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Chapter 4 - Job Analysis & Rewards

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Chapter 4 - Job Analysis & Rewards

kk

Uploaded by

Ali Raza Shah
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© © All Rights Reserved
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Lecturer: Moez Allidina

PART 2
SUPPORT ACTIVITIES

Chapter 04:
Job Analysis
and Rewards

Copyright 2015 by The McGraw-Hill Companies, Inc. All rights reserved.

STAFFING ORGANIZATIONS MODEL


Organization
Mission
Goals and Objectives

Organization Strategy

HR and Staffing Strategy

Staffing Policies and Programs


Support Activities
Core Staffing Activities
Legal compliance

Planning

Recruitment:
Selection:

External, internal

Measurement, external, internal

Job analysis

Employment:
Decision making, final match

Staffing System and Retention Management


4-2

CHAPTER 4: LEARNING OBJECTIVES


Know the difference between a job description and a job
specification
Learn about methods for collecting job requirements
Understand why competency-based job analysis has grown in
prominence
Learn about methods for collecting competencies
Recognize the types of rewards associated with jobs
Learn how job analysis is done for team-based work
Become familiar with the legal issues surrounding job analysis
4-3

CHANGING NATURE OF JOBS


Jobs are constantly evolving
The traditional way of designing a job
Identify and define its elements and tasks precisely

Shortcomings of the traditional view


Jobs are constantly evolving
Flexible jobs have frequently changing task and KSAO
requirements
Need for new, general skills or competencies like teamwork
and engagement
4-4

EXHIBIT 4.1: TERMINOLOGY 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
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 employee
Task Dimension A grouping of similar types of tasks

Task A grouping of elements to form an identifiable work activity


Element The smallest unit into which work can be divided
4-5

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

4-6

EX. 4.2: JOB REQUIREMENTS APPROACH


TO JOB ANALYSIS

4-7

EX. 4.3: JOB REQUIREMENTS MATRIX

4-8

TASK STATEMENTS
Definition
objectively written descriptions of the behaviors or work
activities engaged in by employees in order to perform the job

Each statement should include


What the employee does, using a specific action verb
To whom or what the employee does what he or she does,
stating the object of the verb
What is produced, indicating the expected output of the verb
What equipment, materials, tools, or procedures, are used
4-9

TASK DIMENSIONS
Definition
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
4-10

EXH. 4.4: USE OF SENTENCE ANALYSIS


TECHNIQUE FOR TASK STATEMENTS

4-11

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

Ex. 4.5: Ways to Assess Task/Dimension Importance


Relative time spent
Percentage (%) time spent
Importance to overall performance
Need for new employee training
4-12

KSAOS
What are KSAOs?
Knowledge
Skills
Ability
Other Characteristics

4-13

EXHIBIT 4.10: EXAMPLES OF WAYS TO


ASSESS KSAO IMPORTANCE

4-14

DISCUSSION QUESTIONS
Identify a team-based job situation. What are examples of
job-spanning KSAOs required in that situation?
How should task statements be written, and what sorts of
problems might you encounter in asking a job incumbent to
write these statements?
Would it be better to first identify task dimensions and then
create specific task statements for each dimension, or should
task statements be identified first and then used to create task
dimensions?
What would you consider when trying to decide what criteria
(e.g., percent time spent) to use for gathering indications
about task importance?
4-15

JOB DESCRIPTIONS AND JOB SPECIFICATIONS


Job Description
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
4-16

COLLECTING JOB REQUIREMENTS INFORMATION


Methods
Prior Information
Observation
Interviews
Task Questionnaire

Sources to be used
Job Analyst
Job Incumbents
Supervisors

Subject Matter Experts

Committee or Task Force


4-17

EXHIBIT 4.14: FACTORS TO CONSIDER IN CHOOSING


BETWEEN INTERNAL STAFF / CONSULTANTS / JOB ANALYSIS

4-18

EXHIBIT 4.15: EXAMPLE OF JOB REQUIREMENTS


JOB ANALYSIS PROCESS

4-19

COMPETENCY-BASED JOB ANALYSIS


Nature of Competencies
an underlying characteristic of an individual that contributes
to job or role performance and to organizational success

Usage reflects a desire to:


connote job requirements that extend beyond the specific job
itself
describe and measure the organizations workforce in more
general terms
as a way of increasing staffing flexibility in job assignments
4-20

KSAOS OR COMPETENCIES?
Similarities between competencies and KSAOs
Both reflect an underlying ability to perform a job

Differences between competencies and KSAOs


Competencies are much more general
May contribute to success on multiple jobs
Contribute not only to job performance but also to
organizational success

4-21

EXH. 4.16: EXAMPLES OF COMPETENCIES

4-22

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


4-23

THE GREAT EIGHT COMPETENCIES


1. Leading: initiates action, gives direction
2. Supporting: shows respect, puts people first
3. Presenting: communicates and networks effectively
4. Analyzing: thinks clearly, applies expertise

5. Creating: thinks broadly, handles situations creatively


6. Organizing: plans ahead, follows rules
7. Adapting: responds to change, copes with setbacks
8. Performing: focuses on results, shows understanding of
organization
4-24

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
4-25

DISCUSSION QUESTIONS
What are the advantages and disadvantages of using
multiple methods of job analysis for a particular job?
Multiple sources?
What are the advantages and disadvantages of
identifying and using general competencies to guide
staffing activities?

4-26

JOB REWARDS
Extrinsic Rewards

external to the job itself


designed and granted to employees by the organization
pay, benefits, work schedule, advancement, job security

Intrinsic Rewards

intangibles
experienced by employees as an outgrowth of doing the job
variety in work duties, autonomy, feedback, coworker and
supervisor relations

Employee Value Proposition

the package or bundle of rewards provided to employees


and to which employees respond by joining, performing, and
remaining with the organization
4-27

JOB REWARDS: COLLECTING INFORMATION


Within the organization
Interviews with employees
Surveys with employees

Outside the organization


SHRM survey

Organizational practices

4-28

EX. 4.17: EXAMPLES OF REWARD


PREFERENCES INTERVIEW QUESTIONS

4-29

JOB ANALYSIS FOR TEAMS


Many team members perform multiple jobs
(rather than a single job)
Staffing must emphasize recruitment and selection for
both job-specific KSAOs and job-spanning KSAOs
Increased importance of KSAOs pertaining to
interpersonal qualities (e.g., communicating,
collaborating, and resolving conflicts) and team selfmanagement qualities (e.g., setting group goals,
inspecting each others work).
4-30

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

4-31

RECOMMENDATIONS: ESTABLISHING
JOB-RELATED NATURE OF STAFFING PRACTICES
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
4-32

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