Chapter 4: Job Analysis Flashcards
job analysis
the process of obtaining information about jobs by determining their duties, tasks, or activities
should outline the tools needed to do the job, the environment and times at which it needs to be done, with whom it needs to be done, and the outcome or performance level it should produce
what are two major pieces that come out of a job analysis?
job descriptions and job specifications
job description (outcome of job analysis)
a statement of the tasks and duties and responsibilities of a job to be performed
person specifications (job analysis)
a statement of the specific knowledge, skills, and abilities of a person who is to perform a job needs
also called KSAO’s
how does job analysis help facilitate a firm’s HR efforts?
strategic HR planning
workflow analysis and job design
recruitment and selection
training and development
performance appraisals and compensation
compensation management
legal compliance
what are the most common methods of gathering information needed to do a job analysis?
interviews, questionnaires, observation, and diaries
internet (O’Net)
interviews for job analyses
a job analyst or supervisor interviews individual employees and their managers about the parameters of the job
questionnaires for job analyses
the job analyst or supervisor circulates standard questionnaires to be filled out individually by jobholders. the forms contain questions similar to those asked in an interview but employees complete the forms unassisted
observation for job analyses
the job analyst or supervisor learns about the job by observing and recording the activities associated with it on a standardized form
diaries for job analyses
jobholders are asked to keep diaries of their work activities for an entire work cycle - the diaries are normally filled out at specific times of the work shift and maintained for a two to four week period
what has greatly facilitated the job analysis process?
software and internet programs
functional job analysis
a job-analysis approach that utilizes an inventory of the various types of work activities that can constitute a job
position analysis questionnaire (PAQ)
a questionnaire identifying approximately 200 different tasks that, by means of a five-point scale; seeks to determine the degree to which different tasks are involved in performing a job
the critical incident method (1)
a job analysis method by which important job tasks are identified for job success
identifies extremely effective or ineffective behaviors by documenting critical incidents that have occurred on the job
- the [context] and the incident
- employee response to the incident [behavior]
- [consequences] of the employee’s actions
task inventory analysis (3)
job experts generate a list of tasks based on surveys, interviews, observations, and experience with the job
an organization-specific list of tasks and their descriptions used as a basis to identify components of jobs
competency based approach
the objective is to identify key competencies for the organization’s success. these can be identified through focus groups, surveys, or interviews and might include such things as interpersonal communication skills, decision-making ability, conflict resolution skills, adaptability, or self-motivation
what are three parts of a job description?
1) the job’s title and location
2) a job’s identification section, which contains administration information such as numerical code for the job, to whom the jobholders reports, and wage information
3) a job duties section
job title
the job title is psychologically important because it provides status to the employee
the title can provide an indication of what duties of the job entail
should also indicate the level of the job in the organization
job identification section
includes departmental location, the person to whom the jobholder reports, and the date the job description was last revised
payroll or code number, # of employees doing the job, etc.
tasks, duties, and responsibilities section
statements covering job duties are typically arranged in their order of importance
duties must be ESSENTIAL functions for success on the job
job specification section
clarifies:
the skills required to perform the job
the physical demands the job places on the employee doing it
job design (increasing motivation with job design)
an outgrowth of job analysis that improve jobs through technological and human considerations in order to enhance organization efficiency and employee job satisfaction
organizing work into the tasks required to do the job
industrial engineering
a field of study concerned with analyzing work methods and establishing time standards
ergonomics
the process of studying and designing equipment and systems that are easy and efficient for employees to use
job enrichment (increasing motivation with job design)
applying motivation theories to the workplace (task significance, autonomy, feedback, etc.) to make the job more meaningful
job characteristics model
a job design theory that purports that three psychological states (experiencing meaningfulness of the work performed, responsibility for work outcomes, and knowledge of the results of the work performed) of a jobholder result in improved work performance, internal motivation, and lower absenteeism and turnover
what are the five core job dimensions that produce the three psychological states?
skill variety
task identity
task significance
autonomy
feedback
job enlargement (increasing motivation with job design)
the process of adding a greater variety of tasks to a job
job rotation (increasing motivation with job design)
the process whereby employees rotate in and out of different jobs
employee empowerment
granting employees power to initiate change, thereby encouraging them to take charge of what they do
what are additional tips for empowering employees?
participation
innovation
access to information
accountability
job crafting
a naturally occurring phenomenon whereby employees mold their tasks to fit their individual strengths, passions, and motives better
employee team
a group of employees working together toward a common purpose, in which members have complimentary skills, members’ work is mutually dependent, and the group has discretion over tasks performed
dejobbing
refers to a process of structuring organizations not around jobs but around projects that are constantly changing
virtual teams
teams that utilize telecommunication technology to link team members who are geographically dispersed - often worldwide across cultures and across time zones
flextime (flexible work schedules)
flexible working hours that permit employees the option of choosing daily starting and quitting times, provided that they work a set number of hours per day or week
job sharing (flexible work schedules)
an arrangement whereby two part-time employees perform a job that otherwise would be held by on full-time employee
telecommuting (flexible work schedules)
use of personal computers, networks, and other communications technology to do work in the home that is traditionally done in the workplace
structured interview technique (2)
SME’s provide information about the job verbally in structured
using job designs to increase motivation
skill variety task identity task significance autonomy feedback
*these are the five pieces
organizational structure
bureaucratic vs flat
bureaucratic structure
top down management
hierarchical career paths
specialized jobs
rigid boundaries
flat organization
decentralized management horizontal, cross-function career paths general job descriptions teams are leveraged more empowerment
