Which of the following describes a job in terms of the KSAOs that employees must be able to exhibit to get their multiple jobs done?

Presentation on theme: "Part 2 Support Activities"— Presentation transcript:

1 Part 2 Support Activities
Chapter 4: Job Analysis and Rewards McGraw-Hill Education Copyright © 2015 by McGraw-Hill Education, All Rights Reserved.

2 Staffing Organizations Model
Mission Goals and Objectives Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Support Activities Core Staffing Activities Legal compliance Recruitment: External, internal Planning Selection: Measurement, external, internal Job analysis Employment: Decision making, final match Staffing System and Retention Management 4-2

3 Chapter Outline 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 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

4 Learning Objectives for This Chapter
Understand the rationale behind job analysis Know the difference between a job description and 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 Become familiar with the legal issues surrounding job analysis

5 Discussion Questions for This Chapter
What is the purpose of each type of job analysis, and how can the three types described in this chapter be combined to produce an overall understanding of work in an organization? 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 4.18, 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?

6 The Need for Job Analysis
The process of studying jobs in order to gather, analyze, synthesize, and report information about job requirements and rewards Three main types Job requirements Competency-based Job rewards

7 Exhibit 4.1 Comparison of Types of Job Analysis
Job requirements Competency Job rewards Method Collect information on activities performed on the job to assess needed KSAOs for each job Collect information on company strategy to determine KSAOs and behavioral capabilities across the organization Collect information from employees on preferences and outcomes of jobs Process Collect data on tasks, duties, responsibilities from incumbents and supervisors, develop job requirements matrix Discuss strategy with executives, then review how each job fits with the overall goals Develop lists of potential rewards for a job and survey job incumbents and leaders Staffing implications Documents task requirements for legal purposes, determines specific KSAOs for selection Links organizational strategy with planning process and determines broad KSAOs for selection Provides guidance for how to develop recruiting materials and retention strategies

8 Changing Nature of Jobs
Major sources of change Jobs are constantly evolving Need for greater flexibility Team- based work Employees need to go beyond “tasks and duties as written” Implication Job analyses must be able to adapt to these conditions

9 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

10 Ex. 4.2: Job Requirements Approach to Job Analysis

11 Ex. 4.3 Job Requirements Matrix

12 Task statements Definition Each statement should include
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

13 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

14 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. 4.4: Ways to Assess Task/Dimension Importance Relative time spent Percentage (%) time spent Importance to overall performance Need for new employee training

15 KSAOs What are KSAOs? Knowledge Skill Ability Other Characteristics
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

16 Exhibit 4.9 Examples of Ways to Assess KSAO Importance

17 Discussion questions What is the purpose of each type of job analysis, and how can the three types described in this chapter be combined to produce an overall understanding of work in an organization? 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?

18 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

19 Collecting Job Requirements Information
Methods Prior information Observation Interviews Task questionnaire Committee or task force Sources to be used Job analyst Job incumbents Supervisors Subject matter experts

20 Exhibit 4.13 Factors to Consider in Choosing Between Internal Staff or Consultants or Job Analysis

21 Exhibit 4.14 Example of Job Requirements Job Analysis Process
4-21

22 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 organization’s workforce in more general terms as a way of increasing staffing flexibility in job assignments

23 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

24 Exh. 4.16: Examples of Competencies
4-24

25 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

26 The “Great Eight” Competencies
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

27 Collecting Competency Information
Best practices Establish mission and goals prior to determining competency requirements General competencies should be important at all job levels All competencies should have specific behavioral definitions, not just labels Recent research suggests these methods are a rigorous and accurate as those based on job requirements

28 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?

29 Job Rewards Extrinsic rewards Intrinsic 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

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

31 Ex. 4.16: Examples of Job Rewards Interview Questions
Rewards Offered What are the most rewarding elements of your job? Consider both the work itself and the pay and benefits associated with your job. Looking ahead, are there any changes you can think of that would make your job more rewarding? Reward Magnitude Describe the amount of potential for growth and development in your job. Do you feel like the pay and benefits provided for your job are adequate for the work you do, and if not, what would you change?

32 Ex. 4.16: Examples of Job Rewards Interview Questions
Reward Mix If you could change the mix of rewards provided in your job, what would you add? Of the rewards associated with your job, which two are the most important to you? Reward Distinctiveness Which rewards that you receive in your job are you most likely to tell others about? Which of our rewards really stand out to you? To job applicants?

33 Exhibit 4.17 Job Rewards Survey
Developing questions Should cover material identified in interviews Identify both extrinsic and intrinsic elements Response options Importance of each type of reward for workers Extent to which each type of reward is provided on the job

34 Legal Issues Job relatedness and court cases Essential job functions
Recommendations -- Establishing job-related nature of staffing practices Essential job functions 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

35 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

36 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

37 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?

Which of the following describes a job in terms of the KSAO?

Which term refers to a written statement that describes the activities responsibilities and working conditions of a job quizlet?

Which of the following is a written statement that describes the activities responsibilities working conditions?

Which section of a job description usually includes the major functions or activities of the job?