Exam 2 Flashcards
aspects of job design
Job Performance
Job Satisfaction
Physical and Mental Health
Job Enlargement
Broadening the scope of a job by expanding the number of different tasks to be performed.
Job Enrichment
Increasing the depth of a job by adding the responsibility for planning, organizing , controlling, and evaluating the job.
Job Rotation
The process of shifting a person from job to job.
Job Characteristics Model Hackman and Oldham
Look It Up I have no idea what it is
Management concerns with telecommuting
Management concerns
Loss of control over staff
Employee perceptions of unequal treatment
Security/info systems
Diminished interactions w/staff, team building problems
Time spent on non-work activities
Straying away from org culture
Employee concerns with telecommuting
Employee concerns
Overworking/boundary issues
Trouble with self-motivation, time management
Distractions
Isolation
Negative impact on career progression (out of sight, out of mind)
Inadequate equipment/support
Task Based Approach to Job analysis
Includes tasks and job specifications KSA’s that the person need to perform well in
Planning and Preparing for JA
Identify the objectives (how will you use the data?) Get top management support Identify the jobs to be analyzed Review existing documentation Decide on methodology
Ways to Collect JA Data
Observation Interviews Logs/Diaries Off-the-shelf “libraries” Sources Employees Job Analyst Supervisors/Managers
Typical Areas Covered in JA Questionaire
Duties and percentage of time spent on each
Supervision given/received
Decisions made
Contact with other people (internal/external)
Physical dimensions, working conditions
Jobholder characteristics (knowledge, skills, abilities)
JA Questionaire and surveys
How important is this task/skill/knowledge to overall job performance?
How often do you complete this task or use this skill/knowledge?
Threats to accuracy
Job inflation
Job deflation
Current incumbent emphasis
Focus on the job, not the person in the job
Important things for developing and maintaining Job Descriptions and Job Specs
Clean and analyze the data Unusual response patterns (inflation) Criticality = importance x frequency Identify critical KSA, duties, responsibilities, knowledge areas, etc. Write drafts of job descriptions Seek manager review and input Review with employees Revisit and update (when job changes, during annual performance review, every 3 years)
Competency Based Job analysis
job analysis based on Individual capabilities that can be linked to enhanced performance by individuals or teams
Competency Analysis Method
Identify future performance results areas critical to the organization.
Assemble focus groups familiar with the company.
Interview focus group members to get examples of job behaviors.
Develop detailed descriptions of competencies.
Rate competencies and levels need to meet them.
Standards of performance are identified and tied to jobs.
Job Description Component: Identification
Job title Reporting relationships Department Location Date of analysis
Job Description Component: General Summary
Describes the job’s distinguishing responsibilities and components
Job Description Component: Essential Functions and Duties
Lists major tasks, duties and responsibilities
Job Description Component: Job Specifications
Knowledge, skills, and abilities
Education and experience
Physical requirements
Job Description Component: Disclaimer
Of implied contract
Applicant Population
those targeted via a specific recruiting method
Internal Recruiting Methods
Organizational databases
Job posting (intranet)
Promotions and transfers
Internships
Employee Focused Recruiting Methods
Current employee referrals
Re-recruiting prior employees or applicants
External Recruiting
College and school recruiting Employment agencies, search firms Competitive sources Media sources Job fairs Internet
Who is considered an applicant for EEO concerns
To be considered an applicant, the following must have occurred:
The employer has acted to fill a particular position
The individual has followed the employer’s standard procedures for submitting applications
The individual has indicated an interest in the particular position
In October 2005, the OFCCP re-defined the term “applicant” as it pertains to internet recruiting for federal contractors. These rules took effect in February 2006
The individual submits an expression of interest in employment through the Internet or related electronic data technologies.
The contractor considers the individual for employment in a particular position.
The individual’s expression of interest indicates the individual possesses the basic qualifications for the position.
The individual at no point in the contractor’s selection process prior to receiving an offer of employment from the contractor removes himself/herself from further consideration or indicates that he/she is no longer interested in the position.
