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BA 31 Chapter 4
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4–1
AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:
1. Discuss the nature of job analysis, including what it is and how it’s used.
2. Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.
3. Write job descriptions, including summaries and job functions, using the Internet and traditional methods.
4. Write job specifications using the Internet as well as your judgment.
5. Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
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Sit
uati
onal
Leaders
hip
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Work activities
Human behaviors
Human requirements
Job context
Machines, tools, equipment, and
work aids
Performance standards
Information Collected Via Job Analysis
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Recruitment and Selection
CompensationEEO Compliance
Discovering Unassigned
Duties
Performance Appraisal
Training
Information Collected Via Job Analysis
FIGURE 4–1 USES OF JOB ANALYSIS INFORMATION
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(SOC) - Standard Occupational Classification
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1
2
3
4
5
Steps in doing a job analysis:
Review relevant background information.
Decide how you’ll use the information.
Select representative positions.
Actually analyze the job.
Verify the job analysis information.
6 Develop a job description and job specification.
Information Sources Individual employees Groups of employees Supervisors with
knowledge of the job
Advantages Quick, direct way to
find overlooked information
Disadvantages Distorted information
Interview Formats Structured (Checklist) Unstructured
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FIGURE 4–3 JOB ANALYSIS QUESTIONNAIRE FOR DEVELOPING JOB DESCRIPTIONS
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Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.
Source: www.hr.blr.com. Reprinted with permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT © 2004.
FIGURE 4–3 JOB ANALYSIS QUESTIONNAIRE FOR DEVELOPING JOB DESCRIPTIONS (CONT’D)
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Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.
Source: www.hr.blr.com. Reprinted with permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT © 2004.
Note: Have incumbent journal their daily duties for at least two to three weeks. Have them bring their typed notes or filled out forms to the meeting.
The job analyst and supervisor should work together to identify the workers who know the job best.
Quickly establish rapport with the interviewee.
Follow a structured guide or checklist, one that lists open-ended questions and provides space for answers.
Ask the worker to list his or her duties in order of importance and frequency of occurrence.
After completing the interview, review and verify the data.
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Information Source Have employees fill
out questionnaires to describe their job-related duties and responsibilities
Questionnaire Formats Structured checklists Open-ended questions
Advantages Quick and efficient
way to gather information from large numbers of employees
Disadvantages Expense and time
consumed in preparing and testing the questionnaire
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Information Source Observing and
noting the physical activities of employees as they go about their jobs
Advantages Provides first-hand
information Reduces distortion of
information
Disadvantages Time consuming Difficulty in capturing
entire job cycle Of little use if job
involves a high level of mental activity
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Information Source Workers keep a
chronological diary/ log of what they do and the time spent on each activity
Advantages Produces a more
complete picture of the job
Employee participation
Disadvantages Distortion of
information Depends upon
employees to accurately recall their activities
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FIGURE 4–4 EXAMPLE OF POSITION/JOB DESCRIPTION INTENDED FOR USE ONLINE
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Source: www.ncf.edu/humanresources/documents/A&P%20Final.doc. Accessed May 10, 2007.
FIGURE 4–4 EXAMPLE OF POSITION/JOB DESCRIPTION INTENDED FOR USE ONLINE (CONT’D)
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Source: www.ncf.edu/humanresources/documents/A&P%20Final.doc. Accessed May 10, 2007.
FIGURE 4–4 EXAMPLE OF POSITION/JOB DESCRIPTION INTENDED FOR USE ONLINE (CONT’D)
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Source: www.ncf.edu/humanresources/documents/A&P%20Final.doc. Accessed May 10, 2007.
Competencies Demonstrable characteristics of a person
that enable performance of a job. Reasons for Competency-Based Job Analysis
To support a high-performance work system. To create strategically-focused job descriptions. To support the performance management
process in fostering, measuring, and rewarding: General competencies Leadership competencies Technical competencies
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Steps in the Statistical Approach ***Analyze the job and decide how to measure
job performance.
***Select personal traits that you believe should predict successful performance.
Test candidates for these traits.
Measure the candidates’ subsequent job performance.
Statistically analyze the relationship between the human traits and job performance.
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4–22***NOTE: We are dealing with the first two only at this point.
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Specifications for Trained Versus
Untrained Personnel
Specifications Based on Statistical Analysis
“What traits and experience are required
to do this job well?”
Specifications Based on Judgment
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The Disney Look
Organized Self-Starters Positive/Friendly
Personality Teachable Coachable Attention to detail Type A personality Type B personality Responsive Motivated 4–26
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The EEOC does not validate pre-employment assessments nor does the Office of Federal Contract Compliance. As far as employment assessments are concerned, the extent of their authority is to audit or investigate unacceptable procedures when a discrimination charge has resulted from adverse impact. Their investigation pertains to all employee selection procedures. There have been very few disparate impact cases involving pre-employment assessments because those assessments generally do not have an adverse impact on any protected group. That does not preclude misuse of an employment assessment by requiring unreasonably high or restrictive standards that would not be a bona fide occupational qualification.
