4. Changing Nature of Jobs
Jobs are the building blocks of an organization.
The traditional way of designing a job is to
identify and define its elements and tasks
precisely and then incorporate them into a job
description.
Challenges to traditional job
a) jobs are constantly evolving
b) need for flexibility
c) need for new, general skills or competencies
Two important new skills or competencies
a) teamwork
b) engagement
5. Terminology Commonly Used in Describing Jobs
Job family – a grouping of jobs, usually according to
function.
Job category – a grouping of jobs according to generic
job title or occupation, within or across job families.
Job – a grouping of positions that are similar in their
tasks and task dimensions.
Position – a grouping of tasks/dimensions that constitute
the total work assignment of a single employees; there
are as many positions as there are employees.
Task dimension – a grouping of similar types of
tasks, sometimes called “duty”, “area of responsibility” or
“key results area”.
Task – a grouping of elements to foam an identifiable
work activity that is a logical and necessary step in the
performance of a job.
Element – the smallest unit into which work can be
divided without analyzing separate motions, and mental
7. Overview
Job analysis is the process of studying
jobs in order to
gather, analyze, synthesize, and report
information about job requirements.
Job requirements job analysis seeks to
identify and describe the specific
tasks, KSAOs, and job context for a
particular job.
Competency-based attempts to identify
and describe job requirements in the form
of general KSAOs required across a
range of jobs; task and work context
requirements are of little concern.
8. Job Requirements Matrix
The job requirements matrix shows the
key components of job requirements
job analysis.
a) Tasks Statements
b) Task Dimensions
c) Importance of Tasks/Dimensions
d) KSAOs
e) KSAO Importance
f) Job Context
9. Task Statements
The objective of task statements is to
identify and record a set of tasks that
includes all of the job’s major tasks and
excludes non-relevant or trivial tasks.
Task statement will show several things:
a) What the employee does, using a
specific action verb at the start of the task
statement
b) To whom or what the employee does
what he or she does, stating the object of
the verb
c) What is produced, indicating the
expected output of the verb
d) What equipment, materials, tools, or
produces, are used
10. Task Statements
There are several other suggestions for effectively
writing task statements.
1) Use specific action verbs that have only one
meaning.
2) Focus on recording tasks, as opposed to
specific elements that compose a task.
3) Do not include minor or trivial activities in task
statements, focus only on major tasks and
activities.
4) Take steps to ensure that the list of task
statements is reliable.
5) Have at least the manager and a job incumbent
serve as the analysts providing the reliability
checks.
6) Recognize that the accuracy or validity of task
statements cannot be evaluated against any
external criterion, because there is no external
11. Task Dimensions
Their criterion is optional and should occur
only if they will be useful.
2) There are many different grouping
procedures, ranging from straightforward
judgmental ones to highly sophisticated
statistical ones.
3) It is important that the grouping procedures
yield a reliable set of task dimensions
acceptable to managers, job
incumbents, and other organizational
members.
4) It is not possible to empirically validate task
dimensions against some external criterion;
for both task statements and
dimensions, their validity is in the eyes of
the definers and beholders.
1)
12. Importance of Tasks/Dimensions
Rarely are all tasks/dimensions of a job
thought to be of equal weight or
importance. Before actual weighting
can occur, two decisions must be
made:
1) The specific attribute to be assessed
in terms of importance must be
decided.
2) A decision is required regarding
whether the attribute will be
measured in categorical terms or
continuous terms.
13. KSAOs (knowledge, skill, ability, and
other characteristics)
Knowledge – is a body of information that can be applied
directly to the performance of tasks.
Skill – an observable competence for working with or
applying knowledge to perform a particular task or a
closely related set of tasks.
Ability – an underlying, enduring trait of the person that is
useful for performing a range of different tasks.
- Four general categories of abilities
1) Cognitive
2) Psychomotor
3) Physical
4) Sensory
Other Characteristics
1) Legal Requirements
2) Availability Requirements
3) Character Requirements
14. KSAO Importance
KSAO importance requires two
decisions:
1) What will be the specific attribute/s
on which importance is judged?
2) Will the measurement of each
attribute be categorical or
continuous?
15. Job Context
As shown in the job requirements
matrix, tasks and KSAOs occur within a
broader job context, a job requirements job
analysis should include consideration of the
job context and the factors that are important
in defining it.
Job Context (Physical Work Conditions)
a) Work Setting
b) Work Attire
c) Body Positioning
d) Environmental Conditions
e) Job Hazards
16. Job Descriptions and Job
Specifications
Job description should usually include the following:
a) job family
b) job title
c) job summary
d) task statements and dimensions
e) importance indicators
f) job context indicators
g) date job analysis conducted
Job specification should usually include:
a) job family
b) job title
c) job summary
d) KSAOs
e) importance indicators
f) date conducted
17. Collecting Job Requirements Information
Job analysis involves consideration of not only the
types of information to be collected but also the
methods, sources, and processes to be used for
such collection.
1)
Methods – job analysis methods represent
procedures or techniques for collecting job
information.
a) Prior Information
b) Observation
c) Interviews
d) Task Questionnaire
e) Committee or Task Force
f) Combined Methods
18. Collecting Job Requirements Information
2)
Sources to be Used – choosing
sources of information involves
considering who will be used to
provide the information sought.
a) Job Analyst
b) Job Incumbents
c) Supervisors
d) Subject Matter Experts
e) Combined Sources
19. Collecting Job Requirements Information
3)
Job Analysis Process – collecting job
information through job analysis requires
development and use of an overall process.
a) Purpose
b) Scope
c) Internal Staff or Consultant
d) Organization and Coordination
e) Communication
f) Work Flow and Time Frame
g) Analysis, Synthesis, and
Documentation
h) Maintenance of the System
i) Example of Job Analysis Process
21. Nature of Competencies
A competency is an underlying characteristic of
an individual that contributes to job or role
performance and organizational success.