Yield Ratios
A comparison of the number of applicants at one stage of the recruiting process to the number at the next stage.
Acceptance Rate
The percentage of accepted job offers (percentage of candidates you want to hire who actually accept your job offer)
Reasons for Centralizing selection
Contact with outside applicants is more efficient.
Managers can concentrate on operating responsibilities rather than the selection process.
Selection costs are lower with no duplicated efforts.
EEO compliance is more assured.
Person Job Fit
Matching the knowledge, skills and abilities (KSAs) of people to the characteristics of jobs (tasks, duties and responsibilities - TDRs).
Person Organization Fit
Synergy between candidate’s interests, needs and values and what the organization offers/stands for
Job Performance, Selection Criteria, and Predictors Flow Diagram
Choose the desired elements of job performance and find employee characteristics that would lead to that kind of job performance and then find predictors of those employee characteristics to help make better selection decisions
Legal Concerns in selection process
Equal employment opportunity (EEO) laws and regulations
Non-discriminatory job-related selection practices
Who is an applicant?
The employer must have taken steps to fill a particular job.
The individual must follow the application procedure.
The individual must have expressed interest in a particular position.
Applicant Flow Documentation
Separate form recording demographic information (candidate completes voluntarily or company representative completes via visual screen)
Selection Process Flow Chart
Application and screening
(applicant job interest, Pre employment screening, Application form)
Testing
(Test, Interview, Background Investigation, Additional Interview)
Offer
(conditional job offer, medical exam/drug test)
Placement
Realistic Job Preview
The process through which a job applicant receives an accurate picture of the organizational realities of the job.
Prevents the development of unrealistic job expectations that cause disenchantment, dissatisfaction, and turnover in new employees.
Pre Screening Interview
Purpose: verify minimum qualifications
Usually phone-based, recruiter administered
Application Disclaimers and Notices
Employment-at-will References contacts Employment testing process Application time limits Information falsification (warning)
Resumes as Applications
Resumes are applications for EEO purposes.
Resumes should be retained for at least three years
Application Tracking
Applications need to be tracked for EEO purposes
there is application tracking software that is very helpful
Cognitive Ability Tests
Measure an individual’s thinking, memory, reasoning, and verbal and mathematical abilities.
Physical Abilities Tests
Measure an individual’s strength, endurance, and muscular movement
Psychomotor Tests
Measure an individual’s dexterity, hand-eye coordination, arm-hand steadiness, and other factors.
Big 5 Personality Traits
Conscientiousness Extroversion Openness to experience Emotional Stability Agreeableness
intra-rater reliability
interviewers who are consistent in their ability to select individuals who will perform well
Inter-Rater Reliability
the extent to which different interviewers agree in the selection of individuals who will perform well.
EEO Concerns with interviewing
Identify objective job-related criteria to be sought in the interview
Specify the decision-making criteria used (if candidates are equal, what prevails?)
Provide multiple levels of review for decisions
Use structured interviews, asking the same questions of all those interviewed
Competency based behavioral interview
Applicants are asked to give specific examples of how they have performed a certain task or handled a problem in the past.
Helps discover applicant’s suitability for current jobs based on past behaviors.
Assumes that applicants have had experience related to the problem.
Questions are designed specifically to provide the interviewer with something to measure the applicant’s response against—that is, the “competency profile” for the position, which includes a list of competencies necessary to do that particular job.
Situational Interview
Situational Interview
Applicants are asked how they would respond to a specific job situation related to the content of the job they are seeking.
Example:
It’s really busy at the store you’re working in. A customer walks in and is clearly agitated because the sweater she just purchased has a black mark on it. You are busy getting clothes for two other customers to try on. What do you do?
Non Directive INterview
Conversational: applicants are queried using questions that are developed from the answers to previous questions.
Possibility of not obtaining needed information.
Information obtained may not be not job-related or comparable to that obtained from other applicants.
