Week 3 - Lecture notes 3 PDF

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Job analysis - the cornerstone of human resources management...

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Lecture 3: Job Analysis - Cornerstone of HRM What is Job Analysis? 

Purposeful, systematic process of gathering, analyzing and synthesizing information about three basic aspects of a job: o

Context + Requirements + Context

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Job Content 

Duties, tasks and responsibilities (TDRs)

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Work activities, like what worker does and why activities are conducted: frequency, duration, effort, skill, complexity, etc.

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Job Requirements (Specification) 

Human characteristics required to perform a job (KSAOs)

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Legislation Surrounding Job Analysis 

JA is NOT legally required but highly advisable

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Essential job duties must be clearly identified – only criteria examined should be KSAOs required for the essential duties of the job Tasks

Responsibilities

Duties

§Human Resource Planning §Recruitment §Selection §Training and Development

Job Descriptions Job Analysis



§Performance Appraisal §Compensation and Benefits

Job Specifications

§Safety and Health §Employee and Labour Relations

Knowledge

Skills

Abilities

Other

§Legal Considerations §Job Analysis for Teams

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Sources of Job Data 

External  competitor’s, NOC (Canadian National Occupational Classification System), outside consultant, professional associations and organizations, other online descriptions



Internal  job incumbents (observation, interview, questionnaire), supervisor of job (interview, questionnaire), HRIMS, existing job descriptions, manuals/publications, organization charts/other company records, subject matter experts (SMEs) who have indepth knowledge of specific job under analysis

Job Analysis Approaches (make sure you use different combinations)



Job Requirements or Task-Based Job Analysis o

Identifies or describes specific tasks, KSAOs and job context for a particular job

o

Looks at WHAT is being done -- identify TDRs then KSAOs afterwards to perform them well

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Competency-Based Job Analysis o

Considered HOW the KSAOs are being used

o

Identifies competencies needed for a successful job performance an describes them in behavioral terms

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Types of Job Analysis 

Work-Oriented JA – using techniques emphasizing job content from a technological perspective



Worker-Oriented JA – using techniques emphasizing job content in terms of human requirements

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All types of JA should: 1. Describe observable work behaviors, conditions and outcomes 2. Be independent of the individual performing the job 3. Be verifiable and replicable

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Methods & Techniques of JA 

Interviews



Structured Questionnaire/Inventory

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o

PAQ

o

Functional JA

Direct Observation

o

CIT

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Logbooks and work diaries

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Combination methods (much more likely is a hybrid approach using multiple methods)

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Key Definitions 

Work – things that need doing in an organization

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Elements/Task Steps – basic elements of jobs, smallest unit which work can be divided

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Task – defined as a unit of work; set of activities needed to produce some result, composed of action and a result and has identifiable beginning and end

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Duties – related or like tasks that are performed by an individual

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Job – group of tasks that must be performed for an organization to achieve its goals

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Position – collection of tasks and responsibilities performed by ONE person



For example:

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o

JOB = trainer

o

DUTIES = instructs classes

o

TASKS = lead classroom discussions

o

ELEMENTS = asks leading questions

o

KSAOs = active listening skills

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Characteristics of Task Statements

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“Analyze data in order to answer the research question, using statistical packages and a

computer”

1. Verb describing the action 2. Object of that action 3. Expected outcome of the action 4. Description of equipment and processes required for completion or purpose of the action  

Task Rating Form 

Frequency of use (5 to 1)

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Importance of performing successfully (5 to 1)

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Importance for new hire (5 to 1)

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Distinguishes between superior & bad performance (5 to 1)

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Damage if error occurs (5 to 1)

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KSAO Rating Form 

Importance for acceptable job performance (5 to 1)



Importance for new hire (5 to 1)

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Distinguishes between superior & adequate performance (5 to 1)

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TASK-KSAO MATRIX 

To what extent is each KSAO needed when performing each job task?



5 = extremely necessary, job task CANNOT be performed without the KSAO

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1 = not necessary, the KSAO is NOT USED when performing job task

Final Outcomes 

Job Description – statement of TDRs of a job to be performed

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Job Specification – statement of KSAOs of the person who is to perform the job

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Performance standards – indicators of what is expected from an employee on a particular job, what job should accomplish, how success is measured

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Job Description Common Components 

Job Identification – departmental location of the job, person to whom jobholder reports, payroll code #, NOC code number, # of employees in department



Job Summary – purpose of the job, summary of why job exists/what job is expected to accomplish. “Describe the essence of the job in 30 words or less”

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Job Responsibilities – essential functions and job duties. Includes the most important Task Dimensions with 3 or 4 tasks most highly rated in the JA under each.

