1. Eighth edition
Jackson and Schuler
Chapter 6:
Using Job Analysis and Competency Modeling as the Foundation for the HR System
© 2003 South-Western College Publishing. All rights reserved. 1

2. Chapter Outline
The Strategic Importance of Job Analysis and Competency Modeling
Basic Terminology
Sources of Information
Methods of Collecting Information
Methods Analysis
Generic Job Analysis
Standardized Job Analysis Questionnaires
Customized Task Inventories
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3. Chapter Outline (cont’d)
Analyzing Needed Competencies
Job Families and Career Paths
Trends in Job Analysis
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4. Strategic Importance of Job Analysis and Competency Modeling
Job analysis and competency modeling are systematic procedures that provide the foundation for all HRM activities.
Information about jobs and job requirements is necessary for fair and effective HRM decision-making.
© 2003 South-Western College Publishing. All rights reserved.

5. Strategic Change, Jobs, and HR
Jobs change when an organization undergoes a strategic change.
Merger/acquisition
New business objectives
New HR policies and practices are needed for new jobs and competencies.
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6. Job Analysis and the Law
Legal Considerations
Job analysis is used to document decisions and protect against unfair treatment claims in selection and promotion decisions.
Americans with Disabilities Act of 1990
Independent contractors
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7. Americans with Disabilities Act of 1990
Act made it unlawful to discriminate against qualified individual who has a disability.
Disability: physical or mental impairment that substantially limits one or more major life activities.
A person is qualified if he or she can perform the “essential functions” of a job with reasonable accommodation.
© 2003 South-Western College Publishing. All rights reserved.

8. Independent Contractors
Test for Independent Contract Status:
Whether worker is told how to do the job
Whether work is essential part of business
Whether worker must personally do the work
Whether work hours are specified
Whether worker can also work for others
Whether work must be performed at company’s facilities
Job analysis can help clarify employee’s status.
© 2003 South-Western College Publishing. All rights reserved.

9. Global and Organizational Environment
Integrated HR System
Global and Organizational Environment
Objectives of Job Analysis and Competency Modeling
Identify jobs to be eliminated
Develop new selection tools
Design career paths
Identify training needs
Develop performance measures
Choices in JA and Competency Modeling
Sources of information
Methods to collect information
Using O*NET
Standardized vs customized
Focus on Jobs vs Roles
Current vs future
Use JA results
Other HR Activities
Planning
Recruitment
Selection
Training
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10. Roles and Responsibilities in Analysis and Competency Modeling
Line Managers
Participate in planning
With HR, determine jobs to be analyzed
Decide who should conduct JA
Identify incumbents to participate and facilitate participation
Provide documents
Participate in interviews and questionnaires
HR Professionals
Participate in planning
Communicate importance of JA
With line mgrs, determine jobs to be analyzed
Serve as JA expert or hire vendor
Inform others of legal issues
Update job descriptions
Keep up-to-date
Employees
Participate in planning
Understand importance and purpose of JA
Inform mgr when JA needed
Provide accurate JA info
Adapt to new job demands
Use JA for career planning
© 2003 South-Western College Publishing. All rights reserved.

11. Basic Terminology Position Job Job Family
Activities carried out by any single person.
Job
Positions that are functionally interchangeable.
Job Family
A group of jobs that can be treated as similar for administrative purposes.
© 2003 South-Western College Publishing. All rights reserved. 3