Stress Interviews
An interview designed to intentionally create anxiety and put pressure on an applicant to see how the person responds.
Not a valid measure of “stress tolerance”
Problems that can occur in interviewing process
Snap judgments Negative emphasis Halo/horn effect Biases, stereotypes “Noise” from the candidate
Selection Metrics: Quality of new hires
Decreased time/money to train
Decreased “ramp up” time
Decreased short-term turnover
Increased managerial satisfaction
Selection Metrics: Quality of employees
Increased retention
Increased job satisfaction, morale/motivation
Increased performance
Increased promotion rate
First Quartile Compensation Strategy
Below Market Strategy (in the lower 25%)
Employees won’t stick around
3rd Quartile Compensation Strategy
Above Market Strategy (upper 25%)
Good when hiring the best available
Internal Equity
Internal Equity – same organization, similar jobs, similar pay
Is the compensation provided for this job in this organization about the same as the compensation provided for similar jobs within the organization?
External Equity
External Equity – how does my pay compare to what I could get at a competitor?
Is the compensation provided by this organization comparable to other organizations for similar jobs?
FLSA of 1938 Fair Labor Standards Act
Three major provisions: Established a minimum wage Discourage oppressive use of child labor Limits number of hours worked Non-exempt (hourly, overtime required) Exempt (salaried, no overtime) How do you determine exempt or non-exempt? Frequency of administrative, clerical, manual tasks Amount of discretion and authority
ledbetter v goodyear
Pay discrimination based on gender or race
Title VII of the CRA requires that employees raise claims of discrimination within 180 days “after the alleged unlawful employment practice occurred.”
In situations involving allegations of unequal pay, when does the 180-day clock start ticking?
Supreme Court decision (5-4): If you want to claim that you make less because of gender or race, you have to sue within 180 days (6 months) of when your pay was set…meaning, you have to file a claim immediately
Ginsberg’s dissent:
Pay discrimination is a “hidden phenomenon” – different than biases in hiring or promotion
Pay secrecy norms at many organizations result in employees being unaware of what their coworkers are being paid
It might take years for a “pattern of discrimination” to be revealed…and then it’s too late
Lilly Ledbetter fair pay act
Signed into law by President Obama on January 29, 2009
Amends several federal statutes to clarify that “….a discriminatory compensation decision or other practice that is unlawful under such Acts occurs each time compensation is paid pursuant to the discriminatory compensation decision…”
This eliminates the requirement that plaintiffs must file a claim within 180 days of the employer’s original decision to pay them less – even if the employee continued to receive reduced paychecks and even if the employee did not discover the discriminatory reduction in pay until much later.
Valuing Jobs: Job Evaluation
Formal, systematic means to identify the relative worth of jobs within an organization.
Evaluating every job in the organization on:
Knowledge, skills, and abilities required
Nature of job tasks, duties, responsibilities, and competencies
Difficulty of the job, including the physical and mental demands
Most job evaluation method: Point system
Compensable factors
slide 8-17
Valuing Jobs: Market Pricing
Uses market surveys and information about what other companies pay to determine a pay scale
Check out pay scale chart on slide 8-19
Employee Stock Options
Employees can purchase a fixed number of company stock at a specified price for a limited period of time.
What Parts of jobs adds motivation Performance and satisfaction
○ Skill Variety
§ Using multiple skill sets for the job
○ Task Identity
§ Start and finish a task all the way through
§ Not just a cog in the machine
○ Task Significance
§ Making people understand how their job fits in with the rest of the company
○ Autonomy
§ More control over the job
○ Feed Back
§ Knowing how well you did at your job
Alternative work arrangements Pros and cons (not exhaustive)
• Flex time
○ Start and end of day is not the standard 9-5
○ Usually need to be present during core hours e.g. 10-2
○ Facility needs to be open longer
• Compressed work week
○ 40 hrs in less than 5 days
○ Who is going to cover in their absence
• Job Sharing (uncommon)
○ 2 part time people sharing one full time position
• Telecommuting
