Job Analysis and Evaluation Flashcards
the foundation for almost all human resources activities.
Job analysis/work analysis
A brief, two- to five page summary of the tasks and job requirements found in the job analysis.
Job Description
By identifying such requirements, it is possible to select tests or develop interview questions that will determine whether a particular applicant possesses the necessary knowledge, skills, and abilities to carry out the requirements of the job.
Employee Selection
Job analyses yield lists of job activities that can be systematically used to create training programs.
Training
The evaluation of employee performance must be job related. Employees are often evaluated with forms that use such vague categories as “dependability,” “knowledge,” and “initiative.
Performance Appraisal
Job analysis enables a human resources professional to classify jobs into groups based on similarities in requirements and duties.
Job Classification
Job analysis information can also be used to determine the worth of a job.
Job Evaluation
Job analysis information can be used to determine the optimal way in which a job should be performed. By analyzing a job, wasted and unsafe motions can be eliminated, resulting in higher productivity and reduced numbers of job injuries.
Job Design
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
Obtaining information about a job by talking to a person performing it.
Job analysis interview
Writing a Good Job Description
Job Title, Brief Summary, Work Activities, Tools and Equipment Used, Job Context, Work Performance, Compensation Information, Job Competencies
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
lists all the tools and equipment used to perform the work activities in the previous section.
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
This section contains a relatively brief description of how an employee’s performance is evaluated and what work standards are expected of the employee.
Work Performance
This section of the job description should contain information on the salary grade, whether the position is exempt, and the compensable factors used to determine salary. (optional)
Compensation Information
These are knowledge, skills, abilities, and other characteristics (KSAOs) (such as interest, personality, and training) that are necessary to be successful on the job.
Job Competencies
Competencies are determined by deciding what types of ____ are needed to perform the tasks identified in the job analysis.
KSAOs
The competencies section should be divided into two subsections.
The first contains KSAOs (Knowledge, Skill, Abilities, and Other characteristics) that an employee must have at the time of hiring. The second subsection contains the KSAOs that are an important part of the job but can be obtained after being hired.
Preparing for a Job Analysis, Who?
conducted by a trained individual in the Human Resources department, but it can also be conducted by job incumbents, supervisors, or outside consultants.
Preparing for a Job Analysis, How often?
A job description should be updated if a job changes significantly.
a process in which employees unofficially change their job duties to better fit their interests and skills.
Job crafting
Preparing for a Job Analysis, Which Employees Should Participate?
If there are only a few employees, all are advised to participate.
If in a large organization, there could be representatives for the employees with similar job function (ex. teachers, line workers, etc.)
Preparing for a Job Analysis, What Types of Information?
Job analysis is more effective at a more detailed level wherein all tasks and specific behaviors are observed and analyzed.
5 steps in Conducting a Job Analysis
Step 1: Identify Tasks Performed
Step 2: Write Task Statements
Step 3: Rate Task Statements
Step 4: Determine Essential KSAOs
Step 5: Selecting Tests to Tap KSAOs
To identify the major job dimensions and the tasks performed for each dimension, the tools and equipment used to perform the tasks, and the conditions under which the tasks are performed.
Step 1: Identify Tasks Performed
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 group job analysis interview consisting of subject-matter experts (SMEs).
SME conference
Once the tasks have been identified, the next step is to _____ that will be used in the task inventory and included in the job description.
Step 2: Write Task Statements
A questionnaire containing a list of tasks each of which the job incumbent rates on a series of scales such as importance and time spent.
Task inventory
Once the task statements have been written, the next step is to conduct a task analysis- using a group of SMEs to rate each task statement of the frequency and the importance or criticality of the task being performed.
Step 3: Rate Task Statements
The process of identifying the tasks for which employees need to be trained.
Task analysis
Once the task analysis is completed and a job analyst has a list of tasks that essential for the proper performance of a job, the next is to identify the KSAOs needed to perform the tasks.
Step 4: Determine Essential KSAOs
A body of information needed to perform a task.
Knowledge
The proficiency to perform a learned task.
Skill
The basic capacity for performing a wide range of tasks, acquiring a knowledge, or developing a skill.
Ability
Factors that are not knowledge, skills, or abilities such as personality, willingness, interest, and degrees.
Other characteristics
Once the important KSAOs have been identified, the next step is to determine the best methods to tap the KSAOs needed at the time of hire.
Step 5: Selecting Tests to Tap KSAOs
Job Analysis Methods
Ammerman Technique, Observations, Job Participation
A job analysis method in which a group of job experts identifies the objectives and standards to be met by the ideal worker.
Ammerman Technique
the job analyst observes incumbents performing their jobs in the work setting.
Observations
job analyst actually performs the job being analyzed.
Job Participation
The process of determining the monetary worth of a job.
Job Evaluation
involves comparing jobs within an organization to ensure that the people in jobs worth the most money are paid accordingly.
internal pay equity
3 steps of Determining Internal Pay Equity
Step 1: Determining Compensable Job Factors
Step 2: Determining the Levels for Each Compensable Factor
Step 3: Determining the Factors Weights
Possible compensable job factors include the following:
Level of responsibility
Physical demands
Mental demands
Education requirements
Training and experience requirements
Working conditions
The next step is to determine the levels for each factors. For a factor such as education, the levels are easy to determine (e.g., high school diploma, associate’s degree, bachelor’s degree).
Step 2: Determining the Levels for Each Compensable Factor
Each factor is weighted by assigning a number of points. The more important the factor, the greater the number of points that will be assigned.
Step 3: Determining the Factors Weights
A line that represents the ideal relationship between the number of points that a job has been assigned (using the point method of evaluation) and the salary range for that job.
Wage Trend Line
With external equity, the worth of a job is determined by comparing the job to the external market (other organizations).
Determining External Pay Equity
A questionnaire sent to other organizations to see how much they are paying their employees in positions similar to those in the organization sending the survey.
Salary surveys
The amount of money paid to an employee (does not count benefits, time off, and so forth).
Direct Compensation
The idea that jobs requiring the same level of skill and responsibility should be paid the same regardless of supply and demand.
Comparable worth