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4–28http://www.employment-testing.com/legality.htm
Extreme weather conditions
Hazmat Environment Noise (Airport) Confined Spaces Extreme Altitudes Asthmatic conditions Woodworking
(Shavings) Heavily perfumed areas animal dander (allergy)
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JobEnlargement
Job Enrichment
Job Design:Specialization and
Efficiency?
Job Rotation
*Eliminating narrowly defined jobs.
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Flattening the Organization
Reengineering Business
Processes
Dejobbing the Organization
Using Self-Managed Work
Teams
Dejobbing - broadening the responsibilities of company’s jobs and encouraging workers not to limit themselves to what’s on their job descriptions is a result of the changes taking place in business today.
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JobIdentification
JobSummary
Responsibilities and Duties
Authority of the Incumbent
Standards of Performance
Working Conditions
JobSpecifications
Sections of a Typical Job Description
O*NET™ Online
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http://online.onetcenter.org/
http://www.biztrain.com/products/descriptionsnow.htm
http://www.bls.gov/
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Metropolitan and Nonmetropolitan Area Occupational Employment and Wage Estimates
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TABLE 4–2 SOC MAJOR GROUPS OF JOBS – STANDARD OCCUPATIONAL CODES
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11-0000 Management Occupations
13-0000 Business and Financial Operations Occupations
15-0000 Computer and Mathematical Occupations
17-0000 Architecture and Engineering Occupations
19-0000 Life, Physical, and Social Science Occupations
21-0000 Community and Social Services Occupations
23-0000 Legal Occupations
25-0000 Education, Training, and Library Occupations
27-0000 Arts, Design, Entertainment, Sports, and Media Occupations
29-0000 Healthcare Practitioners and Technical Occupations
31-0000 Healthcare Support Occupations
33-0000 Protective Service Occupations
35-0000 Food Preparation and Serving-Related Occupations
37-0000 Building and Grounds Cleaning and Maintenance Occupations
39-0000 Personal Care and Service Occupations
41-0000 Sales and Related Occupations
43-0000 Office and Administrative Support Occupations
45-0000 Farming, Fishing, and Forestry Occupations
47-0000 Construction and Extraction Occupations
49-0000 Installation, Maintenance, and Repair Occupations
51-0000 Production Occupations
53-0000 Transportation and Material Moving Occupations
55-0000 Military Specific Occupations
Note: Within these major groups are 96 minor groups, 449 broad occupations, and 821 detailed occupations.
4–40http://www.bls.gov/oes/2007/may/oes_ca.htm#b00-0000
FIGURE 4–9MARKETING MANAGER DESCRIPTION FROM STANDARD OCCUPATIONAL CLASSIFICATION
(SOC CODE) =
(US FEDERAL JOB CLASSIFICATION SYSTEM)
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Source: www.bls.gov/soc/soc_a2c1.htm. AccessedAugust 17, 2007.
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Median Mean – What’s the Difference?By understanding the difference between median and mean, and what the implications are of each, you will be able to challenge such assertions and avoid being duped yourself. First, a brief explanation of each, then some real life examples of median and mean that we can all relate to.
Let’s take this set of 11 numbers:
2 3 3 4 7 9 11 12 14 17 25 The median and the mean are pretty close together, but different nonetheless. See the attached Excel-generated output:
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Wage Range
The relative standard error (RSE) is a measure of the reliability of a survey statistic. The smaller the relative standard error, the more precise the estimate.
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http://personnel.ky.gov/NR/rdonlyres/44CAB895-3CB2-4CF4-BADD-A2EB679273A0/0/flsatest.pdf
Exempt v. Non-Exempt?
FAIR LABOR STANDARDS ACT
http://www.flsa.com/coverage.html
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4–50http://www.nibmimages.com/nibm/Audit-TestYourCompliance.pdf
Test Your Compliance
Contractor? Employee?
http://www.irs.gov/businesses/small/article/0,,id=99921,00.html
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Job Identification Job title *FLSA status section –
Exempt/Non-Exempt? Wage
Job Summary General nature of the job Major functions/activities
Relationships Reports to: Supervises: Works with: Outside the company:
Major Responsibilities and Duties Major responsibilities and
duties (essential functions) Decision-making authority Direct supervision
Budgetary limitations Standards of Performance and
Working Conditions What it takes to do the job
successfully
Written Job Description
*FAIR LABOR STANDARDS ACT
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*Step 1. Decide on a Plan*Step 2. Develop an Organization Chart
Step 3. Use a Job Analysis/Description Questionnaire (Done)
Step 4. Obtain Lists of Job Duties from O*NET
Step 5. Compile the Job’s Human Requirements from O*NET – SOC code?
Step 5 Determine Wage/Hour – Exempt – Non-Exempt
Step 6. Complete Your Job Description
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4–55*Who does this person report to?