JOB ANALYSIS

1. JOB ANALYSIS IDENTIFY AND RATE JOB TASKS & KSAs CONNECT TASKS TO KSAs JOB DESCRIPTIONS RECRUITMENT DEVELOP SELECTION DEVICE (S) APPLICATION BLANKS PERFORMANCE TEST (HANDS-ON) PAPER & PENCIL TESTS SIMULATION TESTS SITUATIONAL INTERVIEW IDENTIFY TRAINING NEEDS & TECHNIQUES DEVELOP TRAINING ASSESSMENTS DEVELOP PERFORMANCE EVALUATIONS FEEDBACK AND GOAL SETTING CAREER DEVELOPMENT

2. Job Analysis Example: JOB Task 1 Task 4 Task 3 Task 2 KSAs KSAs KSAs KSAs • Key Issues Regarding Conducting a Job Analysis: • Clearly state the purpose of a job analysis • Emphasize the benefits of performing a job analysis • Describe the process to be used (and time commitment)

3. Basic Methods to Collect Job Analysis Information • A) Interviews (individual or group) with employees and/or supervisors • Make purpose of the job analysis clear • Interviewers need to be trained • Use a structured format • Note: Employees may distort the responsibilities of their job. Supervisor may lack detailed information as to how the job is actually done. • B) On-Site Observation • Best used for structured jobs • Need to get a representative sample • Need to be unobtrusive • Note: Many suggest that it’s best to observe before conducting interviews. In some cases, observations may not be possible (e.g., safety concerns, union objections). • C) Questionnaires (e.g., Position Analysis Questionnaire; PAQ) • Note: Cannot clarify questions or follow up on respondents answers (often administered anonymously) • Other sources of job analysis information: • O*NET, Occupational Outlook Handbook

4. “Typical” Job Analysis Process Develop Task Statements Develop KSA Statements Rate Task & KSA Statements Connect Tasks & KSAs

5. Basic Task Statement Components 1) What is the action being performed? (using an action verb 2) To whom/what is the action directed? (the object, or receiver, of the action verb) 3) How is the action performed? (e.g., use of certain procedures, equipment, tools). 4) Why is the action being performed? (the purpose of the action).

6. Sample Task Statement What?To What/Whom? Inspects (visually or manually) parts, equipment, and systems such as valves, thermostats, filters, motors, pumps, space heating equipment, boilers, generators, incinerators, burner systems, air handling units, and How? piping systems by using calibration equipment hand tools, multi-meters, and temperature and pressure gauges following oral and written instructions (e.g., supervisor Why? directives, operator manuals) in order to comply with maintenance requirements and determine the cause of malfunctions.

7. Sample Task Statements • Performs mathematical, algebraic, and geometric computations, such as fractions to decimals, metric units to English, computing ratios and percentages, and calculation of area and volume by using rules, charts, formulas, calculators, and tables in order to maintain a variety of mechanical equipment. • 2) Performs a variety of measurements such as motion, forces, temperature, and fluid properties using temperature thermostats, barometers, motion detectors, and pressure gauges in order to obtain a reading. • Lifts materials of varying weights and sizes such as pumps, blowers, • piping, valves, and rotating and reciprocating equipment by the proper and • safe use of hoists, pulleys and rigging accessories in order to set • and maintain equipment and avoid personal injury and property damage. • 4) Measures objects, shafts, and distances using non-precision and precision instruments such as rulers, inside and outside calipers, micrometers, and • dial indicators in order to check for clearances, tolerances, and • discrepancies.

8. Sample KSA Statements A) Ability to perform mathematical operations, using a calculator, to compute conversions, ratios, and percentages. B) Ability to select and use a variety of precision and non- precision measuring instruments. C) Ability to troubleshoot equipment by using an analytical, step-by-step process, standard procedures, and troubleshooting guides. D) Knowledge of mechanical principles, terminology, and equipment E) Ability to read, comprehend, and follow complex written instructions and procedures. F) Ability to transport equipment and supplies weighing up to 100 pounds either manually or with the use of equipment (e.g., hoists, hand trucks) for a distance of 30 feet. .

9. Task Rating Form A BC D E

10. KSA Rating Form

11. TASK -- KSA MATRIX To what extent is each KSA needed when performing each job task? 5 = Extremely necessary, the job task cannot be performed without the KSA 4 = Very necessary, the KSA is very helpful when performing the job task 3 = Moderately necessary, the KSA is moderately helpful when performing the job task 2 = Slightly necessary, the KSA is slightly helpful when performing the job task 1 = Not necessary, the KSA is not used when performing the job task

12. Sample Job Evaluation Process Selection of Job Tasks/Duties (Criteria) often via a job analysis Selection of Compensable Factors (e.g., Effort, Skill, Responsibility, Work Conditions) Ratings of Job Criteria on Compensable Factors Job Score (e.g., points) Compensation

13. Job Evaluation Example Job Tasks Compensable Factors Ratings (e.g., 1-5 scale) Total Score Ranking $ Task 1 Task 2 Task 3 Task 4 Task 5 110 100 98 88 76 75 67 65 56 43 1 2 3 4 5 6 7 8 9 10 Effort Skill Responsibility Work Conditions

14. Objective Data • Production data --- Key importance to an organization • Individual control and variability • Seasonality • Usefulness for managerial positions • Sales --- • Comparability (e.g., sales region) • Type of goods being sold; value/worth of goods • Turnover (job tenure) --- • Issue of “voluntariness” (e.g., why the person left) • Fired • Better job offer • Quit due to dissatisfaction • Issue of “functionality” (e.g., how well the employee who left was performing. • Evidence that poor employees may voluntarily quit more often than good ones!!!

15. Objective Data (cont.) • Absenteeism --- • Excused versus unexcused; extent of absenteeism (e.g., within allowable limits) • Factors impacting absenteeism rates • Accidents --- • Cause of accidents • Definition of accidents • Incentives for safe behaviors (e.g., $$$) • Theft --- • Percent caught stealing

16. Major Influences on Employee Attendance 3. Personal characteristics Education Tenure Age Sex Family size 7. Ability to Attend: Illness and Accidents Family responsibilities Transportation problems 2. Employee values and job expectations 1. Job Situation: Job scope Job level Role stress Work group size Leader style Co-worker relations Opportunity for advancement 4. Satisfaction with job situation 6. Attendance motivation 8. Employee attendance 5. Pressure to attend: Economic/market conditions Incentive/reward system Work group norms Personal work ethic Organizational commitment R. M. Steers and S.R. Rhodes, “Major Influences on Employee Attendance: A Process Model,” Journal of Applied Psychology, 63 (1978), p. 391-407.

17. Subjective Performance Criteria (most common type of criteria used) • Supervisor judgment regarding employee job performance • Employee ratings using scales (1-5; 1-7 point scales) • Rankings

18. Overlap Between Objective & Subjective Criteria Objective data Subjective data