Chapter 2 Flashcards
(49 cards)
1
Q
Job Analysis
1
A
- also called as work analysis
- foundation for all HR activities
- process of determining the work activities and requirements
2
Q
Job Analysis
2
A
- also called as work analysis
- foundation for all HR activities
- process of determining the work activities and requirements
3
Q
Job Analysis
3
A
- to determine worker mobility - if ind hired for a particular job, to what other jobs can they expect to eventually be promoted and become successful
- Peter Principle - promote employees to the highest level of incompetene
- contruct performance appraisal instrument
4
Q
Job Analysis
4
A
- enables a HR professional to classify jobs into group based on similarities of requirements and duties
- job classification - determining pay levels, transfers, and promotions
- JA info can also be used to determine the worth of a job
- use to determine the optimal way in which job should be performed
- 1 legally acceptable way to directly determin job relatedness throught job analysis
5
Q
Job Analysis
5
A
- **uniform guidelines on employee selection (1978) ** - HR principles in compliance with federal standards - contains several direct references to the necessity of job analysis
- Job Analysts - aware of certain problems within an organization
6
Q
Job Analysis
6
A
- all employees should participate
- numbers of participants determined then decisions are made to which particular employees must participate
- generated job analysis = high and low performing employees generates different
- rated tasks: more experienced differs than less experienced
7
Q
Job Analysis
7
A
- race: while and african american incumbents have a difference view from their jobs; also gender
- Job analysis ratings are related to: race of the incumbents and race of the incumbents’ co-worker;
- different perspective = different job analysis results
- personality of the person doing the job matches with the traits that they think are important
8
Q
Job Analysis
A
- consider which employee should participate because a job can be performed in several ways
- should job analysis break a job down into very minute, specific behaviours, or should the job be analyzed at a more general level
- jobs involve intricate, extensive and expensive efforts have been undertaken to identify the optiman to which tasks should be performed
9
Q
Requirements
A
- Formal Requirement - typing letters or filing memos
- informal requirements - coffee making or picking up the children from school
10
Q
Types of Job Analysis
A
11
Q
Committee-Based Job Analysis
A
- conducted by group of subject matter experts
subject matter experts - a person with in-depth knowledge, skills, and experience in a specific job, tasks, process or field - provides critical insights about a job requires and entails
ex. 3 experience data analysts (job incumbents); SMEs: python, excel - group discussion with experts → quicker, collaborative
12
Q
Field-Based Job Analysis
A
- conducted on-site; analysts obeserve employees, interview and review documents to gather detailed information about job tasks and behaviors
- real-world, observational analysis → deeper, more accurate
13
Q
Comparison for C (Commitee) and F (Field)
A
- who participates: C - SMEs in a group setting; F - individual job incumbents on-site
- Data source: C - expert discussion and consensus; F - observation, interviews and real-world tasks
- time & costs: C - Faster, more cost-effective; F - Slower, more resource-intensive
- Accuracy/detail: C - Good, relies on memory and perspective; F - High - based on real-time, direct data
- Best used for: C- Common, well-understood jobs; F - Complex, technical, or high-risk jobs
- Example: C - Nursing committee updates job descriptions; F - Analysts studies factory worker’s job firsthand
14
Q
Job Description
A
- brief, 2-5 pgs, summary of tasks and job requirements found in job analysis
- written result of the hob analysis
- described in detail
15
Q
Job Analysis + Job Description
A
Basis for HR activities
16
Q
Writing Job Description
A
- 1 paragraph summary that briefly describe the nature and purpose of the job
- work activities section lists the tasks and activities where the worker is involved
- usually employee selection and training section should include that lists all of the tools and equipment used to perform the work
17
Q
Arguments in regards to Job Description
“It’s not my job”
A
- duties can be added and updated regularly; also needs significant update if job changes significantly
- the sentence “and performs other job-related duties as assigned” must be included
18
Q
Job Title
A
- describes the nature of the job
- accurate title aids in employee selection and recruitment
- provide workers some kind of identity
- affects the perceptions of status and worth of job
19
Q
Job Context
A
work environment should be mentioned
ex.stress level, physical demands, level of responsibility, temperature, number of co-workers, degree of danger
20
Q
Work Performance
A
- J Description outlines standards of performance
- brief description of how an employee’s performance is evaluated and what works standards are expected
- contains salary grade, compensation factors to determine salary
21
Q
Job Specifications or Competencies
A
KSAOs = successful job
*knowledge, skills, abilities and other characteristics
22
Q
Preparation for Job Analysis
A
- conducted by a trained individual in the HR department but can also be conducted by job incumbents, supervisor or outside consultants
Job incumbents - 1st hand knowledge to tasks, skills and conditions associated with the role
* consultants are good choice = well trained and have extensive experience
* alternative: College interns
23
Q
Job Crafting
A
changes within the employees on how they make their job, not reshaping the job itself
* ex. changing how they do their work, who they interact with, or how they think about it.
24
Q
Conducting Job Analysis
A
- Identify the tasks performed.
- Write tasks statements.
- Rate Tasks Statements.
- Determine Essential KSAO
- Selecting Test to Tap KSAOs
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Identify the tasks performed.
* identify major job dimensions and tasks performed in each dimensions, tools and equipment used and conditions under *which tasks is performed.*
* conducted by gathering existing information, interviewing SMEs, observing, and job participation
- individual/group
- one employee at a time or large numbers of employees interviewed together (SMEs conference)
- Prepare for interview by announcing the job analysis to the employees.
