Презентация на тему Job analysis. Organizational psychology

of information about the content of work performed

Job

analysis: the process of collecting information about jobs “by any method for any purpose”

What is Work and Job Analysis?

occupants are required to do; how they are supposed

to do it; and the rationale for any required job procedures

Job specification: the knowledge, skills, abilities, and other attributes or competences that are needed by a job incumbent to perform well on the job

Work and Job Analysis – Key Terms

in their significant duties

Position: a collection of duties assigned

to individuals in an organization at a given time

Job family: a set of different, but related jobs that rely on the same set of KSAOs

Work and Job Analysis – Key Terms

and Development
Performance Appraisal
Compensation and Benefits
Safety and Health
Employee and

Labor Relations
Legal Considerations
Job Analysis for Teams

Task & KSA Statements
Connect Tasks & KSAs

or group)

Format: Individual or group with SME (Subject Matter

Experts)
SMEs: Employees and/or supervisors
Key Points:
Make purpose of the job analysis clear
Interviewers need to be trained
Use a structured format

Potential Limitations:
Employees may distort the responsibilities of their job
Supervisors may lack detailed information as to how the job is done

to get a representative sample

Need to be unobtrusive

Beneficial to use a structured format to record
observations
Note: Some suggest that it’s best to observe before conducting interviews. In some cases, observations may not be possible (e.g., safety concerns, union objections)

employees get job/task information
b) Cognitive process involved (e.g.,

planning, organization, making decisions)
c) Output (e.g., activities performed, tools/processes used)
d) Interpersonal relationships required (e.g., co-workers, clients)
e) Context of job (physical and social)
Advantages:
PAQ can allow comparisons and generalizations across jobs
Decent internal consistency reliability (.80)
Inter-rater reliability of .66
Limitations:
Cannot clarify questions or follow up on respondents answers
Best used for manual labor jobs (lots of items related to equipment use)
Relatively high reading level level (10th - 12th grade)
Task differences may not be measured due to behavioral similarities

Questionnaires (e.g., Position Analysis Questionnaire; PAQ)

method)

Job element method is a method of job analysis,

developed by Ernest Primoff.

This method, like the critical incident technique, focuses on satisfactory workers. It attempts to identify the characteristics of satisfactory workers (job elements).

JEM method focuses on work behaviors and the results of this behavior rather than more abstract characteristics.

Job Element job analysis are:

Step 1: Select a group

of experts
JEM is usually conducted by a professional analyst, who are project leader, and a team of six subject matter experts (SMEs), who are usually incumbents and supervisors.

Step 2: Conduct brainstorming sessions to identify job elements
• SMEs will make a list of element of job. • When all of the elements have been listed, the analyst asks the SMEs to provide sub-elements. Sub-elements are specific behavioral examples that illustrate the meaning of the element

elements based on the following criteria
• Trouble Likely If

Not Considered (T ): the trouble likely to occur if the element is not considered; and • Practical (P): practicality–the effect of including the job element on the organization’s ability to fill job openings. • Barely Acceptable (B): proportion of barely acceptable workers who have the job element; • Superior (S): effectiveness of the element in picking a superior worker;

Process of JEM method

scale values from the expert ratings

Step 5: Assigning elements

to categories
Categories includes • E = Element, • S = Significant • SU = belement, • RS = Rankable- Screenout, • TS = Training Subelement, • SC = Screenout

Step 6: Use results in your application

Process of JEM method

(1954)
Worker oriented method of job analysis
Focuses on examples of

particularly successful/unsuccessful on-the-job behaviors
Basic Procedure:
SME’s are gathered to provide as many examples as possible.
Incidents are sorted into categories that make sense

focuses on extreme behaviors rather than typical behaviors, not

applied very systematically

descriptions of activities that workers do; it is what

gets done on the job to facilitate recruitment, selection, and compensation

Functional Job Analysis

of Labor in the 1930’s and later refined by

Sydney Fine
Uses a variety of general methods of job analysis (e.g., interview, survey, observation)
The Dictionary of Occupational Titles was created with FJA
All jobs considered in 3 main dimensions:
Data: information, knowledge, concepts
People: amount and type of contact with people
Things: inanimate objects used on the job (MTEWA)

each task in terms of Data, People, and Things
Sum

Scores to get a total composite on each dimension
Advantages: comprehensive and effective, suitable for a wide variety of purposes
Disadvantage: can be time-consuming and expensive

to describe what workers do in jobs:
(1) Things
(2)

