Job Analysis, Selection, & Individual Differences Flashcards
Knowledge
CollectionS of discrete but related facts about a given domain
Skills
The level of proficiency/ competency to perform a task or learned activity
Abilities
Relatively enduring basic capacities for performing a range o f different activists — more stable than K and S
Other Characteristics
Large category of all other potentially relevant factors to job performance including personality, motivational traits, education/work experience, licensure & certifications, etc. (Morgeson & Dierdoff, 2011)
Types of Descriptors in JA
Work requirements - specific tasks - general work responsibilities Worker requirements - relevant attributes such as KSAOs Work Context - Task context - social context - physical context
Work Context
situational opportunities and constraints that affect the occurrence and meaning of organiza- tional behavior as well as functional relationships between variables
(Johns, 2006)
Theories relevant to job analysis
Cognitive categorization theory (Schemas)
Role Theory
Impression management theory
Task context (Morgeson & Dierdorff, 2011)
reflects the structural and informational conditions under which work roles are enacted
- e.g., the amount of autonomy and task clarity, the consequence of error inherent in the work, level of accountability, and the resources available to perform the task
Social context (Morgeson & Dierdorff, 2011)
reflects the nature of role relationships and inter- personal contingencies that exist among workers
- e.g., social density, different forms of communication, the extent and type of interdependence with others, and the degree of interpersonal conflict present in the work environment.
Physical context (Morgeson & Dierdorff, 2011)
reflects elements of the material space or built environment within which work roles are enacted, including
- general environmental conditions (e.g., noise, lighting, temperature, air quality),
- presence of hazardous work conditions (e.g., radiation, high places, disease exposure)
- overall physiological job demands (e.g., sitting, standing, walking, climbing)
Work Analysis Decisions
- Purpose influences all of these decisions
1. Descriptor Type
2. Method of data collection - Type of Rating Scale (With questionnaires)
3. Sources of Data
Methods for collecting JA data
Observation
Group Meetings. (SMEs)
Questionnaires
Individual Interviews
Observation forms in JA
Direct observation
Critical Incidence collections
Video Recordings
Pros and cons of Observation in JA
Pros: Not subject to selective recall/other biases related to workers providing data
Cons: subject to other biases
Not all jobs can effectively be observed (knowledge work)
Time consuming
Interviewing in JA pros and cons
Pros: can allow for more detailed collection of data, since additional questions or clarifications can be asked
Cons: some might not be able to effectively describe what they do/what is required in sufficient detail (esp. when people have been there for a while/routinized their performance)
Interview biases- result in faulty recording or bias in recalling the information given to them
Group Meetings of SMEs for JA
Typically conducted with several different groups of SME type (workers, supervisors, technical experts,etc.)
- usually facilitated by the job analyst
Commonly include: brainstorming activities, listing of activities/attributes, evaluating data thats already been collected
Group Meeting Pros and cons for JA
Pros: more efficient than individual interviews
Can provide opportunities to evaluate data collected from other means
Possibility of getting consensus
Cons: a number of group process problems/biases
E.g., lack of participation, conformity,
Logistical issues (scheduling, locations, etc.)
Questionnaire approach in JA
Structured surveys used to collect info on any of the relevant types of descriptors/needs
- paper and pencil or computer based (more likely now)
E.g., PAQ, O*NET
JA Questionnaire Pros and Cons
Pros: cost efficient/easier administration
Systematically gathers a large amount of relevant info that can be quantifiably summarized
Cons: can be overwhelming when they get lengthy enough to capture everything you’re interested in
Along other common survey response biases (social desirability, leniency, etc. )
Types of JA Rating Scales
Frequency
Importance- asked directly or determined by a combo of below
- Criticality - consequences of error
- Task difficulty
Need to know/have on entry (usually more related to KSAs)
- the level of attribute required
Distinction of JA ratings
Dierdorff & Wilson (2003) found there is significant overlap between importance, frequency, time spent, and difficulty rates— indicating despite their conceptual differences, JA raters aren’t typically distinguishing between them and tend to rate them similarity
JA Data Sources
Written documentation Job incumbent Technical experts Supervisors Clients/Orgs Job Analysts
Examples of Written Documentation sources for JA
Previous/current job descriptions Previously published JA info (e.g., ONET) Training manuals Checklists / operating guides Any relevant work aids
Pros and cons of Written documentation in JA
Pros: cost efficient/time saving
A great starting point to see what is known/what needs to know
Cons; can be outdated, insufficient, inaccurate,
Job incumbent data pros and cons
Pros: familiar with the roles and specific aspects of day to day
Cons: may not have the verbal ability of motivation to sufficiently, accurately, and reliably describe the job
Supervisor JA data pros and cons
Pros: may have a higher verbal ability to articulate specific details
- less likely to be motivated to distort info
- higher level of hierarchy gives them a broader perspective on different attributes needed for performance in different roles
Cons: don’t do the actual work themselves which may lead to less detailed/nuanced information
Job analysts data pros and cons
Pros: tend to produce highly reliable ratings, have no motivation to distort info, able to integrate large amounts of info
Cons: may have been exposed to similar roles in the past creating pre-existing stereotypes/schemas; may have insufficient information if they weren’t’ able to collect enough/observe everything
JA Data Collection process
- Usually start with collecting all existing documentation
- This informs subsequent data collection from incumbents and experts
- Supervisors check/augment data collected
- Analysts compile it all and draw relevant conclusions
Purposes of JA
- selection system development
- job and team design
- performance management system design
- compensation system development
- career management system
- training and development curriculum
Differences in JA for selection vs training
Selection- emphasis on identifying KSAOs needed to effectively perform and the extent to which certain attributes are needed immediately on the job vs can be learned
Training- focus on the actives performed and the skills/knowledge needed that are able to be trained
ONet
A comprehensive system of occupational information designed to replace the DOT (dictionary of occupational titles)
Encompasses the broadest scope of work info ranging from labor market data and wages to important KSAs and required tasks
Content Model of ONet
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ONet Content model pros
- A comprehensive way to conceptualize all the types of work related data of interest to individuals and orgs
- Posits a taxonomical structure for most of the domains
- which aids in helping one choose between various levels of specificity - Establishes a common language to describe the world of work
- aiding in cross-occupational comparisons - Allows for occupation specific info
- which enables more effective within- occupation comparisons
- helpful for a variety of hR purposes
ONET pros for practice
- Info is nationally representative of the U.S. workforce
- Is supposed to be “fresh” and collected/updated every 5 years
- More descriptive than info typically found in the products of work analyses (e.g., job descriptions/specifications)
- Can provide generalizable data to act as a starting point/ ground and facilitate local work analysis project
- Could bolster the defensibility of decisions based on local projects when combined with Onet
