Job Analysis Flashcards

1
Q

Job Analysis (JA)

A

A process that determines the important
tasks of a job and the human attributes
necessary to successfully perform those
tasks.

More simply…

  • The identification of criteria necessary
    for successful performance in a give job.
  • It identifies the KSAOs for a given job.

Knowledge
Skills
Abilities
Other

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2
Q

Why would you want a Job analysis?

A

A Job Analysis (JA) provides the foundation for almost everything in HR is involved with.
▪ Job Descriptions
▪ Recruitment and Selection
▪ Training
▪ Performance Appraisals
▪ Job Classification
▪ Job Evaluation
▪ Job Design

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3
Q

Job Descriptions

A

a formal account of an employee’s responsibilities.

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4
Q

what is Recruitment and Selection

A

Recruitment: Finding candidates for vacant positions and encouraging them to apply.

Selection: Choosing the best candidate from the pool of applicants obtained during recruitment.

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5
Q

Training

A

the action of teaching a person or animal a particular skill or type of behavior.

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6
Q

KSAOs stand for?

A
  • Knowledge
  • Skills
  • Ability
  • Other characteristics
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7
Q

Steps in a Job Analysis

A

Step 1: Identify tasks performed
Step 2: Write task statements
Step 3: Rate task statements
Step 4: Determine essential KSAOs
Step 5: Select tests to tap KSAOs

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8
Q

what are Task statements for?

A

Task statements define specific actions or outcomes that must be accomplished to satisfy a requirement.

Tasks can be simple or involved, but they share key attributes: they are specific, actionable items with a clear start and end point.

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9
Q

Task Statement of what job is looking for.

A
  • Handles customer complaints
  • Type, files, and distributes correspondence
  • Utilizes decision-making skills and abilities
  • In charge of the copy machine
  • Uses the computer to balance department budget
  • Responsible for opening and closing the office
  • Greets visitors
  • Examines supervisor’s daily schedule
  • Oversees the office
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10
Q

Steps in a Job Analysis more in depth

A
  1. Review current information about the job.
  2. Choose a JA method.
  3. Collect data (KSAO)
    a) Performance Behaviours,
    b) Competencies: the ability to do something successfully or efficiently
    c) Levels of Performance: refers to the level of competency required to successfully perform a job while applying the required skills and characteristics
  4. Compile, analyse and create job description.
  5. Have SMEs verify and have final input.
  6. Obtain management approval.
  7. Maintain & Update
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11
Q

Approaches to Job Analysis

A
  • Work/Task/Job Oriented:
    A statement of the tasks the worker actually performs, tools and equipment
    used, and the work context.
  • Worker Oriented :
    Focuses on the attributes and characteristics of the worker necessary to
    accomplish the task that define the job.
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12
Q

Approaches to Job Analysis part 2( JOB AND WORKER)

A

Job Oriented
▪ Analysis of tasks
necessary to complete
the job
▪ More concrete

Worker Oriented
▪ Analysis of skills &
abilities required

what you might need
* Intelligent
* Self-motivated
* Able to work alone
* Able to integrate diverse
information
* Good long-term memory
* Time-management skills

example
e.g., University student
* Attend classes
* Take notes
* Read texts
* Do homework
* Write Papers

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13
Q

Sources of Information(hint SME)

A

SMEs (Subject Matter Experts)
▪ People who have in-depth knowledge of
specific under analysis, job skills and abilities.

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14
Q

Who are SMEs?

A

▪ Job Incumbents
▪ Supervisors

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15
Q

Sources of Information to understand worker part 2

A

Interviews
* Structured Questionnaire / Inventory
* Critical Incidence
* Direct Observation
* Logbooks / Diaries
* Performing the job tasks.

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16
Q

what is Interviews

A

Most commonly used method
▪ Very adaptable

  • Usually conducted with
    ▪ Job incumbents: In a job description, the term “incumbent” refers to the person who currently holds the responsibilities the job is meant to cover (SMEs)
    ▪ Technical experts
    ▪ Supervisors
17
Q

what question in a Interviews (continued)

A

Questions like:
▪ What are your most typical duties?
▪ How long do they take?
▪ How do you do them?
* Con: people may misrepresent / exaggerate their job.

18
Q

Questionnaire / Inventory

A
  • List of many (>200) job characteristics
    ▪ Rate then in terms of frequency & importance
  • Methods is most useful for comparing jobs
    ▪ D2 – measure of similarity
    ▪ Found job of ‘housewife’ is most similar to ‘patrolman’
  • Very commonly used (especially with interviews)
19
Q

PAQ(Position Analysis Questionnaire ) Example of
“Sources of Job Information”

A

Rate the extent to which each is used by the worker as a source of information in
performing the job:

Extent of use:
N – Does not apply
1 – Very infrequent
2 – Occasionally
3 – Moderate
4 – Considerable
5 – Very substantial

1.___ Written material (books, reports, articles).
2.___ Quantitative material (graphs, tables of numbers)
3.___ Measuring devices (callipers, tire pressure gauges, thermometers).
4.___ Features of nature (landscapes, geological samples, cloud formations).