A competency model is a combination of the
several competencies deemed necessary for a
particular job or role.
Usage of competencies and competency
models in staffing reflects a desire to:
a) connote job requirements in ways that
extend beyond the specific job itself
b) describe and measure the organization’s
workforce in more general competency terms
c) design and implement staffing programs
focused around competencies as a way of
increasing staffing flexibility in job
assignments.
22. Nature of Competencies
Despite the strong similarities between
competencies and KSAOs, there are two notable
differences:
a) Competencies may be job spanning.
b) Competencies can contribute not only to job
performance but also to organizational success.
Organization Usage – organizations are beginning
to experiment with the development of
competencies and competency models and to use
them as the underpinnings of several HR
applications.
The three key strategic HR reasons for doing
competency modeling are to:
1) to create awareness and understanding of the
need for change in business
2) enhance the skill levels in the workforce
3) improve teamwork and coordination.
23. Nature of Competencies
Great Eight Competencies
1. Leading
2. Supporting
3. Presenting
4. Analyzing
5. Creating
6. Organizing
7. Adapting
8. Performing
24. Nature of Competencies
Competency especially staffing, career
development, performance management, and
compensation.
Internal selection – applicants are assessed
not only for job-specific competencies but also
for general competencies.
External selection – competency based
interviews with applicants are conducted to
gauge general competencies as a key factor in
selection decisions and then in job placement
decisions for those hired.
Promotion decisions – competency based
interviews are used in conjunction with
supervisory assessments of promotability.
25. Nature of Competencies
Barriers to Success
1. lack of buy-in from top management, who
may be unwillingly to apply the competency
model to themselves or see its usefulness
2. the readiness of employees generally to
accept the competency model and learn the
new competency behaviors required by the
model
3. conflicts as to whether there should be
separate models for separate units of the
organization and the relative emphases to
be placed on general, job-spanning, and
job-specific competencies
4. the time and resources needed to
implement the competency model, train
employees in its usage, and maintain and
26. Collecting Competency Information
1.
2.
3.
It is crucial that the organization
establish its mission and goals prior
to determination of competency
requirements.
The general competencies should be
truly important at all job levels.
All general competencies should
have specific behavioral
definitions, not just labels.
28. Types of Rewards
1.
2.
Extrinsic rewards – are tangible
factors external to the job itself that
are explicitly designed and granted
to employees by representatives of
the organization.
Intrinsic rewards – are the
intangibles that are more internal to
the job itself and experienced by the
employee as an outgrowth of actually
doing the job and being a member of
the organization.
29. Collecting Job Rewards Information
Within the Organization
a) Interviews With Employees
1. A person with special expertise in the employee
interview process should guide the total process.
2. The interviews should be structured and guided.
3. Employees from throughout the organization
should be part of the sample.
4. It is strongly recommended that the interviews be
treated as confidential, and that the responses of
individuals be seen only by those recording and
analyzing the data.
5. Interviewees responses should be recorded should
be recorded rather than trusted to the memory of
the interviewer.
30. JOB ANALYSIS FOR TEAMS
A work team is an interdependent
collection of employees who share
responsibility for achieving a specific
goal.
Teams are often formed around
projects, such as to develop or launch a
new product or manage an existing
project or brand, or as part of a task
force to address some critical issue or
crisis.
Other teams are designed to absorb
management functions so that the teams
themselves manage and supervise the
work done.
32. 1.
2.
3.
4.
5.
6.
7.
8.
9.
Job Relatedness and Court
Cases must be for the job
Job analysis must be performed and
for which the selection instrument is to be utilized.
Analysis of the job should be in writing.
Job analysts 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 the
jobs for which the selection instrument is used.
Tasks, duties, and activities should be included in the
analysis.
The most important tasks should be represented in the
selection device.
Competency levels of job performance for entry-level jobs
should be specified.
Knowledge, skills, and abilities should be
33. Essential Job Functions
What Are Essential Functions?
1. The term essential functions refers to the
fundamental job duties of the employment
position the individual with a disability hold or
desires
2. A job function may be considered essential for
any of several reasons, including but not limited
to the following:
a) A job function may be essential because the
reason the position exists is to perform faster
the function.
b) The function may be essential because of the
limited number of employees available among
whom the performance of that job function can
be distributed.
c) The function may be highly specialized so that
the incumbent in the position is hired for his or
her expertise or ability to perform the particular
34. Evidence of Essential Functions
1.
2.
3.
4.
5.
6.
7.
The employer’s judgment as to which
functions are essential
Written job descriptions, prepared before
advertising or interviewing applicants for the
job
The amount of time spent on the job
performing the function
The consequences of not requiring the
incumbent to perform the function
The terms of a collective bargaining
agreement
The work experience of past incumbents in
the job
The current work experience of incumbents
35. Role of Job Analysis
The Equal Employment Opportunity
Commission (EEOC) has provided
substantial and detailed assistance to
organizations to deal with this and many
other issues under the ADA.
Job analysis is not required by law as a
means of establishing the essential
functions of a job, it is strongly
recommended.
Job analysis should focus on tasks
associated with the job.
