Chapter 2 Flashcards
(32 cards)
Root of all human resources activities as you wouldn‘t know how to select employees, evaluate employees, conduct a workshop and creating a job description without knowing what tasks are they gonna do, competencies they need to do to perform their work and the conditions they have to meet.
Job analysis
Two-five pages are required for making a thorough summary of the job description, job analysis is the process of understanding the tasks that are needed to perform the job. Job description is the written result of Job Analysis. Both Job Description and Job Analyses cover
the employee selection, training, work design, evaluation
and any HR activities.
Writing of Job Descriptions
When it comes to selecting your future employees, there are a lot of requirements and responsibilities that need to be fulfilled. One of them is to identify the interview questions that will be asked to the employee that will determine their skills, ability to perform the tasks and necessary knowledge that they need. Non-job related variables are also often asked to select future employees.
Employee Selection
Without Job Analyses, you wouldn‘t be able to identify the requirements to be trained, the activities you will be doing
are used to create training programs.
Training
Peter & Hull (1969) stated that promoting employees until they get to the top is incompetence. Instead of promoting the person below the supervisor, we should promote those best employees that have similar job, knowledge, abilities as the supervisor‘s
job. Coming to this approach, there will be a better match between the employee who is getting promoted and the requirements of the job.
Personpower Planning
Also important when writing a Job Analysis. The evaluation of an employee‘s performance must be related to their job. The use of job-related evaluation leads to more accurate performance appraisal than categories like ―dependability‖ and them being ―initiative‖.
Performance Appraisal
Used for determining:
Transactions
Promotions
Pay levels
Job Classification
Used to determine the worth of the job.
Job Evaluation
Used to determine which job should be
performed.
Job Design
One legally acceptable way to directly determine job relatedness is by job analysis. No law specifically requires
a job analysis, but several important guidelines and court cases mandate job analysis for all practical purposes
Compliance with Legal Guidance
To conduct such a study within an organization, pinpoint problems, and offer suggestions for how to make things
better.
Organizational Analysis
It must discuss the job in full details about activities such as training and selection
that can be made. You cannot meet the decisions that should be made if it is only one page long.
Writing a good Job Description
A structured instrument developed at Purdue University by McCormick, Jeanneret, and Mecham (1972), and is now available in Bellingham, Washington. It contains 194 items organized into six main dimensions: information input, mental processes, work output, relationships with other persons, job context, and other job-related variables such as work schedule, pay, and responsibility
Position Analysis Questionnaire (PAQ)
A revised version of the PAQ was developed by Patrick and Moore (1985). The major changes in the revision, include item content and style, new items to increase the discriminatory power of the
intellectual and decision-making dimensions, and an emphasis on having a job analyst
Job Structure Profile (JSP)
Developed by Cornelius and Hakel (1978). It contains 153 items and has a readability level appropriate for an employee with only a tenth grade education (Cornelius, Hakel, & Sackett, 1979).
Job Elements Inventory (JEI)
was initially designed by Sidney Fine (1955) as a method that could be used by the federal government to analyze and compare thousands of jobs.
Functional Job Analysis (FJA)
A national job analysis system created
by the federal government to replace the
Dictionary of Occupational Titles (DOT), which had been in use since the 1930s (Petersonet al., 2001). It is a major advancement in understanding the nature of work, in large part because its developers understood that jobs can
be viewed at four levels: economic,
organizational, occupational, and individual. As a result, it has incorporated the types of information obtained in many job analysis techniques.
Occupational Information Network
(O*NET)
In addition to information about tools and
equipment used on the job, which were
discussed earlier, it also provides information about the perceptual, physical, mathematical, communication, decision making, and responsibility skills needed to perform the job.
JOB COMPONENTS INVENTORY
Developed by Lopez, Kesselman, and Lopez (1981). This method is available only by hiring a particular consulting firm (Lopez and Associates), but its unique style makes it worthy of mentioning. The questionnaire‘s 33 items identify the traits that are necessary for the successful performance of a job.
Threshold Traits Analysis (TTA)
Requires incumbents or job analysts to view a series of abilities and to rate the level of ability needed to perform the job.
Fleishman Job Analysis Survey (F-JAS)
132-item inventory developed by Pulakos, Arad, Donovan, and Plamondon (2000)
Job Adaptability Inventory (JAI)
Developed by Raymark, Schmit, and Guion (1997). It aims to identify the personality types needed to perform job-related tasks. I consists of 107 items tapping 12 personality dimensions
that fall under the ―Big 5” personality
dimensions (openness to experience,
conscientiousness, extroversion,
agreeableness, and emotional stability).
Personality-Related Position Requirements Form (PPRF)
Similar to the PPRF, the 48 questions on this test help determine which of the seven main personality traits are needed to perform a given job. Research on this indicates that it has acceptable reliability and is able to differentiate between jobs (Foster, Gaddis, & Hogan, 2012.).
Performance improvements characteristics
The method of measuring the value of a work. It’s crucial to decide how much people in a position ought to be paid
after a thorough job analysis and detailed job description have been produced.
Job Evaluation