- *Open interview *by establishing rapport
- *Conduct interview* by asking open-ended question, easy to understand and allowing sufficient time for the employee to talk and answer
- observing without knowing is difficult
- Job participation is effective; easier to understand every aspect of a job once you have done it yourself
26
Write Task Statements
* *must* contain an action and object; what is done and to which the action is done.
* includes where the task is done, how, why and when
* one action = one object
* written at a level that can be read and understood by a person with the same reading ability as the typical job incumbent
* written in the same tense
* include tooks and equipment
* shouldn't be competencies
* shouldn't be policy
* should make sense by itself
* level of authority must indicate for those activities that involve decision making
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Rate Task Statements
* conduct task analysis - use group of SMEs to rate each task statements on the frequency and importance or critically of the tasks being performed
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Selecting test to tap KSAOs
* determine best methods to tap the KSAOs needed at the time for hire
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Other Job Analysis Methods
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Job Structure Profile
* revised PAQ that includes item content and style
* new items to increase discriminatory power of Intellectual and decision-making dimentsions
* emphasized on having job analysts
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Methods Providing General Information about Worker Activities
1. Position Analysis Questionnaire
2. Job Structure Profile
3. Job Elements Inventory
4. Functional Job Analysis
28
Position Analysis Questionnaire
* 194 items organized into 6 main dimensions: *information input, mental processes, work output, relationships with other persons, job context, and other job related variables*
* PAQ tells if job involves interviewing; does not indicate type of interviewing that is performed, how the interview is conducted
* inexpensive and takes little time to use
* PAQ questions and directions are written at a college graduate level
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Methods Providing Information about Tools and Equipment
Job Components Inventory
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Job Elements Inventory
* 153 item
* readability - should be appropriate for employee with only a tenth-grade education
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Functional Job Analysis
quick method used by federal government to analyze and compare thousands of jobs
**how to conduct?**
1. **Define the purpose of the analysis** *why the analysis is needed, defining new roles or understanding evolving ones*
2. **Select the jobs to be interviewed** *Priotize the roles to analyze esp new, changing or long-unreviewed positions*
3. **Collect the data** *determine job components to analyze, gather insights using methods like interview, observation, or job logs*
4. **Collect and validate the information** *Create report detailing the tasks, responsibilities, tools and interactions of the job based on FJA components*
5. **Put your functional job analysis to work** *use analysis for recruiting, training, performance, management and compensation*
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Job Components Inventory
* +400 question with 5 major categories: *tools and equipment, perceptual and physical requirement, mathematical requirements, communication requirements, and decision making and responsibility*
* contains detailed section on tools and equipment
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Providing Information about the work environment
Arbeitswissenschaftlishes Erhebungscerfahren
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Arbeitswissenschaftlishes Erhebungscerfahren
* translates to **work science investigation method** or **ergonomic assessment procedure**
* primarily concerned with the relationship between worker and work objects
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Providing information about competencies
1. Occupational Information Network
2. Critical Incident Technique
3. Job Components Inventory
4. Threshold Traits Analysis
5. Fleishman Job Analysis Survey
6. Job Adaptability Inventory
7. Personality-Related Position Requirements Form
34
Occupational Information Network (ONET)
* made by federal government to replace the dictionary of Occupational Titles
* to provide **detailed, up-to-date information about jobs** and the people who do them.
**Why is it important?**
* considered a major improvement in understanding jobs and modern workforce.
* developers realized that to truly understand a job, you have to look at it form 4 different levels.|
* includes information suc economic factors: *labor demand, labor supply, salaries and occupational trends*
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4 different levels of ONET
1.** Economic Level** - how jobs relate to the economy *ex. is there a high demand for software engineers? Are wages rising?*
2.** Organizational Level** - how the job fits into an organization *ex. what does a customer service rep do in a retail company v.s. a bank*
3. **Occupational Level** - General information about hte occupation as a whole *ex. what do most nurses do, regardless of the hospital they work in?*
4. **Individual Level** - characteristics and skills a person needs to succeed in that job. *ex. what personality trails or abilities make someone a good teacher?*
36
Critical Incident Technique
## Footnote
1
* a method used to collect detailed information about specific, effective, or ineffective behaviours that are critical to job success or failure
* job incumbents each generate between 1-5 incidents of both excellent and poor performance that they haceseen on the job
* **Job experts** - examines each incident and decide whether it is an excellent or poor behaviour
* 1st stage incidents: give 3-4 incumbents to sort into unspecified number of categories.
37
Positive Critical Incident
* *ex. CSR - improve the training program to distinguish excellent from poor performers*
* *ex. above (positive example) where the situation is: angry customer because their product didn't arrive on time*
**what CSR did positively**
- *stayed calm and didn't interrupt*
- Apologize sincerely
- Checked the order status immediately
- Offer Discount for the inconvenience
- Follow up with customer the next day
= customer calmed down, accepted the solution and left a positive review
***key competencies***: *empathy , problem solving and communication*
38
Critical Incident Technique
* verify judgements made by the job analysts, 3 other incumbents are given the incidents, and category names, and are asked to sort the incidents into the newly created catergories
* numbers of both types of incidents sorted into each category; tallied; used to create a table
***cannot** be used as the sole method of job analysis
38
Negative Critical Incident
* ex. above (negative example) where the situation is: a customer called about a billing error and was frustrated*
**what CSR did negatively **
- *CSR interrupted the customer*
- *blamed the billing system*
- *didn't apologize or offer help*
- *transfered the call without explanation*
= customer negative review and canceled their account
***key competencies***: *poor listening, lack of accountability*
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Job components inventory
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