Part 2Support Activities

Chapter 4:

Job Analysis and Rewards

McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.

Organization StrategyOrganization Strategy HR and Staffing StrategyHR and Staffing Strategy

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection:Measurement, external, internal

Employment:Decision making, final match

OrganizationMission

Goals and Objectives

Staffing Organizations Model

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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

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Discussion Questions for This Chapter

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?

Identify a team-based job situation. What are examples of job-spanning KSAOs required in that situation?

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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

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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

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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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Ex. 4.2: Job RequirementsApproach to Job Analysis

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Ex. 4.3 Job Requirements Matrix

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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

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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

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

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Exh. 4.4: Use of Sentence AnalysisTechnique for Task Statements

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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

Ex. 4.5: Ways to Assess Task/Dimension Importance Relative time 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*NETSkill

Exh. 4.7: Skills Contained in O*NETAbility

Exh. 4.8: Abilities Contained in O*NETOther Characteristics

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

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 andJob 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

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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

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Exhibit 4.14 Factors to Consider in Choosing Between Internal Staff or Consultants or Job Analysis

Exhibit 4.15 Example of Job Requirements Job Analysis Process

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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

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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

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 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

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

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

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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

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

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Job Rewards:Collecting Information

Within the organization Interviews with employeesSurveys with employees

Outside the organizationSHRM surveyOrganizational practices

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Ex. 4.17: Examples of Reward Preferences Interview Questions

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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 self-management qualities (e.g., setting group goals, inspecting each other’s work).

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Discussion question

Identify a team-based job situation. What are examples of job-spanning KSAOs required in that situation?

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Legal Issues

Job relatedness and court cases 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

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Recommendations: EstablishingJob-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 writingJob analysis should describe in detail the

procedure usedJob data should be collected from a

variety of current sources by knowledgeable job analysts

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Recommendations: EstablishingJob-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

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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?