Part 2Support Activities

Chapter 4:

Job Analysis and Rewards

McGraw-Hill Education

Copyright © 2015 by McGraw-Hill Education, 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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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

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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?

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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

Exhibit 4.1 Comparison of Types of Job Analysis

  Job requirements Competency Job rewardsMethod 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

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Changing Nature of Jobs

Major sources of changeJobs are constantly evolvingNeed for greater flexibilityTeam- based workEmployees need to go beyond “tasks and

duties as written”Implication

Job analyses must be able to adapt to these conditions

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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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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

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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 4.9Examples of Ways to Assess KSAO Importance

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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?

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

Exhibit 4.14 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

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 labelsRecent research suggests these methods

are a rigorous and accurate as those based on job requirements

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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

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?

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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?

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Exhibit 4.17 Job Rewards Survey

Developing questionsShould cover material identified in

interviews Identify both extrinsic and intrinsic elements

Response options Importance of each type of reward for

workersExtent to which each type of reward is

provided on the job

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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?