1. Job Analysis and Rewards
CHAPTER FOUR
Job Analysis and Rewards
Screen graphics created by:
Jana F. Kuzmicki, PhD
Troy State University-Florida and Western Region
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

2. 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

3. Job Requirements Job Analysis: Overview
Definition
Process of studying jobs to gather, analyze, synthesize, and report information about job requirements
Two major forms
Job requirements
Specific KSAOs for the job
Competency based
General KSAOs for all applicants
Has different degrees of relevance to staffing activities
Support activity for staffing activities
Provides foundation for successful staffing systems

4. 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

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

6. Job Requirements Matrix
Exh. 4.3: Portion of Job Requirements Matrix for Job of Administrative Assistant
Task statements
Task dimensions
Importance of tasks / dimensions
KSAOs
KSAO importance
Job context

7. Task Statements Definition
Objectively written descriptions of behaviors or work activities engaged in by employees to perform job
Exh. 4.4: Use of Sentence Analysis Technique for Task Statements

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

9. 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

10. 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

11. 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. 4.5: Examples of Ways to Assess Task/Dimension Importance
Relative time spent
Percentage (%) time spent
Importance to overall performance
Need for new employee training

12. KSAOs What are KSAOs? KSAO importance Job context
Knowledge - Exh. 4.6: Knowledges Contained in O*NET
Skill - Exh. 4.7: Skills Contained in O*NET
Ability - Exh. 4.8: Abilities Contained in O*NET
Other Characteristics - Exh. 4.9: Examples of Other Job Requirements
KSAO importance
Exh. 4.10: Examples of Ways to Assess KSAO Importance
Job context
Exh. 4.11: Job Context Contained in O*NET

13. 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. 4.12: Example of Combined Job Description / Specification

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

15. Collecting Job Requirements Information: Methods
Prior information
Observation
Interviews
Questionnaire
Combined methods
Criteria for choice of methods
Exh. 4.13: Criteria for Guiding Choice of JA Methods

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

17. Collecting Job Requirements Information: JA Process
Purpose
Scope
Internal staff or consultant - See Exh. 4.14
Organization and coordination
Communication
Work flow and time frame
Analysis, synthesis, and documentation
Maintenance of system
Example of JA process - See Exh. 4.15

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

19. 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

20. Exh. 4.16: Examples of Competencies

21. 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

22. 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

23. Job Rewards Exh. 4.17—Extrinsic rewards Exh. 4.18—Intrinsic rewards
Direct compensation: base pay and variable pay
Indirect compensation: benefits
Hours of work
Career advancement
Job security
Exh. 4.18—Intrinsic rewards

24. Job Rewards: Collecting Information
Within the organization
Interviews with employees
Surveys with employees
Outside the organization
SHRM survey
Organizational practices

25. Legal Issues Job relatedness and court cases Essential job functions
Recommendations -- Establishing job-related nature of staffing practices
Essential job functions
What are essential functions? P. 190
Evidence of essential functions - P. 190
Role of job analysis - See Exh. 4.23

26. 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

27. Ethical Issues Issue 1 Issue 2
It has been suggested that “ethical conduct” be formally incorporated as a general competency requirement for any job within the organization. Discuss the pros and cons of this suggestion.
Issue 2
Assume you are assisting in the conduct of job analysis as an HR department representative. You have encountered several managers who want to delete certain tasks and KSAOs from the formal job description having to do with employee safety, even though they clearly are job requirements. How should you handle this situation?