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1、,Job Analysis and Competency Modeling,chapter6,Introduction,Organizations must have a systematic way to determine which employees are expected to perform a particular function or task that must be accomplishedThe cornerstone of the organization is the set of jobs performed by its employeesThe jobs p
2、rovide the mechanism for coordinating and linking the various activities of the organization that are necessary for success,Studying and under-standing jobs through the process known as job analysis is a vital part of any HRM program.,Job analysis provides answers to the following questions:(1 of 2)
3、,How much time is taken to complete important tasks?Which tasks are grouped together and considered a job?How can a job be designed or structured so that the employees performance can be enhanced?,Job analysis provides answers to the following questions:(2 of 2),What kinds of behaviors are needed to
4、 perform the job?What kind of person(i.e.,traits and experience)is best suited for the job?How can the information acquired by a job analysis be used in the development of HRM programs?,The Vocabulary of Job Analysis(1 of 3),Job analysis A purposeful,systematic process for collecting information on
5、the important work-related aspects of a jobJob description The principal product of a job analysisRepresents a written summary of the job as an identifiable organizational unit,The Vocabulary of Job Analysis(2 of 3),Job specification A written explanation of the knowledge,skills,abilities,traits,and
6、 other characteristics(KSAOs)necessary for effective performance on a given jobTasks Coordinated and aggregated series of work elements used to produce an outpute.g.,a unit of production or service to a client,The Vocabulary of Job Analysis(3 of 3),Position Consists of the responsibilities and dutie
7、s performed by an individualThere are as many positions in an organization as there are employeesJob Group of positions that are similar in their dutiese.g.,computer programmer or compensation specialistJob family Group of two or more jobs that have similar duties,The Steps in Job Analysis,Examine t
8、he total organization and the fit of each jobDetermine how job analysis information will be usedSelect jobs to be analyzedCollect data by using acceptable job analysis techniquesPrepare job descriptionPrepare job specification,The Uses of Job Analysis,Job designPlanningRecruitmentSelection&trainingS
9、trategic planning,Performance evaluationCompensation&benefitsEEO complianceFollow-up evaluation,Job Analysis and EEO Compliance,Job analysis plays an important role in the Uniform Guidelines on Employee Selection Procedures(UGESP)of 1978The UGESP emphasizes that job analysis should be used when vali
10、dating or assessing the accuracy of organizational staffing and selection procedures,Who Should Conduct the Job Analysis?,The Use of Charts,Organization ChartPresents relationships among departments and units of the firmLine and staff functions are detailedFunctional structureVertical hierarchyForma
11、l reporting structure,Process ChartShows how a specific set of jobs are related to each otherShows the flow of activities and work necessary to produce a desired product or service,Methods of Data Collection,Specific Quantitative Techniques,Functional Job Analysis,Position Analysis Questionnaire,Man
12、agement Position Description Questionnaire,Position Analysis Questionnaire(PAQ),Major sections of the PAQ:Information inputMental processesWork outputRelationships with other peopleJob contextOther job characteristics,Management Position Description Questionnaire(MPDQ):Major Sections,General informa
13、tionDecision makingPlanning and organizingAdministeringControllingSupervisingConsulting and innovatingContacts,CoordinatingRepresentingMonitoring business indicatorsOverall ratingsKnowledge,skills,and abilitiesOrganization chartComments and reactions,Job Descriptions,A primary output of a systematic
14、 job analysisA written description of what the job entailsThorough,accurate,and current job descriptions are important to an organizationrestructuring and downsizingemployee motivation and rewardstechnological changes in work environmentslegal compliance with employment laws,Job Descriptions Include
15、:,Job Specifications(1 of 2),Evolve from the job descriptionAddress the question:“What personal traits and experience are needed to perform the job effectively?”Useful in offering guidance for recruitment and selectionAny trait or skill stated on the job specification should actually be required for
16、 performance on the job,Job Specifications(2 of 2),Job specifications must differentiate between:Essential skills those for which alternative ways of accomplishing the job are not possibleNonessential skills can be accommodated by changing the structure or work methods of the jobUnder the Americans
17、with Disabilities Act:If disabled people could accomplish the job successfully after accommodation,then it should be done,Job Analysis and Employee Competencies,Competencies general attributes employees need to do well across multiple jobs or within the organization as a wholee.g.,teamworkMany organ
18、izations are identifying,communicating,and rewarding a variety of broad-based competencies that successful employees should possess,Competency Modeling,Communication of job requirements in ways that extend beyond the job itselfDescribing and measuring the organizations workforce in more general,comp
19、etency termsDesigning and implementing staffing programs focused around competencies to increase staffing flexibility in job assignments,Job design integrates work content,qualifications,and rewards for each job in a way that meets the needs of employees and the organization.,Job Design Approaches,T
20、he Motivational Job-Design ApproachThe Mechanistic Job-Design ApproachThe Biological Job-Design ApproachThe Perceptual/Motor Job-Design Approach,The Mechanistic Job Design Approach,This approach stems from the scientific-management school of management thought.Its primary scientific basis is industr
21、ial engineering utilizing:time and motion studywork simplificationwork specialization,Mechanistic Approach,Job specializationSpecialization of tools and proceduresTask simplificationSingle activitiesJob simplificationRepetitionSpare timeAutomation,Personaland WorkOutcomes,Core JobDimensions,Critical
22、PsychologicalStates,Skill varietyTask identifyTask significance,Experiencedmeaningfulnessof the work,Experiencedresponsibilityfor outcomesof the work,Knowledge of theactual results ofthe work activities,Autonomy,Feedback,High internalwork motivationHigh-qualitywork performanceHigh satisfactionwith t
23、he workLow absenteeismand turnover,Employee GrowthNeed Strength,Job Characteristics Model of Work Motivation,Job Enlargement and Job Enrichment,Job EnlargementEmployees given a greater variety of things to doHorizontal expansion of workGreater number of tasksResponsibility and authority not increase
24、d,Job EnrichmentJob is expanded verticallyIncreased responsibilityFocus on growth and recognition,Work/Family Balance and Job Design,Job Sharing,Flextime,Telecommuting,Reengineering,More than job redesignLooks at the entire flow of work through an organizationIt cannot succeed without adaptable job descriptions,Summary,Job analysis plays a major role in HRM activities and programsThe job is the major building block of an organizationEach characteristic of each job in an organization must be clearly understood,
