1. Job Analysis CHAPTER FOUR Screen graphics created by:
Jana F. Kuzmicki, PhD
Troy State University-Florida and Western Region

2. Staffing Organizations Model
Vision and Mission
Goals and Objectives
Organization Strategy
HR and Staffing Strategy
Staffing Policies and Programs
Support Activities
Core Staffing Activities
Legal compliance
Recruitment: External, internal
Planning
Selection: Measurement, external, internal
Job analysis
Employment: Decision making, final match
Staffing System and Retention Management

3. Chapter Outline Types of Jobs Nature of Job Analysis
Job Requirements JA
Overview
Job Requirements Matrix
Job Descriptions and Job Specifications
Collecting Job Requirements Information
Competency-Based JA
Nature of Competencies
Collecting Competency Information
Job Rewards JA
Overview
Job Rewards Matrix
Collecting Job Rewards Information
Legal Issues
Job Relatedness and Court Cases
JA and Selection
Essential Job Functions

4. Types of Jobs Traditional Evolving Flexible Idiosyncratic Team-Based
Exh. 4.1: Terminology Commonly Used in Describing Jobs
Evolving
Flexible
Idiosyncratic
Team-Based
Classification of teams
Staffing implications
Extent to which a team member performs one job vs. multiple jobs
Degree of task interdependence among team members
Telework

5. Nature of Job Analysis Definition Three types of job analysis
Process of studying jobs to gather, analyze, synthesize, and report information about
Job requirements
Rewards
Three types of job analysis
Exh. 4.2: types of job analysis and information gathered
Has different degrees of relevance to staffing activities
Support activity for staffing activities
Provides foundation for successful staffing systems

6. Exh. 4.2: Nature of Job Analysis
General KSAOs
Competency-Based
Job Rewards
Extrinsic rewards
Job-spanning KSAOs
Intrinsic rewards
Specific tasks for job
Job Requirements
Specific KSAOs for job
Job content
Information Gathered

7. Job Requirements Job Analysis
Overview
Exh. 4.3: Job Requirements Approach to JA
Job requirements matrix
Job descriptions and job specifications
Collecting job requirements information

8. Exh. 4.3: Job Requirements Approach to Job Analysis

9. Job Requirements Matrix
Exh. 4.4: Portion of Job Requirements Matrix for Job of Administrative Assistant
Task statements
Task dimensions
Importance of tasks / dimensions
KSAOs
KSAO importance
Job context

10. Task Statements Definition
Objectively written descriptions of behaviors or work activities engaged in by employees to perform job
Exh. 4.5: Use of Sentence Analysis Technique for Task Statements

11. Exh. 4.5: Use of Sentence Analysis Technique for Task Statements

12. Characteristics of Task Statements
Requirements: Task Statements
Suggestions: Effectively Writing Task Statements
What employee does, using a specific verb at start of statement
To whom or what employee does what he/she does
What is produced, indicating expected output
What materials, tools, procedures, or equipment used
Use specific action verbs, having only one meaning
Focus on recording tasks, not elements (15-25)
Do not include trivial activities
Ensure list of tasks is content valid and reliable
Analysts should include manager and an incumbent
Accuracy of statements cannot be evaluated against external criterion

13. Task Dimensions Definition Characteristics
Involves grouping sets of task statements into dimensions, attaching a name to each dimension
Other terms -- “duties,” “accountability areas,” “responsibilities,” and “performance dimensions”
Characteristics
Creation is optional
Many different grouping procedures exist
Guideline - 4 to 8 dimensions
Grouping procedure should be acceptable to organizational members
Empirical validation against external criterion is not possible

14. Importance of Tasks/Dimensions
Involves an objective assessment of importance
Two decisions
Decide on attribute to be assessed in terms of importance
Decide whether attribute will be measured in categorical or continuous terms
Exh. 4.6: Examples of Ways to Assess Task/Dimension Importance
Relative time spent
Percentage (%) time spent
Importance to overall performance
Need for new employee training

