Week 2: Job Analysis Flashcards

1
Q

Defining a job

A

a collection or aggregation of tasks, duties and responsibilities which as a whole, is regarded as a regular assignment to individual employees and which is different from other assignments

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2
Q

A job analysis is:

A

The process of gathering, analysing and structuring information about a job’s components, characteristics, and the human attributes necessary to perform them. A “scientific method used to actually define and describe a job.” – an objective evaluation of a job.

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3
Q

Job analysis is the foundation for many HRM functions such as

A

Personnel selections, performance appraisals, work health and safety and teams.

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4
Q

How job analysis assists personnel selection

A

Create a list of the core skills, education, and experience needed to get the job done.” Match candidate’s knowledge, skills, abilities and other characteristics (KSAO’s) to those needed to perform the job – being a good “job-fit”

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5
Q

Primary functions of job analysis:

A

Classify jobs and workers

Generate job descriptions

Inform job evaluations (i.e. value of job)

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6
Q

Job classification:

A

A system for objectively and accurately defining and evaluating the duties, responsibilities, tasks, and authority level of a job. Common in larger organisations, government, and educational settings. Easier for HR to administer on a job group (e.g. lecturers) comprised of workers with similar tasks rather than just one job, at a single time. E.g. attach salary levels to job groups, KSAO’s for a job group

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7
Q

What is job classification used by governments for

A

Workforce classifications (grouping jobs by their function). Informs policy through better understanding of job sectors in terms of labour supply, union representation and legislation requirements. Easier identification of the KSAOs required to successfully perform specific jobs

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8
Q

DOT Classifications systems

A

Originally used for listing characteristics and requirements of jobs 
in the US; defines over 13,000 different types of work. Created by observation of workers across US. 9 broad occupations classified with sub-dimensions

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9
Q

DOT is used for

A

matching skills and abilities of unemployed to jobs; identify and train inexperienced workers, assisting disabled workers, and designing new jobs

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10
Q

Classification systems – O*NET

A

Replaced DOT and incorporates job and worker attributes. Example uses include identifying jobs based upon specific worker abilities or those which have a “Bright outlook”

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11
Q

ANZSCO classification levels

A

Australian and New Zealand Standard Classification of Occupations
(ANZSCO). Australian and New Zealand classification model for storing, organising and reporting occupation related information

Levels of classification:
Major groups 
Sub-Major groups 
Minor Groups 
Unit Groups 
Occupations
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12
Q

Job Descriptions

A

Job analysis informs job descriptions which are a concise summary of a job that includes job title, core job tasks, working conditions and conditions of employment.

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13
Q

Job descriptions are used by

A

Job applicants to frame their application

Selection and interview panels to identify selection criteria

HR department to ensure fairness and selection of best person

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14
Q

Job specifications

A

The human attributes required by the job or theminimal acceptable skills and characteristics required by a job incumbent in order to perform the job effectively. E.g. Excellent listening skills, work effectively in a team, positive attitude, registered with AHPRA

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15
Q

Job evaluation:

A

Systematic method to assess the values or worth of a job within an organisation. Job analysis informs job evaluation

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16
Q

(Very, Very) Basic Steps for a Job Analysis

A
  1. Identify tasks performed
  2. Write task statements.
  3. Identify essential knowledge, skills, abilities and other characteristics to undertake tasks.
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17
Q

Knowledge

A

Body of information required to undertake a particular task.

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18
Q

Skills

A

The proficiencies needed to perform each task.

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19
Q

Abilities

A

The attributes that are relatively stable over time

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20
Q

Other characteristics

A

All other attributes including personality factors and physical capacities.

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21
Q

The two types of methods of job analysis

A

Qualitative methods and quantitative methods

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22
Q

Qualitative methods of job analysis

A

Job observation and participation

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23
Q

Quantitative methods of job analysis

A

Job oriented: Functional job analysis

Worker oriented: Critical incident technique and position analysis questionnaire

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24
Q

Job observation

A

Observing incumbent for a period of time

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25
Q

Job observation advantages

A
  1. Effective way to analyse jobs that are new or difficult to quantify
  2. Allows an understanding of the work environment
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26
Q

Job observation limitations

A
  1. Hawthorne effect
  2. Limited period of observation
  3. Number of incumbents with unique tasks/requirements
  4. Analyst bias
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27
Q

Job participation

A

Analyst performs jobs attends training for job

28
Q

Advantages of job participation

A
  1. Clarifies job requirements and task characteristics (e.g. difficulty)
  2. Greater understanding of the job in context (e.g. team)
29
Q

Limitations of job participation

A
  1. Time needed to undertake
  2. Analyst may not have the KSAOs to perform tasks
  3. Health and safety considerations
30
Q

Functional job analysis

A

Extension of DOT. Describes job tasks, incumbent KSAOs, and work organisation (e.g. use of technology, social setting)

31
Q

Critical incident technique

A

I’m not sure how much you need to know but there was a lot of information on this. Maybe have a look at the document so you can try and work out what you need to know

32
Q

Position analysis questionnaire

A
  • Standardised self-report questionnaire consisting in its original incarnation of 195 items although now 300 items after revisions. Likert scale where Subject matter experts answer on a 5-point scale (0 = Does not apply; 5 = Very substantial). Job activities structured around six work behaviour categories or elements

I’m not sure if you need to know any of this but there is a lot more information on this on the document

33
Q

Reliability:

A

the degree to which measurement scores are free from random error

34
Q

4 aspects of reliability

A

Parallel forms

Test-re-test

Internal consistency

Inter-rater agreement

35
Q

Parallel forms

A

degree of association between different versions of a test

36
Q

Test-re-test

A

: degree of association on a test repeated over time (e.g. 1 day; 1 month)

37
Q

Internal consistency

A

consistency of items or subsets of items in a measure

38
Q

Inter-rater agreement

A

Level of agreement or association between raters

39
Q

Validity

A

how well a test measures what it is purported to measure.