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Working Conditions/Environment – general information related to job including weather conditions, tool use and transportation

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Working (Reporting) Relationships – limits of the jobholder’s authority, including decision-making authority, budgetary accountability, direct supervision of other employees

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Approval – signature of the person who’s prepared the job description

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KSAOs 

Knowledge – organized body of information that can be directly applied to the performance of tasks (cognitive)

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Skill – observable competence for working with or applying knowledge to perform a particular task or closely related set of tasks (physical)

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Abilities – underlying, enduring trait of the person or capability, useful for performing a range of different tasks (personal traits or talents)

 

Competency 

Underlying characteristic of an individual, to predict Superior or Effective performance in a job, and indicates a way of behaving or thinking, generalizing across situations and enduring for a reasonably long period of time o

Broader scope than KSAOs, focus of this is BEHAVIOUR – applying KSAOs

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Competency Models (competency framework) 

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Describes a group of competencies required in a particular job

Competency Matrix 

List of level of each competency required for each of a number of jobs

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Competency Profile – set of competencies and includes associated-behaviours

(behavioural indictors) that link directly to the work to be performed, as well as the levels of proficiency for each behaviour 

Title –



Definition – summary of important behaviours

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Behavioural Indicators – observable/measurable behaviour that demonstrates the presence/absence of a competency; task/action step describing how a competency is applied/demonstrated in the job

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Proficiency Level – level at which competency must be performed; degree of complexity, difficult, scope or independence required to apply competency or behavioural indicator as needed in the job to ensure success in a given position



Proficiency Scales – series of behavioural indicators expected at specific levels of a competency

How Competencies are Measured – graphic rating scales 

BARS – scale built into the competency. Describes behaviours differentiating between effective and ineffective performers that can be observed and anchor them at a point of scale. Its content is developed from a job analysis and is based on responses to a critical job incidents/situations

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Summative Scales – Likert or outside of the competency. Hierarchy of standards can be numerical or descriptive. o

Competent – satisfactory, able to perform the competency

o

Proficient – above average, able to perform the competency well

o

Excellent – extraordinary, able to perform competency superbly

Categories of Competencies

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Core Competencies – every member of the organization, regardless of the job, they define what the organization values the most in people. Goal of core competencies is to ensure individuals are able to perform in a diverse # of positions throughout the org

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Professional/Functional Competencies – shared by positions w/ similar job content. Goal is to optimize performance by having the technical skills to do the job

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Job Specific Competencies – key KSAOs behaviours that contribute to doing a job in a fully effective manner

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Behavioural Competencies – attitudes, values that describe HOW a job or task is performed as opposed to the particulars of the job/task.

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Threshold Competencies – characteristics required by a jobholder to perform a job effectively

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Differentiating Competencies – characteristics that can be used to distinguish superior from average performers

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Benefits of a Competency-Based Approach 1. Results are tied to performance, not just opinion 2. Job-related, not theoretical 3. Characteristics are behaviourally specific, so they can be seen and measured 4. Identifies job requirements and success, what success “looks like in action”

 Job Requirements Job Analysis

Competency Based Modelling

KSAOs

KSAOs + behaviours, personality, attitudes

Task-focused

Person-focused

Tied to role

Tied to organization goals + strategy

Narrow – job specific

Broad – job spanning

More rigorous

Less rigorous

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Tradition Hiring vs. Competency-Based

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The way job description is written

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Criteria used to screen applicants

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Use of behaviourally-based interview Q, references asked to provide examples of behaviour that support the stated competency

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C-B approach adds the evaluation of “will applicant do the job and how well will the applicant fit”

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What Job Analysis Can Do For You 

Which criteria would produce an evidentiary, valid pre-selection? o



Eligibility criteria (hard skills) and suitability criteria (soft skills)

How to compare different candidates and rank them against each other consistently? o

What predictors should be used to best assess job candidates against job requirements, how to effectively rank and rate differences, which scales should be used for different criteria

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What work-result can actually be expected from each of the applicants? o

How to develop the candidate further and maximize the impact of their work result, how to manage and motivate the candidate to make them happy

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Create shared view of job + fostering greater acceptance among interested parties as to the job’s actual description

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Build foundation for fair employment practices

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Provide legal documentation allowing the employer to chronicle and defend processes and decisions, should they be challenged (protection rom lawsuits)

