Professional Documents
Culture Documents
Match the job to the person and not the viceversa. This improves the productivity at work and
This brings better ROI for the company Gives better job satisfaction.
S-Skill-Competency
A-Abilities-Demonstrated Competency OC-Other Characteristics Gives job specifications-educational req.
Standards, Accountabilities.
Job classification- clustering jobs as groups. Job evaluation Job design restructuring Personnel requirement/ Specifications Performance appraisal Worker Training
Contains
Job identification Job summary Job duties and accountabilities Job Specification Employment Standards Information
Personal knowledge
Skills
Aptitude
Aptitudes
Attributes Traits for the successful performance of job with minimum qualification, desirable specification
Purpose
Influence performance through administrative decisions
Promotion Lay offs Transfers Salary increases
Systematic Intentional
Career development and Path setting Movement of people in and out of positions, jobs, and occupations
Organizations find it advantageous to promote worker mobility-Interaction of personal factors and opportunities-
Involves
Development of optimal work process Safe design of equipment Safe design of physical facilities Identifying and eliminating unsafe behaviour, physical and environmental conditions- worker
safety.
Right people
Right people at right places Jobs performance that satisfies objectives and brings profit to organization
Includes activities
Improving self actualization
Growth needs of people Maximum utilization of
Skills Talents
Includes
Laws CRA, ADA, EEOC,FCCP, OSHA
Regulations Guidelines established by government agencies office of Federal Contract Compliance (FCC) ADA Reasonable accommodations for differently abled. EEOC- Equal Employment opportunity.
Dimensions
Types of job analysis info provided-Type-I
Forms in which job information is illustrated-Type-II
completed
used.
Qualitative-CIT-Critical Incident TechniqueHuman behaviour based technique Effectiveness and In-effectiveness measuring parameters TI-CODAP and PAQ-Quantitative-relative frequency or importance based ratings
Standardized
PAQ KSAOC
Non-standardized
Unconventional techniques used
Specialist or expert
Consultants or observers or supervisors
Critical incidents
Background records
Questionnaires
observation.
Activities observed Deeper insight into job duties. Leaves out mental aspects of job Decision Making, creativity. Doesnt consider infrequently done jobs.
Information on rare activities collected easily. Gives more comprehensive and unbiased view of job all mental, physical analyzed.
Behaviour of poor or good performances with the context and the consequence Since observed and measurable-used for
Description of daily work by incumbents Terms familiar to incumbents Data usage easier-appraisal measures
Review of
Organizational charts DOT-Dictionary of occupational titles-200000 nos Company training manuals Policies Procedure manuals
Provide preliminary job info Aid interview questioning/questionnaires Provide contextual info about the job
Easy to collect
Eg collecting mark sheets of his secondary
Unstructured questions
Less expensive
Quicker
Reach larger incumbents/sources Greater coverage Responses quantified Variety of analyses possible- comparisons across jobs and departments-compensation and selection
Less expensive
Quicker
Reach larger incumbents/sources Greater coverage Responses quantified Variety of analyses possible- comparisons across jobs and departments-compensation and selection
Time consuming
Challenging to quantify Require content analyses-time consuming Eg asking their strong areas
PAQ
TI-CODAP
MPDQ FJA-DOT CIT MJDQ C-JAM JCQ
hours
Mental processes
Work output Relationships with other persons
Job context
Other job characteristics
Rating factors
Importance
Amount of time Amount of time required Extent of use Possibility of occurrences Applicability Difficulty
Prepare questionnaire
Stage-I
Stage-II
Questionnaire collected
Stage-III
Shipped to PAQ headquarters-computerized scoring based on 32 dimensions Estimates aptitude test and job evaluation points
Advantages
Excellent for small businesses People with limited or who are yet acquire knowledge on HR can do it Selection and possible selection procedures for small no of posts
Issues
Highly technical- completed by job analyst Language used complex and challenging to understand for the incumbents or supervisors Lacks specificity
Developed- US Air force Use-describe and cluster jobs Components of task consist of
Action
Objective Essential modifiers
Action
Objective
Essential Modifiers
Time spent
Clustering of Response
Computerized
Advantages
Yield data for
Important job analysis Setting job specifications Identifying the potential job hazards attached( in case of women and minority) Establish succession planning
Issues
Task statement formation-time consuming May be outdated Task oriented approach- KSAOCs not used Larger time for larger incumbents
questionnaire
Standardized- managerial jobs 274 item questionnaire with 15 sections Time taken-2.5hours Respondents indicate significance of each item
Sent to control data business advisors Inc Computer software generates 8 reports
Management position description
Specific content
Adaptive skills required to perform job satisfactorily
166-occupational code
117-responsibility,coordinating,controlling 018-job with same level of complexity
Peoples scale-most complex-0 Data scale- facts, ideas, mental operations Things scale-interaction with and response to
Stage-I
Stage-II
Stage-III
Stage-IV
Stage-V
Analysis of tasks
Stage-IV-assess the results of a workers tasks Stage-V- development of training content required for the occupant of a job Used frequently for government jobs and qualitative assessment DOT scale give a quantitative score on each job as a function of its complexity in relationship with people, data and things- set wage rates, developing employee
succession plans
Worker and task oriented method Borrows from FJA,TI-CODAP Task-oriented aspect- based on task
importance value
KSAOC based task statement lists generated by SME Rating(yes or no) of the statement for new
Rate the degree to which KSAOC distinguishes superior from average worker
Considerable time consumed Effort required considerable B-JAM substitute for C-JAM
Scale composition-factors
Motivational-autonomy of the job
Results positive- blue collar workers and professionals Outcome: jobs with high motivation-high
All aspects hypothesized related to absenteeism, turnover and job satisfaction- job analysisbroadest sense
Goal: derive measures match job characteristics with employee preferences. Other: alter job characteristics to increase
group effectiveness
Job factors
Task requirements Physical environment Customer characteristics Co-worker characteristics
Leader characteristics
Compensation preferences Task variety Job autonomy Physical demands Work schedule
MODEL
Skill variety- extent of variety of skills, activities, and abilities required for work completion
Autonomy-extent of discretion, independence and freedom given for scheduling and planning
Organizational purpose
Job description Job Classification Job Evaluation Job Design restructuring Personnel requirements/specification Performance Appraisal
PAQ
TICODAP
FJA
CIT
Worker training
Worker Mobility Efficiency/safety Human Resource planning Legal/quasi-legal requirements
Preference to a personnel-liking
Better confidence in some other employee Religion basis