McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Job Analysis and Competency Modeling chapter 6

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Introduction Organizations must have a systematic way to determine which employees are expected to perform a particular function or task that must be accomplished The cornerstone of the organization is the set of jobs performed by its employees The jobs provide the mechanism for coordinating and linking the various activities of the organization that are necessary for success

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Studying and under- standing jobs through the process known as job analysis is a vital part of any HRM program.

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Job analysis provides answers to the following questions: (1 of 2) 1. How much time is taken to complete important tasks? 2. Which tasks are grouped together and considered a job? 3. How can a job be designed or structured so that the employee’s performance can be enhanced?

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Job analysis provides answers to the following questions: (2 of 2) 4. What kinds of behaviors are needed to perform the job? 5. What kind of person (i.e., traits and experience) is best suited for the job? 6. How can the information acquired by a job analysis be used in the development of HRM programs?

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved The Vocabulary of Job Analysis (1 of 3) Job analysis – A purposeful, systematic process for collecting information on the important work-related aspects of a job Job description – The principal product of a job analysis Represents a written summary of the job as an identifiable organizational unit

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved The Vocabulary of Job Analysis (2 of 3) Job specification – A written explanation of the knowledge, skills, abilities, traits, and other characteristics (KSAOs) necessary for effective performance on a given job Tasks – Coordinated and aggregated series of work elements used to produce an output e.g., a unit of production or service to a client

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved The Vocabulary of Job Analysis (3 of 3) Position – Consists of the responsibilities and duties performed by an individual There are as many positions in an organization as there are employees Job – Group of positions that are similar in their duties e.g., computer programmer or compensation specialist Job family – Group of two or more jobs that have similar duties

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved The Steps in Job Analysis 1. Examine the total organization and the fit of each job 2. Determine how job analysis information will be used 3. Select jobs to be analyzed 4. Collect data by using acceptable job analysis techniques 5. Prepare job description 6. Prepare job specification

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved The Uses of Job Analysis Job design Planning Recruitment Selection & training Strategic planning Performance evaluation Compensation & benefits EEO compliance Follow-up evaluation

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Job Analysis and EEO Compliance Job analysis plays an important role in the Uniform Guidelines on Employee Selection Procedures (UGESP) of 1978 The UGESP emphasizes that job analysis should be used when validating or assessing the accuracy of organizational staffing and selection procedures

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Who Should Conduct the Job Analysis? External Job Analysis Expert Internal Job Analysis Expert Supervisor Job Incumbent

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved The Use of Charts Organization Chart Presents relationships among departments and units of the firm Line and staff functions are detailed Functional structure Vertical hierarchy Formal reporting structure Process Chart Shows how a specific set of jobs are related to each other Shows the flow of activities and work necessary to produce a desired product or service

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Methods of Data Collection Observation Interviews Questionnaires Job Incumbent Diaries or Logs

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Specific Quantitative Techniques Functional Job Analysis Position Analysis Questionnaire Management Position Description Questionnaire

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Position Analysis Questionnaire (PAQ) Major sections of the PAQ: Information input Mental processes Work output Relationships with other people Job context Other job characteristics

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Management Position Description Questionnaire (MPDQ): Major Sections General information Decision making Planning and organizing Administering Controlling Supervising Consulting and innovating Contacts Coordinating Representing Monitoring business indicators Overall ratings Knowledge, skills, and abilities Organization chart Comments and reactions

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Job Descriptions A primary output of a systematic job analysis A written description of what the job entails Thorough, accurate, and current job descriptions are important to an organization restructuring and downsizing employee motivation and rewards technological changes in work environments legal compliance with employment laws

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Job Descriptions Include: Equipment Environment Activities Job Title Summary

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Job Specifications (1 of 2) Evolve from the job description Address the question: “What personal traits and experience are needed to perform the job effectively?” Useful in offering guidance for recruitment and selection Any trait or skill stated on the job specification should actually be required for performance on the job

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Job Specifications (2 of 2) Job specifications must differentiate between: Essential skills – those for which alternative ways of accomplishing the job are not possible Nonessential skills – can be accommodated by changing the structure or work methods of the job Under the Americans with Disabilities Act: If disabled people could accomplish the job successfully after accommodation, then it should be done

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Job Analysis and Employee Competencies Competencies – general attributes employees need to do well across multiple jobs or within the organization as a whole e.g., teamwork Many organizations are identifying, communicating, and rewarding a variety of broad-based competencies that successful employees should possess

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Competency Modeling Communication of job requirements in ways that extend beyond the job itself Describing and measuring the organization’s workforce in more general, competency terms Designing and implementing staffing programs focused around competencies to increase staffing flexibility in job assignments

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Job design integrates work content, qualifications, and rewards for each job in a way that meets the needs of employees and the organization.

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Job Design Approaches The Motivational Job-Design Approach The Mechanistic Job-Design Approach The Biological Job-Design Approach The Perceptual / Motor Job-Design Approach

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved The Mechanistic Job Design Approach This approach stems from the scientific- management school of management thought. Its primary scientific basis is industrial engineering utilizing: time and motion study work simplification work specialization

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Mechanistic Approach Job specialization Specialization of tools and procedures Task simplification Single activities Job simplification Repetition Spare time Automation

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Personal and Work Outcomes Core Job Dimensions Critical Psychological States Skill variety Task identify Task significance Experienced meaningfulness of the work Experienced responsibility for outcomes of the work Knowledge of the actual results of the work activities Autonomy Feedback High internal work motivation High-quality work performance High satisfaction with the work Low absenteeism and turnover Employee Growth Need Strength Job Characteristics Model of Work Motivation

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Job Enlargement and Job Enrichment Job Enlargement Employees given a greater variety of things to do Horizontal expansion of work Greater number of tasks Responsibility and authority not increased Job Enrichment Job is expanded vertically Increased responsibility Focus on growth and recognition

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Work/Family Balance and Job Design Job Sharing Flextime Telecommuting

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Reengineering More than job redesign Looks at the entire flow of work through an organization It cannot succeed without adaptable job descriptions

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc. All rights reserved Summary Job analysis plays a major role in HRM activities and programs The job is the major building block of an organization Each characteristic of each job in an organization must be clearly understood