20
Q

Methods of Providing General Information( PAQ)

A

Job Structure Profile
* Designed as a replacement for
the PAQ
* Easier to read than the PAQ
* Good reliability

Job Elements Inventory
* 153 items
* 10th grade readability level
* Correlates highly with PAQ

Functional Job Analysis
* Data
* People
* Things

21
Q

Job Components Inventory

A

More than 400 questions
o 5 main categories
* Tools and equipment used
* Perceptual and physical requirements
* Mathematical requirements
* Communication requirements
* Decision making and responsibility
o Good reliability

22
Q

Methods of Providing
Competencies Information

A

Job Components Inventory
o In addition to tools and equipment
used on the job, also provides
information about skills needed for
the job, such as:
* Perceptual skills
* Physical skills
* Mathematical skills
* Communication skills
* Decision making skills
* Responsibility level

Threshold Traits Analysis
o 33 items
o 5 main categories
* Physical traits
* Mental traits
* Learned traits
* Motivational traits
* Social traits
o Reliable
o Short and quick to use

23
Q

Methods of
Providing
Competencies
Information part( hint Felishman) 2

A

Fleishman Job Analysis Survey
o 73 abilities
o Cognitive
o Physical
o Psychomotor
o Sensory-perceptual
o Social/interpersonal
o Good reliability
o Detailed
o Commercially available

Job Adaptability Inventory
132 items
8 adaptability dimensions
Handling emergencies
Handling work stress
Solving problems creatively
Dealing with uncertainty
Learning
Interpersonal adaptability
Cultural adaptability
Physically oriented adaptability

24
Q

Methods of Providing Personality &
Performance Information

A

Personality-Related Position Requirements Form
* 107 items
* 12 personality dimensions

  • Performance Improvement Characteristics
  • 48 questions
  • 7 main personality traits
25
Q

Direct Observation

A

Unobtrusive method (Camera; Video; Audio)
* Excellent for understanding and appreciating conditions under
which job is performed

  • Allows analyst to experience aspects of job worker may not be
    aware of
  • Not as good for understanding why behaviors do/do not occur
26
Q

Logbook / Worker Diaries

A

Worker makes systematic entries in log outlining activities

  • May be useful for jobs that are difficult to observe
  • But, not commonly used
    ▪ Too much variance in writing
    ▪ Can exaggerate tasks performed
  • Can be done with beepers
27
Q

Typical Approach to JA

A

Read any information available (re: job)
▪ Training manuals
▪ Job descriptions
▪ Equipment manuals
* Interview middle managers
▪ Pick up specialised terms and phrases
▪ Understand job importance (according to management)
▪ Develop questions for later interviews

28
Q

Job Description

A
  • A list of the tasks carried out, worker attributes, and training and
    experience required.
29
Q

Person Specification

A

Derived from the job description it identifies the qualifications, skills,
experience, knowledge and other attributes that a candidate must
possess to perform the job duties.

30
Q

Typical
approach
to JA part 3

A

Observe 3 or 4 people doing job
* Schedule interviews with SMEs (incumbents and
supervisors)

  • Distribute questionnaires/inventories
    (re: job duties)
  • Combine compile information
    (most important)
    ▪ Must summaries using all information
    ▪ No standard procedure; uses creativity
31
Q

New Developments in JA

A

Cognitive Task Analysis (CTA) – because not all tasks are observable.

  • Used to decompose job and task performance into discrete
    measurable units, with specific emphasis on prompting / identifying
    mental processes and knowledge content.
  • The focus in not on KSAOs (what is accomplished) but rather in the
    cognitive operations employed (how the behavior occurs
32
Q

Cognitive Task Analysis (CTA)

A

When to do a CTA:
1. Persistent performance problems.
2. Costly errors or accidents.
3. Training is difficult to transfer to job behavior.
4. Achieving high levels of performance tales a long time.

33
Q

Why do JA

A
  • Reduce Role Conflict and Ambiguity
  • Design and Evaluation of Training
  • Performance Appraisal
  • Job Design
  • Personnel Selection
  • Job Evaluation
  • Compliance with Work/Worker Legislation
34
Q

Job Evaluation( hint external and Internal)

A

Market Perspective (External Equity)
Focuses on ensuring employee compensation is competitive with the external job market. It involves benchmarking salaries and benefits against industry standards to attract and retain talent.

  • Based on Job Analysis (Internal Equity)
    Ensures fair compensation within an organization by evaluating job roles, responsibilities, and qualifications to maintain consistent pay structures.
35
Q

why is Compensation important

A

Is important because…
* Will attract and retain desired employees.
* Will motivate current employees while also providing security
* Is equitable
* Is in compliance with legal guidelines

36
Q

Internal Pay Equity

A

refers to ensuring that employees within an organization are compensated fairly and equitably.

Step 1: Determine compensable factors
Step 2: Determine levels for each factor
Step 3: Determine factor weights
* Determine total number of points to distribute among factors
* Assign points to each factor
* Divide number of points assigned to a factor into each level
* Run regression (wage trend line) to determine how well points predict salary
midpoints

37
Q

External Pay Equity

A

Worth based on external market
Determined through salary surveys
Information obtained
* salary range
* starting salary
* actual salaries paid
* benefits