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04/08/23 R G Priyadarshini, ASB 1
What is job analysis?What is job analysis? A systematic approach to collect A systematic approach to collect
information about a job such as tasks, information about a job such as tasks, responsibilities and the abilities and skills responsibilities and the abilities and skills required to perform those tasksrequired to perform those tasks
An important qualitative analysis of An important qualitative analysis of Human Resources (HR) planningHuman Resources (HR) planning
04/08/23 R G Priyadarshini, ASB 2
How can it be used in your How can it be used in your organization?organization?
Job analysis assists HR in determining:Job analysis assists HR in determining: Necessity of the jobNecessity of the job Equipment neededEquipment needed Skills requiredSkills required SupervisionSupervision Working conditionsWorking conditions Management/employee interactionManagement/employee interaction
04/08/23 R G Priyadarshini, ASB 3
The Multifaceted Nature of The Multifaceted Nature of the Job Analysisthe Job Analysis
Job Analysis
Job Description
Job Specifications
Recruiting
Selection
Employee Training
Career Development
Performance Appraisal
Compensation
Safety and Health
*DeCenzo and Robbins, p.
145
04/08/23 R G Priyadarshini, ASB 4
How can it be used in your How can it be used in your organization?organization?
Job analysis can also:Job analysis can also: Help the company remain profitable and Help the company remain profitable and
competitivecompetitive Prevent employees from being overworkedPrevent employees from being overworked Help the company stay Help the company stay
in compliance with in compliance with government regulationsgovernment regulations
04/08/23 R G Priyadarshini, ASB 5
What is analyzed in Job What is analyzed in Job Analysis?Analysis?
Work activitiesWork activities Working conditionsWorking conditions Machines and equipmentMachines and equipment Job performanceJob performance
OperationsOperations StandardsStandards TimeTime
Experience, training, and skillsExperience, training, and skills Supervision and promotion patternsSupervision and promotion patterns Products/services involvedProducts/services involved
04/08/23 R G Priyadarshini, ASB 6
Who is involved in the job analysis?Who is involved in the job analysis?
Job analystsJob analysts Job incumbentJob incumbent ConsultantsConsultants SupervisorsSupervisors ManagementManagement
04/08/23 R G Priyadarshini, ASB 7
Methods of Job AnalysisMethods of Job Analysis ObservationObservation InterviewInterview
IndividualIndividual GroupGroup
QuestionnairesQuestionnaires PAQPAQ
DiaryDiary Technical ConferenceTechnical Conference Critical Incident TechniqueCritical Incident Technique
04/08/23 R G Priyadarshini, ASB 8
Methods of Job AnalysisMethods of Job Analysis Observation MethodObservation Method
Analyst observes incumbent Analyst observes incumbent DirectlyDirectly VideotapeVideotape
Useful when job is fairly routineUseful when job is fairly routine May be ineffective when workers do not May be ineffective when workers do not
perform to expectations perform to expectations
04/08/23 R G Priyadarshini, ASB 9
Methods of Job AnalysisMethods of Job Analysis Interview MethodInterview Method
IndividualIndividual Several workers are interviewed individuallySeveral workers are interviewed individually The answers are consolidated into a single job The answers are consolidated into a single job
analysisanalysis GroupGroup
Employees are interviewed simultaneously as in Employees are interviewed simultaneously as in focus groupsfocus groups
Consolidation of data is performed for analyzing Consolidation of data is performed for analyzing the jobthe job
04/08/23 R G Priyadarshini, ASB 10
Methods of Job AnalysisMethods of Job Analysis
QuestionnairesQuestionnaires Employees answer questions about the job’s Employees answer questions about the job’s
tasks and responsibilitiestasks and responsibilities Each question is answered using a scale that Each question is answered using a scale that
rates the importance of each taskrates the importance of each task
04/08/23 R G Priyadarshini, ASB 11
Methods of Job AnalysisMethods of Job AnalysisPosition Analysis Questionnaire (PAQ)Position Analysis Questionnaire (PAQ)
PAQ questions are either rated on a 5 point scale or are checked if they apply.
The questions concern where and how employees obtain information, how they make decisions, how they relate to co-workers and managers, how they actually perform the job physically and socially, and other miscellaneous items.
