4–1

Nature of Job AnalysisNature of Job Analysis

• Job AnalysisJob AnalysisA systematic way of gathering and analyzing A systematic way of gathering and analyzing

information about the content, context, and the human information about the content, context, and the human requirements of jobs.requirements of jobs. Work activities and behaviorsWork activities and behaviors

Interactions with othersInteractions with others

Performance standardsPerformance standards

Financial and budgeting impactFinancial and budgeting impact

Machines and equipment usedMachines and equipment used

Working conditionsWorking conditions

Supervision given and receivedSupervision given and received

Knowledge, skills, and abilities neededKnowledge, skills, and abilities needed

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FIGURE 4.FIGURE 4.11 Job Analysis in PerspectiveJob Analysis in Perspective

4–3

The Nature of Job Analysis (cont’d)The Nature of Job Analysis (cont’d)

• Task-Based Job AnalysisTask-Based Job AnalysisTask: a distinct, identifiable work activity composed of Task: a distinct, identifiable work activity composed of

motionsmotionsDuty: a larger work segment composed of several Duty: a larger work segment composed of several

tasks that are performed by an individualtasks that are performed by an individualResponsibilities: obligations to perform certain tasks Responsibilities: obligations to perform certain tasks

and dutiesand duties

• Competency-Based Job AnalysisCompetency-Based Job AnalysisCompetencies: Individual capabilities linked to Competencies: Individual capabilities linked to

enhanced performance by individuals or teams.enhanced performance by individuals or teams.Technical competenciesTechnical competenciesBehavioral competenciesBehavioral competencies

4–4

The Nature of Job Analysis (cont’d)The Nature of Job Analysis (cont’d)

• Job Analysis and the Americans with Disabilities Job Analysis and the Americans with Disabilities Act (ADA) Act (ADA) Essential Job FunctionsEssential Job Functions

Fundamental duties of the job that are performed regularly, Fundamental duties of the job that are performed regularly, require significant amounts of time, cannot be easily require significant amounts of time, cannot be easily assigned to another employee, and are necessary to assigned to another employee, and are necessary to accomplish the job.accomplish the job.

Marginal job functionsMarginal job functions Duties that are part of the job but are incidental or ancillary to Duties that are part of the job but are incidental or ancillary to

the purpose and nature of the job.the purpose and nature of the job.

4–5

Job Descriptions and Job SpecificationsJob Descriptions and Job Specifications

• Job DescriptionJob DescriptionIdentification of the tasks, duties, and responsibilities Identification of the tasks, duties, and responsibilities

of a jobof a job

• Job SpecificationJob SpecificationThe knowledge, skills, and abilities (KSAs) an The knowledge, skills, and abilities (KSAs) an

individual needs to perform a job satisfactorily.individual needs to perform a job satisfactorily.

• SelectionSelectionChoosing individuals with needed qualificationsChoosing individuals with needed qualifications

4–6

Strategic Recruiting StagesStrategic Recruiting Stages

4–7

Strategic Approach to RecruitingStrategic Approach to Recruiting

• Labor Markets and Recruiting DecisionsLabor Markets and Recruiting Decisions Recruiting:Recruiting: the process of generating a pool of the process of generating a pool of

qualified applicants for organizational jobsqualified applicants for organizational jobs

Labor markets:Labor markets: the external supply pool from which the external supply pool from which organizations attract their employeesorganizations attract their employees Geographic, industry and occupational, educational and Geographic, industry and occupational, educational and

technicaltechnical

4–8

Labor Market ComponentsLabor Market Components

4–9

Strategic Approach to RecruitingStrategic Approach to Recruiting

• Recruiting Presence, Image, and TrainingRecruiting Presence, Image, and Training Employment branding and imageEmployment branding and image

Training of RecruitersTraining of Recruiters

• Employment AdvertisingEmployment Advertising

• Recruiting Nontraditional WorkersRecruiting Nontraditional Workers Older workersOlder workers

Stay-at-home parentsStay-at-home parents

Welfare-to-work workersWelfare-to-work workers

• Recruiting Source Choices: Internal v. ExternalRecruiting Source Choices: Internal v. External

4–10

External Recruiting SourcesExternal Recruiting Sources

Employment Employment AgenciesAgencies

Employment Employment AgenciesAgencies

Colleges, Universities, Colleges, Universities, and Schoolsand Schools

Colleges, Universities, Colleges, Universities, and Schoolsand Schools

High Schools and High Schools and Technical SchoolsTechnical Schools

High Schools and High Schools and Technical SchoolsTechnical Schools

LaborLaborUnionsUnions

LaborLaborUnionsUnions

External External RecruitingRecruitingSourcesSources

External External RecruitingRecruitingSourcesSources

Job Fairs and Job Fairs and Special EventsSpecial Events

Job Fairs and Job Fairs and Special EventsSpecial Events

Competitive and Competitive and Media SourcesMedia Sources

Competitive and Competitive and Media SourcesMedia Sources

4–11

Internet Recruiting MethodsInternet Recruiting Methods

Job BoardsJob BoardsJob BoardsJob Boards

Professional/Professional/Career Web SitesCareer Web Sites

Professional/Professional/Career Web SitesCareer Web Sites

Employer Web SitesEmployer Web SitesEmployer Web SitesEmployer Web Sites

E-RecruitingE-RecruitingMethodsMethods

E-RecruitingE-RecruitingMethodsMethods

4–12

Increasing Recruiting Effectiveness

• Resume miningResume mining• Applicant trackingApplicant tracking• Employer career Web sitesEmployer career Web sites• Internal mobilityInternal mobility• Personable recruitersPersonable recruiters• Emphasis on job positivesEmphasis on job positives• Fair treatment of applicantsFair treatment of applicants• Enhancing applicants’ fit with the organizationEnhancing applicants’ fit with the organization

