Transcript Document

Part 2
Support Activities
Chapter 04:
Job Analysis and Rewards
McGraw-Hill/Irwin
Copyright © 2012 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
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Chapter Outline
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Changing Nature of Jobs
Job Requirements Job
Analysis
 Job Requirements Matrix
 Job Descriptions and Job
Specifications
 Collecting Job
Requirements Information
Competency-Based Job
Analysis
 Nature of Competencies
 Collecting Competency
Information
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Job Rewards
 Types of Rewards
 Employee Value
Proposition
 Collecting Job Rewards
Information
Job Analysis for Teams
Legal Issues
 Job Relatedness and
Court Cases
 Essential Job Functions
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Learning Objectives for This
Chapter
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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
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Discussion Questions for This
Chapter
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Identify a team-based job situation. What are examples of jobspanning 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?
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?
Referring to Exhibit 4.19, why do you think HR professionals were
not able to very accurately predict the importance of many rewards
to employees? What are the implications for creating the EVP?
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Changing Nature of Jobs
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Jobs are constantly evolving
 The traditional way of designing a job
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Identify and define its elements and tasks precisely
Shortcomings of the traditional view
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Jobs are constantly evolving
Flexible jobs have frequently changing task and
KSAO requirements
Need for new, general skills or competencies like
teamwork and engagement
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Exhibit 4.1 Terminology Used in
Describing Jobs
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Job family
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Job category
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A grouping of similar types of tasks
Task
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A grouping of tasks/dimensions that constitute the total work assignment of a
single employee
Task dimension
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A grouping of positions that are similar in their tasks and task dimensions
Position
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A grouping of jobs according to generic job title or occupation
Job
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A grouping of jobs, usually according to function
A grouping of elements to form an identifiable work activity
Element
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The smallest unit into which work can be divided
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Job Requirements Job Analysis:
Overview
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Definition
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Process of studying jobs to gather, analyze, synthesize, and
report information about job requirements
Two major forms
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Job requirements
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Competency based
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Specific KSAOs for the job
General KSAOs for all applicants
Has different degrees of relevance to staffing activities
Support activity for staffing activities
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Provides foundation for successful staffing systems
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Ex. 4.2: Job Requirements
Approach to Job Analysis
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Ex. 4.3 Job Requirements Matrix
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Task statements
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Definition
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objectively written descriptions of the behaviors or
work activities engaged in by employees in order to
perform the job
Each statement should include
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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
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Task Dimensions
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Definition
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Involves grouping sets of task statements into dimensions,
attaching a name to each dimension
Other terms -- “duties,” “accountability areas,”
“responsibilities,” and “performance dimensions”
Characteristics
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Creation is optional
Many different grouping procedures exist
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Guideline - 4 to 8 dimensions
Grouping procedure should be acceptable to organizational
members
Empirical validation against external criterion is not possible
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Exh. 4.4: Use of Sentence Analysis
Technique for Task Statements
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Importance of Tasks/Dimensions
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Involves an objective assessment of importance
Two decisions
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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
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Relative time spent
Percentage (%) time spent
Importance to overall performance
Need for new employee training
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KSAOs
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What are KSAOs?
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Knowledge
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Skill
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Exh. 4.7: Skills Contained in O*NET
Ability
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Exh. 4.6: Knowledges Contained in O*NET
Exh. 4.8: Abilities Contained in O*NET
Other Characteristics
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Exh. 4.9: Examples of Other Job Requirements
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Exhibit 4.10
Examples of Ways to Assess KSAO Importance
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Discussion questions
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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?
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Job Descriptions and
Job Specifications
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Job description
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Describes tasks, task dimensions, importance of
tasks / dimensions, and job context
Includes
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Job family, job title, job summary
Task statements and dimensions
Importance indicators
Job context indicators
Date conducted
Job specifications
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Describes KSAOs
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Collecting Job Requirements
Information
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Methods
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Prior information
Observation
Interviews
Task questionnaire
Committee or task
force
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Sources to be used
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Job analyst
Job incumbents
Supervisors
Subject matter
experts
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Exhibit 4.14 Factors to Consider in Choosing
Between Internal Staff or Consultants or Job Analysis
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Exhibit 4.15 Example of Job
Requirements Job Analysis Process
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Competency-Based Job Analysis
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Nature of competencies
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an underlying characteristic of an individual that
contributes to job or role performance and to
organizational success
Usage reflects a desire to:
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connote job requirements that extend beyond the
specific job itself
describe and measure the organization’s workforce
in more general terms
as a way of increasing staffing flexibility in job
assignments
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KSAOs or Competencies?
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Similarities between competencies and
KSAOs
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Both reflect an underlying ability to perform a job
Differences between competencies and
KSAOs
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Competencies are much more general
May contribute to success on multiple jobs
Contribute not only to job performance but also to
organizational success
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Exh. 4.16: Examples of Competencies
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Organization Usage
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Organizations are experimenting with
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Three strategic HR reasons for doing competency
modeling
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Developing competencies and competency models and
Using them as underpinnings of several HR applications
Create awareness and understanding of need for change in
business
Enhance skill levels of workforce
Improve teamwork and coordination
Emphasis -- Establishing general competencies
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The “Great Eight” Competencies
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Leading: initiates action, gives direction
Supporting: shows respect, puts people first
Presenting: communicates and networks
effectively
Analyzing: thinks clearly, applies expertise
Creating: thinks broadly, handles situations
creatively
Organizing: plans ahead, follows rules
Adapting: responds to change, copes with
setbacks
Performing: focuses on results, shows
understanding of organization
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Collecting Competency Information
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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
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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
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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?
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Job Rewards
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Extrinsic rewards
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Intrinsic rewards
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external to the job itself
designed and granted to employees by the organization
pay, benefits, work schedule, advancement, job security
intangibles
experienced by employees as an outgrowth of doing the job
variety in work duties, autonomy, feedback, coworker and
supervisor relations
Employee value proposition
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the “package” or “bundle” of rewards provided to employees
and to which employees respond by joining, performing, and
remaining with the organization
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Job Rewards:
Collecting Information
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Within the organization
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Interviews with employees
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Surveys with employees
Outside the organization
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SHRM survey
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Organizational practices
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Ex. 4.17: Examples of Reward
Preferences Interview Questions
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Job Analysis for Teams
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Many team members perform multiple jobs
(rather than a single job)
 Staffing must emphasize recruitment and
selection for both job-specific KSAOs and jobspanning KSAOs
 Increased importance of KSAOs pertaining to
interpersonal qualities (e.g., communicating,
collaborating, and resolving conflicts) and
team self-management qualities (e.g., setting
group goals, inspecting each other’s work).
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Legal Issues
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Job relatedness and court cases
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Recommendations -- Establishing job-related nature of
staffing practices
Essential job functions
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fundamental job duties of the employment position the
individual with a disability holds or desires
the reason the position exists is to perform the function
a limited number of employees available among whom the
performance of that job function can be distributed
the incumbent is hired for his or her expertise or ability to
perform the particular function
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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
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Recommendations: Establishing
Job-Related Nature of Staffing Practices
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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
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Ethical Issues
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Issue 1
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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
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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?
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