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CHAPTER FOUR

Job Analysis and Rewards

Screen graphics created by:

Jana F. Kuzmicki, PhD
Troy State University-Florida and Western Region

McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

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Types of Jobs
Traditional Team-Based
Classification of teams
Exh. 4.1: Terminology
Commonly Used in Staffing implications
Describing Jobs
Extent to which a team
member performs one job
Evolving vs. multiple jobs

Degree of task
Flexible interdependence among
team members

Idiosyncratic Telework
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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
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Job Requirements Job Analysis

Overview

Exh.4.3: Job Requirements

Approach to JA

Job requirements matrix

Job descriptions and job specifications

Collecting job requirements information

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Exh. 4.3: Job Requirements

Approach to Job Analysis
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Job Requirements Matrix

Exh.4.3: Portion of Job Requirements Matrix for
Job of Administrative Assistant
Task statements
Task dimensions
Importance of tasks / dimensions
KSAOs

KSAO importance
Job context
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Task Statements
Definition

Objectively written descriptions of

behaviors or work activities engaged
in by employees to perform job

Exh.
4.4: Use of Sentence Analysis
Technique for Task Statements
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Exh. 4.5: Use of Sentence Analysis

Technique for Task Statements

Characteristics of Task Statements
Requirements: Task
Statements
What employee does, using a
specific verb at start of
statement
To whom or what employee
does what he/she does
What is produced, indicating
expected output
What materials, tools,
procedures, or equipment
used
4-9
Suggestions: Effectively
Writing Task Statements
Use specific action verbs,
having only one meaning
Focus on recording tasks,
not elements (15-25)
Do not include trivial
activities
Ensure list of tasks is content
valid and reliable
Analysts should include
manager and an incumbent
Accuracy of statements
cannot be evaluated against
external criterion
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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
Creationis 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
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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
Exh. 4.5: Examples of Ways to Assess
Task/Dimension Importance
Relativetime spent
Percentage (%) time spent
Importance to overall performance
Need for new employee training
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KSAOs
What are KSAOs?
Knowledge - 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
KSAO importance
Exh.4.10: Examples of Ways to Assess KSAO
Importance
Job context
Exh. 4.11: Job Context Contained in O*NET
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Job Descriptions and

Job Specifications
Job description
Describestasks, 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
Exh. 4.12: Example of Combined Job Description /
Specification
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Collecting Job Requirements Information

Methods

Sources to be used

Job analysis process

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Collecting Job Requirements Information:

Methods
Prior information
Observation

Interviews

Questionnaire

Combined methods
Criteria for choice of methods
Exh.4.13: Criteria for Guiding Choice of JA
Methods
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Collecting Job Requirements Information:

Sources

Job analyst

Job incumbents

Supervisors

SMEs

Combined sources
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Collecting Job Requirements Information:

JA Process
Purpose
Scope
Internal staff or consultant - See Exh. 4.14

Organization and coordination

Communication
Work flow and time frame

Analysis, synthesis, and documentation

Maintenance of system
Example of JA process - See Exh. 4.15
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Competency-Based Job Analysis

Nature of competencies

Competency example

Organization usage

Collecting competency information

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What is a Competency?
Definition
An underlying characteristic of an individual
contributing to
Jobor role performance and
Organizational success

Similaritiesto KSAOs
Differences between competencies and KSAOs
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
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
Createawareness 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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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
Organizationmust 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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Job Rewards
Exh. 4.17Extrinsic rewards

Direct compensation: base pay and variable pay

Indirect compensation: benefits

Hours of work

Career advancement

Job security

Exh. 4.18Intrinsic rewards

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Job Rewards:
Collecting Information
Within the organization
Interviews with employees
Surveys with employees
Outside the organization
SHRM survey
Organizational practices
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Legal Issues
Job relatedness and court cases
Recommendations -- Establishing job-related nature
of staffing practices
Essential job functions
What are essential functions? P. 190
Evidence of essential functions - P. 190
Role of job analysis - See Exh. 4.23
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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
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
Issue 1
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?