Information inputInformation input Mental processesMental processes Work outputWork output RelationshipsRelationships Job contextJob context Other characteristicsOther characteristics
04/08/23 R G Priyadarshini, ASB 12
Methods of Job AnalysisMethods of Job Analysis Diary MethodDiary Method
Employees record information into diaries of Employees record information into diaries of their daily taskstheir daily tasks
Record the time it takes to complete tasksRecord the time it takes to complete tasks Must be over a period of several weeks or Must be over a period of several weeks or
monthsmonths
04/08/23 R G Priyadarshini, ASB 13
Methods of Job AnalysisMethods of Job Analysis
Technical Conference MethodTechnical Conference Method Uses experts to gather information about job Uses experts to gather information about job
characteristicscharacteristics
04/08/23 R G Priyadarshini, ASB 14
Methods of Job AnalysisMethods of Job Analysis Critical Incident Technique (CIT)Critical Incident Technique (CIT)
Takes past incidents of good and bad behaviorTakes past incidents of good and bad behavior Organizes incidents into categories that match Organizes incidents into categories that match
the job they are related to the job they are related to
Involves 4 stepsInvolves 4 steps
04/08/23 R G Priyadarshini, ASB 15
Methods of Job AnalysisMethods of Job Analysis
CIT stepsCIT steps Brainstorm and create lists of dimensions of Brainstorm and create lists of dimensions of
job behaviorsjob behaviors List examples of effective and ineffective List examples of effective and ineffective
behavior for each dimensionbehavior for each dimension Form a group consensus on whether each Form a group consensus on whether each
incident is appropriately categorizedincident is appropriately categorized Rate each incident according to its value to Rate each incident according to its value to
the companythe company
04/08/23 R G Priyadarshini, ASB 16
Job Analysis
Job Description
• Job Title•Location•Job Summary•Duties•Machines, tools and equipment•Materials and forms used•Supervision given or received•Working conditions
Job Specification
• Education•Experience•Training•Judgment•Initiative•Physical effort•Responsibilities•Communication skills•Emotional characteristics
04/08/23 R G Priyadarshini, ASB 17
Job Design Involves efforts to design jobs which would
fulfill the essential objectives of the job and would enhance satisfaction in the incumbent
04/08/23 R G Priyadarshini, ASB 18
Factors affecting Job Design Organizational factors
Characteristics of tasks Work flow Systems and support provided Layout of the workplace Interdependencies among related people
Environmental factors Employee abilities and availability Social expectations
Behavioral factors Feedback Autonomy Variety
04/08/23 R G Priyadarshini, ASB 19
Approaches to Job Design Job Rotation Job enlargement
Task variety Meaningful work modules Ability utilization Worker paced control Performance feedback
Job Enrichment Direct feedback Client relationship Control over resources Personal accountability
04/08/23 R G Priyadarshini, ASB 20
Job DesignJob Design
•Skill variety•Task Identity•Task significance•Autonomy•Feedback
•Experienced meaningfulness
•Experienced responsibility
•Knowledge of results
•Motivation•Performance•Satisfaction•Involvement•Commitment
Job Characteristics Psychological needs Job Outcomes
04/08/23 R G Priyadarshini, ASB 21
The Job Characteristics Model: Job Dimensions1. Skill variety (SV): the degree to which the job requires
different skills2. Task identity (TI): the degree to which the job involves
completing a whole, identifiable piece of work rather than simply a part
3. Task significance (TS): the extent to which the job has an impact on other people, inside or outside the organization
4. Autonomy (AU): the extent to which the job allows jobholders to exercise choice and discretion in their work
5. Feedback from the job (FB): the extent to which the job itself (as opposed to other people) provides jobholders with information on their performance
Hackman and Oldham (1975, 1976, 1980)
04/08/23 R G Priyadarshini, ASB 22
Job Characteristics Model:Psychological States
An individual experiences positive affect to the extent that:
1. he learns (knowledge of results) that 2. he personally (experienced responsibility) has
performed well on a task that 3. he cares about (experienced meaningfulness).
04/08/23 R G Priyadarshini, ASB 23
Job Characteristics Model:Psychological States This positive affect is reinforcing to the individual,
and serves as an incentive for him to continue to try to perform well
When he does not perform well, he does not experience an internally reinforcing state of affairs, and he may elect to try harder in the future
04/08/23 R G Priyadarshini, ASB 24
Motivating Potential Score (MPS)
A way to combine the five core job characteristics to give a single index of the overall potential of a job to promote work motivation.
MPS = [(SV + TI + TS)/3] x AU x FB
Hackman and Oldham (1976)
04/08/23 R G Priyadarshini, ASB 25
The content validity of a test is demonstrated by showing that the test constitutes a fair sample of the content of the
job.
The content validity of a test is demonstrated by showing that the test constitutes a fair sample of the content of the
job.
Basic Testing Concepts; Validity
Test validity answers the question, “Does this test measure what it’s supposed to measure?”
Demonstrating criterion validity means demonstrating that those who do well on the test also do well on the job, and
those who do poorly on the test do poorly on the job.
Demonstrating criterion validity means demonstrating that those who do well on the test also do well on the job, and
those who do poorly on the test do poorly on the job.
04/08/23 R G Priyadarshini, ASB 26
Basic Testing Concepts; Reliability
Reliability is a test’s second important character-istic and refers to its consistency. It is “the con-sistency of scores obtained by the same personwhen retested with the identical tests or with anequivalent form of a test.”
04/08/23 R G Priyadarshini, ASB 27
How to Validate a Test
Step 1. Analyze the job
Step 2. Choose your tests
Step 3. Administer test
Step 4. Relate your test scores and criteria
Step5. Validate and revalidate
04/08/23 R G Priyadarshini, ASB 28
Selection methods…
•Background Investigations
•Reference Checks
•Honesty Tests
•Physical Examination
•Psychometric tests
•Assessment centers
04/08/23 R G Priyadarshini, ASB 29
Testing Guidelines
1. Use tests as supplements.
2. Validate the tests.
3. Analyze all your current hiring and promotion standards.
4. Pay attention to test conditions.