40
Q

Two examples of validity

A

Construct validity

Content validity

41
Q

Construct validity

A

degree to which a measure assesses what is meant to measure

42
Q

Content validity

A

degree to which items accurately reflect the construct of interest

43
Q

Correlation coefficients (r):

A

A type of inferential statistic that describes the direction and strength of associations between an independent (IV) and dependent variable (DV). Important type of statistic in organisational behaviour. Can be used to assess reliability and validity

44
Q

Pearson product- movement correlation co-efficient

A

Ranges from -1.0 to +1.0 and has two components; size and direction.

45
Q

Direction

A
  1. Negative sign indicates a negative relationship between IV and DV. E.g. Higher number of steps taken is associated with lower weight
  2. Positive sign indicates a positive relationship between IV and DV. E.g. Increased temperature is associated with increased ice-cream purchases
46
Q

Size:

A
  1. Numbers closer to -1.0 and +1.0 indicate stronger association between IV and DV
  2. Numbers closer to 0 indicate weaker association between IV and DC
47
Q

Reliability and validity of JA methods

A

Job analysis should be reliable and valid. Job analysis should reliably measure what it says it should

48
Q
  • Key types of reliability in job analysis
A
  1. Inter-rater agreement

2. Test-re-test reliability

49
Q

Most reliable Job analysis methods

A
  1. Job analysts tend to be more reliable than job incumbents
  2. Test-retest lowest for the Position analysis questionnaire (PAQ) vs. other methods
  3. Reliability mixed for Functional Job Analysis (FJA)
50
Q

Is the critical incident technique reliable and valid

A

Yes

51
Q

Job design

A

The way that tasks, roles and responsibilities are structured and organised within a job or work role. Assume pay as most important motivator but job design as the major influence.

52
Q

Job simplification or specialisation (scientific management)

A

Breaking down jobs into their simplest components and assigning them to employees so that each person would perform a select number of tasks in a repetitive manner. Workers react negatively and employee social motives are ignored.

53
Q

Sociotechnical systems (STS) approach to job design

A

Job design should consider both social and technical elements of work. Recognises the interactions between people and technology. Can involve autonomous work groups

54
Q

Autonomous work groups (AWGs)

A

groups of independent workers, who regulate much of their own task behaviour around relatively whole tasks. This kind of groups are also generally allowed to select and train new members, set their own work pace, supervise most of their own activities and often trade jobs among themselves. Results in positive outcomes for job satisfaction, commitment and motivation

55
Q

Job design approach

Two factor theory of motivation

A

Also, known as Motivation-Hygiene Theory. Hygiene factors when improved lead to less job dissatisfaction and motivator factors when improved lead to increased job satisfaction. Increases job enrichment

56
Q

Job enrichment

A

: entails greater responsibility and more autonomy

57
Q

Job design

Job Characteristics Model

(JCM)

A

There’s a diagram on the document. You’re amazing Sam :D

58
Q

Strong evidence for JCM

A

Positive associations between skill variety, task identify and task significance with experienced meaningfulness

Positive associations between critical psychological states of experienced meaningfulness and responsibility with job satisfaction

59
Q

Critiques of JCM

A

Subjective measurement of job characteristics

Narrow theoretical focus

60
Q

Job Design and Stress

A

Job design impacts stress and well-being in the workplace. You can have a look at the Job Demand-Control model on the document if you’d like.

61
Q

Relational Job Design

A

Designing or restructuring jobs that connect people in meaningful ways to those who benefit from the employee’s work.

62
Q

Job Design and Proactive Motivation

A

Job design can help increase employee proactive behaviour

63
Q

Proactivity

A

about making thing happen, anticipating an preventing problems, and seizing opportunities and it involves effort by the self to bring about changes on the workplace or oneself to achieve some outcome

64
Q

Proactive Motivational Model

A

On the document

: )

65
Q

Bottom-up proactive job design – Job Crafting

A

Job crafting refers to “the physical and cognitive changes individuals make in the task or relational boundaries of their work”. A proactive approach to job design that is bottom up.

66
Q

Job crafting model

3 types of crafting

A
  1. Task: altering the type and or the number of job tasks
  2. Relation: altering who the worker interacts with at work and the nature of those interactions
  3. Cognitive: reframing of the work being undertaken

Through these different types of crafting, increased meaning to role is brought about that has been ‘crafted’ by the worker. Job Crafting is not always feasible; cannot apply in all roles.