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Job Analysis Methods + Data Collection Tools Combined Methods – only in rare instances does a job analysis involve use of only single method. A hybrid, eclectic approach is more appropriate 

multiple methods and multiple sources to learn as much as possible about a job and ensure content and reliability and validity of info

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Data Collection Instruments 

Task Inventory Analysis

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Functional Job Analysis

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Position Analysis Questionnaire System

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Critical Incident Method

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Online Resources Containing Job-Descriptive Information (NOC and O*NET)

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Competency Modelling (Profiling)

Task Inventories 

Work-oriented questionnaires breaking down jobs into component tasks

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JA should assess (CONDITIONS ENVIRONMENT):

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o

Tasks performed (what is being done?)

o

Job context (what are the conditions and environment?)

o

Performance measure (how good the performer must be?)

o

Frequency of task performance (how often?)

o

Level of difficulty (how hard is it?) – how easy is it to learn?

o

Task importance or critical (how worthy is it?)

Outputs:

o 

List of tasks, may be organized into duties

Task Inventories ADVANTAGES: o

Efficient way to collect data from large number of incumbents in geographically dispersed locations, and also provide data that’s quantifiable



Task Inventories DISADVANTAGES: o

Expensive and time-consuming, length and complexity may create motivation problems, ambiguities and respondent questions not readily addressable during administration

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Functional Job Analysis (FJA) 

System for accurately defining (through task statements) and measure workers’ job activities (through ratings by SME) based on interaction w/ data, people and things

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Firstly, generate task statements including what tasks are done, what is produced/achieved, equipment/processes used, and standards of performance

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Tasks are empirically measured by rating scales on following basis: o

Data/people/things with whom worker interacts with

o

Degree of involvement with data, people and things

o

Instructions (amount of control over task performance)

o

Required abilities for completion (reasoning, math and language)

o

Frequency and/or time spent, difficulty, importance that are then rated in terms of how much of each three functions (PTD) perceived to be involved and level of complexity

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FJA ADVANTAGES o

Methods + standardized language  systematic approach to JA

o

Rating scales provide reliable task analysis data

o

Can be used to compensate for limitations of NOC and O*NET

FJA DISADVANTAGES o

Labour-intensive and time-consuming

o

Costly specialized training to apply effectively

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Positional Analysis Questionnaire (PAQ) 

Off-the-shelf, prefabricated, measures of jobs that can be used for many jobs



Focus on generalized worker behaviours describing how a job is done (worker-oriented)

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194 items or elements concerning mainly with work activities (187 items) and compensation issues (7)

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predict aptitude requirements for jobs, evaluate jobs and setting compensation rates, classifying jobs

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Job/Tasks Elements are organized into SIX Dimensions: o

Information Input (interpret what is sensed, awareness, using senses)

o

Mental Processes (making decisions, processing information)

o

Work Output (using tools, performing activities, physical coordination)

o

Relationships with other persons (communicating information, personal contacts)

o

Job context (stressful environment, hazardous job situations)

o

Other job characteristics (work schedule, businesslike situations, structure)

For instance, use a LIKERT SCALE: “rate the extent to which each is used by the worker as a source of information in performing the job” o



Written materials v. quantitative materials v. measuring devices v. features

PAQ ADVANTAGES o

Standardized means of job data collection, reliable and valid job data, estimation of work requirements, extensive reliability and validity data in support of its use

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PAQ DISADVANTAGES o

Scores work behaviours NOT specific job tasks, doesn’t claim to measure proficiency but is intended to provide a ‘comprehensive evaluation of the content of a job’

o

Need for computerized analysis to provide rating for each of six categories, overall rating for the job, and cognitive ability to measure expressed as General Aptitude Test Battery measure

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Critical Incident Technique (CIT) 

Combination of job-oriented and worker-oriented approaches



Focusing on identifying the examples of particularly effective vs. ineffective behaviours – certain jobs are crucial to satisfactory job performance while others are not (therefore distinguish satisfactory vs. unsatisfactory workers)

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Data collected either from observations OR viable self-reports (interviews)

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Difficulty in classifying CI because interpretation is more subjective than objective

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Record these components for every “critical incident” o

Context  what led up to incident and situation

o

Behaviour  what the employee did that was particular E vs. INE

o

Consequences  perceived results of the behaviour and whether or not consequences were in the employee’s control (to what degree are they to be held reliable?)



Collect episodes or ‘critical i...