15. KSAOs What are KSAOs? KSAO importance Job context
Knowledge - Exh. 4.7: Knowledges Contained in O*NET
Skill - Exh. 4.8: Skills Contained in O*NET
Ability - Exh. 4.9: Abilities Contained in O*NET
Other Characteristics - Exh. 4.10: Examples of Other Job Requirements
KSAO importance
Exh. 4.11: Examples of Ways to Assess KSAO Importance
Job context
Exh. 4.12: Job Context Contained in O*NET

16. Job Descriptions and Job Specifications
Describes tasks, task dimensions, importance of tasks / dimensions, and job context
Includes
Job family, job title, job summary
Task statements and dimensions
Importance indicators
Job context indicators
Date conducted
Job specifications
Describes KSAOs
Exh. 4.13: Example of Combined Job Description / Specification

17. Collecting Job Requirements Information
Methods
Sources to be used
Job analysis process

18. Collecting Job Requirements Information: Methods
Prior information
Observation
Interviews
Questionnaire
Combined methods
Criteria for choice of methods
Exh. 4.14: Criteria for Guiding Choice of JA Methods

19. Collecting Job Requirements Information: Sources
Job analyst
Job incumbents
Supervisors
SMEs
Combined sources

20. Collecting Job Requirements Information: JA Process
Purpose
Scope
Internal staff or consultant - See Exh. 4.15
Organization and coordination
Communication
Work flow and time frame
Analysis, synthesis, and documentation
Maintenance of system
Example of JA process - See Exh. 4.16

21. Competency-Based Job Analysis
Nature of competencies
Competency example
Organization usage
Collecting competency information

22. What is a Competency? Definition Similarities to KSAOs
An underlying characteristic of an individual contributing to
Job or role performance and
Organizational success
Similarities to KSAOs
Differences between competencies and KSAOs
May contribute to success on multiple jobs
Contribute not only to job performance but also to organizational success

23. Exh. 4.17: Examples of Competencies

24. Organization Usage Organizations are experimenting with
Developing competencies and competency models and
Using them as underpinnings of several HR applications
Three strategic HR reasons for doing competency modeling
Create awareness and understanding of need for change in business
Enhance skill levels of workforce
Improve teamwork and coordination
Emphasis -- Establishing general competencies

25. Collecting Competency Information
Techniques and processes are in their infancy
General competencies at the organizational /strategic level are established by top management
Guidelines for establishing general competency requirements
Organization must establish its mission and goals prior to determining competency requirements
Should be important at all job levels
Should have specific, behavioral definitions, not just labels

26. Job Rewards Job Analysis
Overview
Exh. 4.18: Job Rewards Approach to JA
Job rewards matrix
Exh. 4.19: Job Rewards Matrix for Job of Administrative Assistant
Collecting job rewards information

27. Exh. 4.18: Job Rewards Approach to Job Analysis

28. Job Rewards Job Analysis: Collecting Information
Exh Extrinsic rewards
Exh Intrinsic rewards
Reward dimensions
Reward characteristics
Amount of reward - See Exh. 4.22
Reward differential
Reward stability
Results of job rewards job analysis

29. Legal Issues Job relatedness and court cases
Recommendations -- Establishing job-related nature of staffing practices
Job analysis and selection
Validation studies should begin with job analysis
Essential job functions
What are essential functions? P. 190
Evidence of essential functions - P. 190
Role of job analysis - See Exh. 4.23

30. Recommendations: Establishing Job-Related Nature of Staffing Practices
Job analysis must be performed and must be for the job for which the selection instrument is to be utilized
Analysis of job should be in writing
Job analysis should describe in detail the procedure used
Job data should be collected from a variety of current sources by knowledgeable job analysts
Sample size should be large and representative of jobs for which selection instrument is used
Tasks, duties, and activities should be included in analysis
Most important tasks should be represented in selection devise
Competency levels of job performance for entry-level jobs should be specified
Knowledge, skills, and abilities should be specified, particularly if content validation model is followed