12. Basic Terminology (cont’d)
Job Analysis (JA)
Systematic process of describing and recording information about
Purposes of a job
Major duties or activities
Conditions under which the job is performed
Competencies (skills, knowledge, abilities, and other attributes) that enable and enhance performance in a job
There are at least 15 major JA approaches
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13. Basic Terminology (cont’d)
Task-Oriented Job Analysis
Focus on what the job involves
Activities
Outcomes
Worker-Oriented Job Analysis
Focus on required characteristics of job incumbents
Focus on who can do the job
Competency modeling is a worker-focused approach
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14. Terminology: Competency Modeling
An approach to job analysis that emphasizes the individual characteristics needed for effective performance
Describes successful employees in terms of:
Skills
Knowledge
Abilities
Values
Interests
Personality
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15. Terminology: Job Descriptions
Written documentation that should include:
Job Title
Department/Division
Date job analyzed
Job summary
Supervision
Work performed
Job context
Uses
To document the employment relationship
To inform applicants
To guide job behavior
To evaluate performance
As guide for writing references and resumes
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16. Sources of Information
Job Incumbents
Obtain representative sample, may inflate difficulty of job
Supervisors
May or may not observe directly, have “big picture”
Subject Matter
Experts
Trained Job Analysts
Use diverse sources, don’t see all aspects
Customers
May have strategic information
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17. Methods of Collecting Information
Observations
Work Sampling
May be intrusive
Interviews
Questionnaires
Diaries
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18. Job Analysis Techniques
Methods Analysis
Analyzing the smallest identifiable components of a job
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19. Methods Analysis Time and Motion Studies Process Reengineering
Best for repetitive and routine tasks
Process Reengineering
Flow process charts show sequence of an operation
Used to redesign jobs
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20. Generic Job Analysis Dictionary of Occupational Titles (DOT)
Created by U.S. Training and Employment Service
Based on Functional Job Analysis
Describes 12,000+ Occupations
Being replaced by O*Net
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21. Generic Job Analysis Occupational Information Network
Released in 1998 on internet
Comprehensive database system with info on job characteristics and worker attributes
Describes organizational and economic contexts
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22. DOT’s Functional Job Analysis
Uses a complex rating system to describe the activities of jobs
Sample job analysis rating for working with people
0 =Mentoring 5=Persuading
1 =Negotiating 6=Speaking
2 =Instructing 7=Serving
3 =Supervising 8=Helping
4 =Diverting
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23. Generic Job Analysis Techniques
Occupational Information Network (O*NET)
Experience
Requirements
Occupational
Requirements
Worker
Requirements
O*NET
Worker
Characteristics
Occupation
Specific
Requirements
Occupation
Characteristics
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24. Standardized Job Analysis Questionnaires
Use ratings of job behaviors made by
Incumbents
Supervisors
HR Manager
Applicable to wide variety of jobs
Widely used instruments include:
Position Analysis Questionnaire (PAQ)
Management Position Description Questionnaire (MPDQ)
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25. Job Analysis Techniques
Standardized Job Analysis Questionnaire
Information input
Mental processes
Work output
Relationships with other people
Job context
Other job characteristics
Position
Analysis
Questionnaire
(PAQ)
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26. MPDQ: Components of Managerial Jobs
Supervision
Product and service responsibility
Advanced financial responsibility
Internal business control
Complexity and stress
Coordination of other organizational units and personnel
Public and customer relations
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27. Job Analysis Techniques
Customized task and work behavior inventories
Observation
and
interviews
Critical
Incident
Technique
(CIT)
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28. Customized Task Inventories
Workers are observed and interviewed.
List of tasks or work behaviors (items) is developed.
Questionnaire is based on list of items and used to obtain detailed information.
Critical Incident Technique may be used:
Incumbents and supervisors describe incidents illustrating effective or ineffective performance.
Incidents provide insight into job requirements.
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29. Customized Task Inventories
For each task statement on questionnaire, respondents may indicate:
If behavior is performed in the position
Percentage of time spent on task
Importance of task
Whether new employees perform task
Results are vivid, detailed, but development and analysis are complex.
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30. Analyzing Needed Competencies
Standardized Approach
Abilities Requirements Approach
50 Ability Dimensions
Consulting firms have standard taxonomies
Customized Approach
Subject matter experts (incumbents, supervisors) identify competencies
Questionnaire completed by SMEs who rate competencies
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31. Job Families and Career Paths
Managing Careers
Group jobs into families based on
Similar competencies required
Similar tasks
Similar value to the organization
Employees can see logical progression careers might take.
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32. Job Families and Career Paths
Broadbanding: clustering jobs into wide tiers to
manage career growth and pay administration.
Pay level 1
Pay range 1
Pay level 2
Pay level 3
Pay level 4
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33. Decline of Job Analysis?
Trends inconsistent with traditional job analysis:
Increased job sharing
Decreased job specialization
Work teams
Why is job analysis needed?
Legal compliance
To support strategic change
To build integrated HRM systems
Competency-based approaches may be more relevant today.
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34. Trends in Job Analysis From “my job” to “my role”
Future-oriented job analysis and competency modeling
Job analysis for customers
Human Factors Approach to job analysis and job redesign
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35. Human Factors Approach
Ergonomic Analysis
Aims to minimize stress and fatigue at work
Focuses on how job tasks affect physical movements and physiological responses
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