4–13

Selection and PlacementSelection and Placement

• SelectionSelection Choosing individuals with qualifications needed to fill Choosing individuals with qualifications needed to fill

jobsjobs

• PlacementPlacement Fitting a person to the right job.Fitting a person to the right job.

4–14

Criteria, Predictors, and Job Criteria, Predictors, and Job PerformancePerformance• Selection CriterionSelection Criterion

Knowing what characteristics a person must have to Knowing what characteristics a person must have to do a job successfullydo a job successfully

• PredictorsPredictors The measurable or visible indicators of a selection The measurable or visible indicators of a selection

criterioncriterion

Combining PredictorsCombining Predictors Multiple hurdlesMultiple hurdles

Compensatory approachCompensatory approach

4–15

Figure 4-4 Job Performance, Selection Figure 4-4 Job Performance, Selection Criteria and PredictorsCriteria and Predictors

4–16

Selection TestingSelection Testing

• Cognitive Ability TestsCognitive Ability Tests Measure an individual’s thinking, memory, reasoning, Measure an individual’s thinking, memory, reasoning,

and verbal and mathematical abilities.and verbal and mathematical abilities.

• Physical Ability TestsPhysical Ability Tests Measure an individual’s strength, endurance, and Measure an individual’s strength, endurance, and

muscular movementmuscular movement

4–17

Selection Testing (cont’d)Selection Testing (cont’d)

• Personality TestsPersonality Tests Assess the degree to which candidates’ attributes Assess the degree to which candidates’ attributes

match specific job criteria.match specific job criteria.

• Honesty and Integrity TestingHonesty and Integrity Testing Standardized honesty/integrity testsStandardized honesty/integrity tests Polygraph tests (“lie detector”)Polygraph tests (“lie detector”)

4–18

Figure 4-5 Big Five Personality Figure 4-5 Big Five Personality CharacteristicsCharacteristics

4–19

Selection InterviewingSelection Interviewing

• Structured InterviewsStructured Interviews Use a set of standardized questions asked of all job Use a set of standardized questions asked of all job

applicants.applicants. Useful for initial screening and comparisonsUseful for initial screening and comparisons

• Effective InterviewingEffective Interviewing Plan the interview.Plan the interview. Control the interview.Control the interview. Use effective questioning techniques.Use effective questioning techniques.

4–20

Background InvestigationBackground Investigation

• Falsification of Background InformationFalsification of Background Information Many applications and resumes contain factual Many applications and resumes contain factual

misstatements or significant omissions.misstatements or significant omissions.

• Goals of Background ScreeningGoals of Background Screening To show that the employer exercised due diligence in To show that the employer exercised due diligence in

hiringhiring To provide factual information about a candidateTo provide factual information about a candidate To discourage applicants with something to hideTo discourage applicants with something to hide To encourage applicants to be honest on applications To encourage applicants to be honest on applications

and during interviews.and during interviews.

4–21

Background Investigation (cont’d)Background Investigation (cont’d)

• Sources of Background Information – Many Require Sources of Background Information – Many Require Signed Release from ApplicantSigned Release from Applicant

Previous-employment recordsPrevious-employment records Criminal recordsCriminal records

Drug testsDrug tests Education/degree documentationEducation/degree documentation

Professional certifications/licensesProfessional certifications/licenses Motor vehicle recordsMotor vehicle records

Credit historyCredit history Honesty testsHonesty tests

Social Security numberSocial Security number Sex offenders listsSex offenders lists

Worker’s compensation recordsWorker’s compensation records Military recordsMilitary records

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Risks of Negligent Hiring and Risks of Negligent Hiring and Negligent RetentionNegligent Retention

• Negligent HiringNegligent Hiring Employer fails to check an employee’s background Employer fails to check an employee’s background

and the employee later injures someone on the joband the employee later injures someone on the job Employer hired unfit employeeEmployer hired unfit employee Background check was inadequateBackground check was inadequate Employer did not research potential risk factorsEmployer did not research potential risk factors

• Negligent RetentionNegligent Retention Employer becomes aware than an employee may be Employer becomes aware than an employee may be

unfit, but continues to employ the person, and the unfit, but continues to employ the person, and the person injures someone on the jobperson injures someone on the job

4–23

Applicant Flow DocumentationApplicant Flow Documentation

• Employers voluntarily collect applicant data for Employers voluntarily collect applicant data for EEO reporting requirements onEEO reporting requirements on

RaceRace

SexSex

Other demographicsOther demographics