conduct the analysis

a) Must be a trained analyst

b) Can be an internal department or task force such as HR

Considerations

a) No compensation for information sharing

b) Employees may not have time or ability to provide adequate

information

c) Consulting work is costly

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Preparing for JA

Which Employees Should Participate

a) SME Committee or incumbents

b) Sample Size

c) Other Sample Characteristics

d) Differences between participants:

- Job competence- Race

- Gender

- Education level

- Organisational position

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Preparing for JA

What type of information should be gathered?

a) Level of Specificity (e.g., job, position, duty, task)

b) Requirements (formal vs. informal)

c) Sources of information

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Conducting JA (Task Inventory)

Step 1: Identify tasks performed

a) Gathering existing information

b) Interviewing subject matter experts (SMEs)

c) Observing incumbentsd) Job participation

Step 2: Write task statements

a) Required elements to a task statement

b) Characteristics of well-written task statements

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Step 3: Rate task statements

a) Task inventories

b) Incumbents complete inventory

c) Categorizing tasks

d) Chart

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Step 4: Determine essential KSAOs

a) Questionnaires

Step 5: Selecting tests to tap KSAOs

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Alternative JA Methods (O*NET)

Occupational information network (O*NET)http://online.onetcenter.org/

a) Online and CD database KSAs for 1000+ groups of jobs

b) Domains: experience requirements, worker requirements, workercharacteristics, occupational requirements, occupation-specificrequirements, and occupation characteristics

c) Levels of Information Analysis: Individual; Job; Organisation;Business Environment

O*NET job descriptions combine job oriented and worker oriented analyses
http://online.onetcenter.org/http://online.onetcenter.org/

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Alternative JA Methods (O*NET)

Worker

Characteristics

Abilities

Occup. Interests

Work Values

Work Styles

Occupational

Requirements

Detailed andGeneralised

Work Activities

Org. and Work

Context

Worker

Requirements

Skills

Knowledge

Education

Experience

Requirements

Training

Experience

Licensing

Skills

Occupational

Characteristics

Labour Market

Information

Occupational

Outlook

Occupation-

Specific

Information

Tasks

Tools

Technology

Worker Oriented

Job Oriented

OccupationSpe

cificCross-Occupation

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Alternative JA Methods (PAQ)

Position analysis questionnaire (PAQ)

1. Information input

2. Mental processes

3. Work output

4. Interpersonal activities5. Work situation and job context

6. Miscellaneous aspects relevant to the job

Method:

SME rates each item based relevance, criticality of error, and time

SME develops a profile of task elements and KSAOs based on otherjobs in the PAQ database and assigns a percentile scale score

Limitations

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Alternative JA Methods (CMQ)

Common-Metric Questionnaire

Behaviour- vs. Task-Oriented Items

Rating scale consistency across jobs

Method:

2077 items along 80 dimensions asking whether a given job requires

the specified skill, experience, or education level

Measure of criticality

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Alternative JA Methods (CIT)

Critical incident technique (CIT)

a) Poor vs. Good incidents

Method:

1 Behavioural classification (good vs. poor)

2 Sorting process

3 Classification

4 Verification5 Criticality assessment

Limitations

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Job Evaluation

A properly designed job:

a) Contributes to employee attraction and retention

b) Is motivating

c) Is equitable

d) Is in compliance with legal guidelines

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Conducting Job Evaluation

Step 1: Determining job evaluation criteria

a) Error criticality

b) Educational/training background

c) Responsibilityd) Skill level

e) Complexity/difficulty

f) Physical demand

g) Work environment

Step 2: Determining levels for each compensable criterion

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Conducting Job Evaluation

Step 3: Determining criteria weights

Step 4: Assigning scores to each level of a criterion

Method:

a) Add scores;

b) Plot salary against score totals;

c) Assess correlation between scores and salary;d) Increase underpaid, freeze salary of overcompensated or reduce

salary with turnover

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Writing a good job description

Title

a) Describes the nature of the job accurately

b) Assists in adequate employee attraction

c) Affects perceptions of job worth and status

d) Affects clarity of resumes

Brief summary

a) Useful for recruitment advertising

b) Should be written in an easy to understand style

c) Jargon and abbreviations should not be used

Work Activities

a) Organised by dimensions or duties

b) Task statements (e.g., responsible for, oversees team,handles account)

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Tools and Equipment Used

Work Context

a) Work schedule;

b) Degree of supervision;c) Ergonomic information

Work Performance

a) Standards used;

b) Frequency of evaluation;c) Evaluation dimensions;

d) The person evaluating

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Compensation Information

a) Job evaluation dimensions;

b) Pay grade;

c) Job group

Job Competencies or specifications

a) KSAs needed to ensure success

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