Chap 2: Job Analysis and Evaluation Flashcards
- Always the first step
-systematic process for collecting and analyzing information about a job
Job Analysis
KSAOs
Knowledge, Skills, Abilities, and Other Characteristics
-Determine worker mobility within an organization
-“how much people need?”
Personpower Planning
The idea that organizations tend to promote
good employees until they reach the level at which they are not competent—in other words,
their highest level of incompetence.
Peter Principle
can serve as an excellent source of employee training and counseling.
Performance Appraisal
be used to determine the worth of a job
Job Evaluation
5 Job Designs
Job Rotation, Horizontal Job Enlargement, Vertical Job Enlargement, Job Enrichment, and autonomous workgroups
Aspects of analyzing Jobs
- Task or work activities
-KSAO - Level of performance
-Workplace characteristics
describes the nature of the job, its power and status level, and the competencies needed to perform the job
Job title
Briefly describe the nature and purpose of the job
Brief Summary
lists the tasks and activities in which the worker is
involved
Work Activities
applicant can be asked if she can operate
an adding machine, a computer, and a credit history machine
Tools and Equipment Used
describes the environment in which the employee works and mentions stress level, work schedule, physical demands, level of responsibility, temperature, number of coworkers, degree of danger, and any other relevant information
Job Context
- outline standards of performance.
-contains a relatively brief description of how an employee’s performance is evaluated and what
work standards are expected of the employee.
Work Performance
- should contain information on the salary grade.
-actual salary or salary range should not be listed on the job description
Compensation Information
Conducting a Job Analysis (5 steps)
- Identify Task performed
- Write task Statements
- Rate Task Statements
- Determine Essential KSAOs
- Selecting Tests to tap KSAOs
Sources such as supervisors and incumbents who are knowledgeable about a job.
Subject-matter experts (SMEs)
The person conducting the job analysis
Job analyst
- A structured job analysis method developed by McCormick
- contains 194 items organized into six main dimension
Position Analysis Questionnaire (PAQ)
A revised version of the Position Analysis Questionnaire (PAQ) designed to be used more by the job analyst than by the job incumbent.
Job Structure Profile (JSP)
A structured job analysis technique developed by
Cornelius and Hakel that is similar to the Position Analysis Questionnaire (PAQ) but easier to read.
Job Elements Inventory (JEI)
-A job analysis method developed by Fine that rates the extent to which a job incumbent
is involved with functions in the categories of data, people, and things.
- used by the federal government to analyze and
compare thousands of jobs
Functional Job Analysis (FJA)
A structured job analysis technique that
concentrates on worker requirements for performing a job rather than on specific tasks.
Job Components Inventory (JCI)
An ergonomic job analysis
method developed in Germany
AET (Arbeitswissenschaftliches
Erhebungsverfahren zur
Tätigkeitsanalyse).
The job analysis method developed by
John Flanagan that uses written reports of good and bad employee behavior
Critical Incident Technique (CIT)
A 33-item questionnaire developed by Lopez that identifies traits necessary to successfully perform a job.
Threshold Traits Analysis (TTA)
A job analysis method in which jobs are rated
on the basis of the abilities needed to perform them.
Fleishman Job Analysis Survey (F-JAS)
A job analysis method that taps the extent to
which a job involves eight types of adaptability
Job Adaptability Inventory (JAI)
A job analysis instrument that helps determine
the personality requirements for a job
Personality-Related Position Requirements Form (PPRF)
The job analysis system used by the
federal government that has replaced the Dictionary of Occupational Titles (DOT).
Occupational Information
Network (O*NET)
The process of determining the monetary
worth of a job
Job evaluation
2 stages of Job Evaluation
determining internal pay equity and determining external pay equity
