Title 05 IO Psy - Job Analysis and Evaluation.pdf ✅

05 – Job Analysis and Evaluation IOPSY | 2024 - 2025 | NOT FOR SALE OUTLINE 1. Job Analysis a. Importance of Job Analysis b. Writing a Good Job Description c. Preparing for a Job Analysis d. Conducting a Job Analysis e. Methods of Job Analysis 2. Job Evaluation a. Determining Internal Pay Equity b. Determining External Pay Equity JOB ANALYSIS IMPORTANCE OF JOB ANALYSIS Job Analysis – process of describing a position in its entirely from job duties and compensation to working environment ● Also known as work analysis ● The foundation for almost all human resources activities ● Provides the information needed to write a job description, select employees, evaluate performance, or conduct training programs ● Talent Management: process of planning, recruiting, selecting, developing, managing, and compensating employees USES OF JOB ANALYSIS Job Description Known as the product of a job analysis What the job is all about, the needed skills and competencies, scopes and limits Employee Selection Helps determine whether a particular applicant possess the right qualifications to carry out the job Training Helps identify what skills to teach the person selected for the job Manpower Planning Process of determining worker mobility within an organization (climbing the corporate ladder) Helps avoid Peter Principle Performance Appraisal Use of specific, job-related categories leads to more accurate performance appraisals that are better accepted Serve as an excellent source of employee training and counseling Job Classification Classifying jobs into groups based on similarities in requirements and duties Useful for determining pay levels, transfers, and promotions Job Evaluation Can be used to determine the worth of a job Job Design Determine the optimal way in which a job should be performed Compliance with Legal Guidelines Any employment decision must be based on job-related information For a job analysis to withstand legal scrutiny, it is essential that the job analysis process and results be well documented Organizational Analysis Job analysis interviews can help discover lapses in organizational communication and correct problems / help an organization function better ★ Peter Principle – idea that organizations tend to promote good employees until they reach the level at which they are not competent; highest level of incompetence Types of Information in a Job Analysis ● Work Activities: the how, why, and when of performing work tasks ● Human Behaviors: behaviors needed for the job ● Machines, tools, equipment, and work aids: tools used, materials process, knowledge dealt with or applied, and services rendered in a job ● Performance Standards: job’s performance standards in terms of quantity or quality levels for each job duty ● Job Context: physical working conditions, work schedule, incentives, number of people with whom the employee would be working with ● Human Requirements: knowledge or skills and required personal attributes WRITING A GOOD JOB DESCRIPTION Job Description – a relatively short summary of a job ● Should be about two to five pages in length ● Must describe a job in enough detail that decisions about activities such as selection and training can be made ● Updated when work tasks change significantly ● The phrase “and performs other job-related duties as assigned” should be included SECTIONS OF A JOB DESCRIPTION 1 | @studywithky
Job Title Describes the nature of the job Assists in employee selection and recruitment Affects perceptions of job worth and status, and clarity of resumes Brief Summary Briefly describe the nature and purpose of the job Can be used in job ads / postings Work Activities Lists the tasks and activities in which the worker is involved Organized by dimensions such as similar activities, KSAOs, and temporal order Use task statements (easy to understand and list only 1 activity per statement) Tools and Equipments Used Lists all the tools and equipment used to perform the work activities in the previous section Used primarily for employee selection and training Work Context Describes the environment in which the employee works Includes work schedule, degree of supervision, and ergonomic information Work Performance Outline standards of performance Contains a brief description of standards used, frequency of evaluation, evaluation dimensions, and the evaluator Compensation Information Job evaluation dimensions, exempt status, pay grade, job group Job Competencies Job competencies, KSAOs, job specifications Must be separated by those that are needed before hire and that can be learned after hire ★ KSAO – knowledge, skills, ability, and other characteristics WRITING JOB SPECIFICATIONS Job Specifications – a list of human traits and experience that are required to perform the job ● Shows what kind of person to recruit and for what qualities that person should be tested ● May be a section of job description or a separate document ● Trained ○ Relatively straightforward ○ Length of previous service, quality of relevant training, and previous job performance ● Untrained ○ Involves the intent to train people on the job ○ Physical traits, personality, interests, or sensory skills that imply some potential for trainability WAYS OF IDENTIFYING HUMAN REQUIREMENTS Based on Judgement Review job duties and deduce from those the human traits and skills the job requires Based on Statistical Analysis More defensible than using only judgment, but is more difficult Predictive Validation: determines the relationship between a predictor (human trait) and a criterion (indicator of job effectiveness) PREPARING FOR A JOB ANALYSIS Who will Conduct the Job Analysis? ● Internal Department ○ Human Resources ○ Compensation ○ Training ○ Engineering ● Internal Task Force (coalition) ● Supervisors ● Employees ● Consultants ● Interns/class projects How often should a Job Description be Updated? ● If the job changes significantly ● Common in high-tech jobs ● Job Crafting: process in which employees unofficially change their job duties to better fit their interests and skills Which Employees should Participate? ● Choices ○ All employees ○ Random sample ○ Representative sample: if the organization only has 1 line of work (ex. teaching) ○ Convenience sample ● Potential Differences ○ Job Competence: higher and lower performing employees generate different job analysis results ○ Race: tends to be biased ○ Gender: difference in perspective between male and female employees ○ Educational Level: similar with gender 2 | @studywithky