Data
(3) People
(4) Worker Instructions

(5) Reasoning
(6) Math
(7) Language

and associates at Purdue U.
Standardized questioning containing 194 “job

elements” referring to a specific aspect of work behavior (e.g., use of measuring devices)
SME’s rate the relevance of the job elements that are organized into six categories

job, good method for comparing jobs or classifying jobs,

relatively inexpensive and easy to use
Disadvantages: people may misrepresent their job, can take a lot of time to administer, must be interpreted at Purdue U., requires a high reading level

information about the job
Use more than one trained and

experienced analyst, if possible
Give analysts enough time to do the job right
Check and recheck information and results

jobs to determine appropriate compensation.
A process that allows one

to determine the financial worth of a job:
Setting wages
Determining comparable worth (whether jobs that require equivalent KSAOs are compensated equally)

factors - important and common work factors across jobs

used to determine appropriate compensation (e.g., physical demands, responsibility, specialized knowledge, etc.)
Assign each job a score on each compensable factor.
Total scores on compensable factors and convert into dollar amounts.

of labor also may come into play (supply and

demand).
A wage trend line can be created by plotting point totals against current wages.
When wage discrepancy is determined, the underpaid is usually given a raise.
Exceptioning is the practice of ignoring pay discrepancies between particular jobs possessing equivalent duties and responsibilities.

System
Fleishman Job Analysis Survey (F-JAS)
Cognitive Task Analysis (CTA)
Other Job

Analysis Methods

action being performed? (using an action verb)

2) To

Whom/What is the action directed? (the object, or receiver, of the action verb)

3) How is the action performed? (e.g., use of certain procedures, equipment, tools). The “how” is arguably the most crucial part of the task statement in that it directly relates to KSAs

4) Why is the action being performed? (the purpose of the action). Often, it is preceded by words such as “in order to” or “so as to.” Be careful not to confuse the “why’ part of the statement with the “what” section

A

B C D E

KSA needed when performing each job task?

5 = Extremely

necessary, the job task cannot be performed without the KSA
4 = Very necessary, the KSA is very helpful when performing the job task
3 = Moderately necessary, the KSA is moderately helpful when performing the job task
2 = Slightly necessary, the KSA is slightly helpful when performing the job task
1 = Not necessary, the KSA is not used when performing the job task

an analysis (job analysis) to single out the critical

knowledge, skills and abilities required by the job, their importance relative importance to each other, and the level of proficiency demanded as to each attribute, a test constructor is aiming in the dark and can only hope to achieve job relatedness by blind luck”

The KSAs tested for must be critical to successful job performance

Portions of the exam should be accurately weighted to reflect the relative importance to the job of the attributes for which they test

c) The level of difficulty of the exam material should match the level of difficulty of the job

Requirements
1. Ability to perform
calculations and understand
Charts, formulas and tables.

2.

Ability to read prints
and drawings

3. Ability to troubleshoot
mechanical equipment.

4. Knowledge and use of safe
practices when handling
Materials and tools.

5. Ability to use & care for
hand and power tools to
maintain mechanical
Equipment.

6. Knowledge of basic
principles of hydraulic,
pneumatic, and compressed
air systems.



Previous work experience in
hazardous work environments

Relevant experience and
training in mechanical
maintenance.

Application
Form

H.R.
Employment
Interview

Paper and
Pencil Test

Technical
Interview

Work
Samples
Test

Reference
Checks

Medical
Exam &
Drug Test

Selection Method

Prerequisites

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et al (2000)


Recent definitions in the literature

analysis is more rigorous on a multitude of criteria

(e.g., type of content, detail, data collection methods, ranking/prioritizing content)

Competency modeling was judged to be superior on “linking
research results to business goals”

>>> So, competency modeling may not be an adequate substitute for job analysis