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ANALYSIS

1. Identify tasks
performed in a
job

G ALS
2. Conditions under
which the tasks
are performed
3. KSAOs needed to
perform the
tasks
$ Steps
Identify the tasks performed

Write task statements

Rate task statements

Determine essential KSAOs

Selecting tests to tap KSAOs


Identify the tasks performed

Major job
dimensions & tasks
performed for each
dimension

Tools & equipment


used for each task

Conditions under
which the task is
performed
Identify the tasks performed

HOW?
Gathering existing information

Interviewing Subject Job incumbents


Supervisors
Matter Experts Customers
Upper-level
Observing incumbents management

Job Participation
Identify the tasks performed

AMMERMAN TECHNIQUE
A committee-based approach

1. Convene a panel of experts that


includes representatives from all
levels of the organization

2. Identify the objectives & standards


that are to be met by the ideal
incumbent

3. List the specific behaviors for each objective & standard

4. Identify which behaviors are critical

5. Rank-order the objectives on the basis of importance


Write task statements

MINIMUM:

1. Action (What is done)


2. Object (To which the action is done)

POSSIBLE ADD-ONS:

Where the task is done


How it is done
Why it is done
When it is done
Write task statements

TO WHOM/ WHY/
ACTION HOW
WHAT WHEN

Sorts Memos, reports, To facilitate Alphabetic


forms compliance with ally
companys
records
management
standards
Sends Purchase Using
requests to the campus
Purchasing mail
Department
Prepares Powerpoint To be used for
presentations training &
development
programs
Write task statements

TIPS
One action should be done to one object
Task statements should be written at a level
that can be read and understood by a person
with the same reading ability as the typical job
incumbent
Should be written in the same tense
Should not be competencies (Be a good
writer)
Should not be a policy (Treats people nicely)
For those that involve decision making, the level
of authority should be indicated
Rate task statements

Task Analysis

- using a group of SMEs to rate each task


statement on the frequency and importance/
criticality of the task being performed

- some researchers advise that the task inventory


should simply ask Do you perform this task?,
rather than asking for frequency
Rate task statements

Example of Task Inventory Scales

Frequency

0 Task is not performed as part of job


1 Task is seldom performed
2 Task is occassionaly performed
3 Task is frequently performed

Importance

0 Unimportant. There would be no negative


consequence of the task was not performed or if it
was not performed properly
1 Important. Job performance would be diminished if
the task was not competed properly
2 Essential. The job could not be performed effectively
if the incumbent did not properly complete this task
Rate task statements

Example of Task Analysis Ratings

Task # Raters
Emp # 1 Emp # 2 Combined Ave.
F + I = CR F + I = CR F + I = CR

1 2+0=2 3+0=3 2.5 + 0.0 = 2.5

2 2+2=4 2+1=3 2.0 + 1.5 = 3.5

3 3+2=5 3+2=5 3.0 + 2.0 = 5.0

F = Frequency
I = Importance
CR = Combined Rating
Rate task statements

Example of Task Analysis Ratings

Task # Raters
Emp # 1 Emp # 2 Combined Ave.
F + I = CR F + I = CR F + I = CR

1 2+0=2 3+0=3 2.5 + 0.0 = 2.5

2 2+2=4 2+1=3 2.0 + 1.5 = 3.5

3 3+2=5 3+2=5 3.0 + 2.0 = 5.0

Task will not be included if:

Average rating of 0.5 or below in either (F) or (I)

Average Combined Rating (CR) of less than 2


Determine essential KSAOs

KNOWLEDGE
body of information
needed to perform a task

SKILL
proficiency to perform
a learned task

ABILITY
basic capacity for performing
a wide range of different
tasks
OTHERS
personal factors (personality,
interest, and motivation);
tangible factors (degrees, license,
years of experience)
Determine essential KSAOs

KNOWLEDGE
body of information
needed to perform a task

Budget & Accounting Principles


Knowledge in learning & motivation
Environmental Laws
Engineering Practices
Labor Laws
Determine essential KSAOs

measurable, observable & quantifiable


expertise that come from training & practice

SKILL
Manipulation of data/things/others
through manual/verbal/mental means

Driving
Eelctronic and computer repair
Welding
Second language proficiency
Conduct Training Needs Assessment
Determine essential KSAOs

Organize and plan work


Analyze situations, programs and
problems
Coach and mentor others

ABILITY
Basic capacity for
performing a wide range of
different tasks
Determine essential KSAOs

Proactive takes initiative to get


things done without prompting
Copes well in stressful environments
handles complex tasks
Multiple work assignments capable of
successfully handling various and
sundry tasks

OTHERS
personal factors (personality,
interest, and motivation);
tangible factors (degrees, license,
years of experience)
Determine essential KSAOs

COMPETENCIES
a specific skill, knowledge, attitude or
characteristic which is necessary for effective
role performance

(Muratbekova-Touron & Besseyre des Horts, n.d)


Selecting Tests to Tap KSAOs

Determine best methods to tap competencies


needed at the time of hire

These methods will be used to select new


employees (interviews, work samples, ability tests,
personality tests, biodata)
Structured
Tools/Methods
for Job Analysis
General info about worker activities
Position Analysis Questionnaire
- six main dimensions (information input, mental
processes, work output, relationships w/ other persons, job
context, other variables)
Job Structure Profile
Job Elements Inventory
Functional Job Analysis
- jobs are broken down into percentage of time spent
on three functions (data, people, things)

Info about tools and equipment


Job Components Inventory
- only job analysis method containing detailed
sections on tools & equipment
Info about the work environment
AET (Arbeitswissenschaftliches
Erhebungsverfahren Tatigkeitanalyse)

- ergonomic job analysis procedure

Info about competencies


Occupational Information Network (O*NET)
Job Components Inventory
Threshold Traits Analysis (TTA)
Critical Incident Technique (CIT)
Fleishman Job Analysis Survey (F-JAS)
Job Adaptability Inventory (JAI)
Personality-Related Position Requirements Form
(PPRF)
JOB
EVALUATION
Process of determining
a jobs worth
Done in two
stages:

Determining
internal pay
equity
Determining
external pay
equity
Determining internal pay
equity

1. Determine compensable
job factors:
Level of responsibility
Physical/Mental demands
Educational Requirements
Training/Experience
Working Conditions

2. Determining Levels for


Each Compensable Factor

3. Determining the Factor


Weights
Determining external pay
equity

- the worth of the job is


determined by comparing
the job to the external
market (other
organizations)

- Organizations use salary


surveys

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