○ Viewpoint: a manager and its team members will have different point of views of how should a manager act or do their job What Types of Information should be Obtained? ● Types of Requirements ○ Formal: written, legal information (ex. Secretary – typing letters or filing memos) ○ Informal: not part of the job (ex. Making coffee) ● Level of Specificity ○ General to specific ○ Job, position, duty, task, activity, element, sub element CONDUCTING A JOB ANALYSIS Basic Steps ● 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 Step 1: Identify Tasks Performed ● Gathering of existing information that has already been obtained (ex. Review recent job description) ● Interview Subject Matter Experts (SMEs) ○ Individual Interviews: interviewing one employee at a time ○ SME Conferences: a larger number of employees are interviewed together ○ Ammerman Technique: job analysis technique in which a group of job experts identify the objectives and standards to be met by ideal worker ● Workflow Analysis: detailed study of the flow of work from job to job in one identifiable work process; may lead to changing or reengineering the job ○ Observe Incumbents: lets job analysts see the worker do their job and obtain information that may have been forgotten ○ Job Participation: effective because it is easier to understand every aspect of the job once you’ve done it yourself AMMERMAN TECHNIQUE 1 Convene a panel of experts that includes representatives from all levels of the organization 2 Identify the objectives and standards that are to be met by the ideal incumbent 3 List the specific behaviors necessary for each objective or standard to be attained 4 Identify which of the behaviors from step 3 are “critical” to reaching the objective 5 Rank-order the objectives on the basis of importance Step 2: Write Task Statements ● Require elements ○ Action: what is done ○ Object: to which action is done ● Optional elements ○ Where the task is done ○ How it is done ○ Why it is done ○ When it is done ● Characteristics of a well-written task statement ○ One action and one object (no double-barrels) ○ Appropriate reading level ○ Makes sense by itself ○ All are written in the same tense ○ Indicate tools and equipments used ○ Should not be competencies or policies Step 3: Rate Task Statements ● Task Analysis: process of identifying the tasks for which employees need to be trained ● Can be rated on a variety of scales ○ Importance ○ Part-of-the-job ○ Frequency of performance ○ Time spent ○ Relative time spent ○ Complexity ○ Criticality ● Research shows only 2 scales are necessary – frequency and importance Using Rating Scales ● Create a chart to summarize the ratings 3 | @studywithky
● Add frequency and importance ratings to form a combine rating for each task ● Include the task in the final task inventory if... ○ Average rating is > 0.5 ○ Combined rating is ≥ 0.2 Step 4: Determine Essential KSAOs DEFINING KSAOs Knowledge Body of information needed to perform a task Skill Proficiency to perform a certain task Ability Basic capacity for performing a wide range of different tasks, acquiring knowledge, or developing a skill Other Characteristics Personal factors such as personality, willingness, interest, motivation, and other tangible factors such as licenses Step 5: Select Tests to Tap KSAOs ● Include methods such as interviews, work samples, ability tests, personality tests, reference checks, integrity tests, biodata, and assessment centers OTHER METHODS OF JOB ANALYSIS General Information About Work Activities ● Position Analysis Questionnaire (PAQ) ○ 194 items ○ 6 main dimensions ■ Information input ■ Mental processes ■ Work output ■ Relationships with others ■ Job context ■ Others ○ Standardized and easy to use ○ Difficult to read for average employees ○ Used for general purposes ● Job Structure Profile ○ Designed as a replacement for the PAQ ○ Easier to read ○ Has good reliability ○ Last update was 1985 so it may not be applicable to modern jobs ○ Also used for general purposes ● Job Elements Inventory ○ 153 items ○ 10th grade readability level ○ Correlates highly with PAQ ● Functional Job Analysis ○ Assign a percentage of time the incumbents spend on data, people, and things ○ Assesses priority on the 3 elements Methods Providing Information About Tools and Equipment ● Job Components Inventory (JCI) ○ 400 questions ○ 5 main categories ■ Tools and equipment used ■ Perceptual and physical requirements ■ Communication requirements ■ Decision making and responsibility ○ Has good reliability ○ Used in roles that require more technical skills ● Threshold Traits Analysis (TTA) ○ 33 items ○ 5 main categories ■ Physical traits ■ Mental traits ■ Learned traits ■ Motivational traits ■ Social traits ○ Reliable ○ Short and quick to use ○ Focus is on the person itself Information About Competencies ● Occupational Information Network (O*NET) ○ Used to replace DOT (Dictionary of Occupational Titles) 4 | @studywithky