Job Analysis and Design Quiz

Definitions

• International companies: Export and import, but their investments are within one home country.
• Multinational companies: Operate in multiple countries but with clearly designated headquarters in their home country.
• Transitional companies: Have operations in multiple countries, acting like borderless companies and not considering one country the center of operations.
• Offshoring: Production or operations performed overseas.
• Outsourcing: Moving company operations to a different company (not necessarily internationally).
• Global integration: Establishing a common corporate culture and business practices across units.
• Local differentiation: Transferring practices to different locations, centralizing particular decisions.

Process of Job Analysis

• Determine the job/process: Benchmarking against other organizations, measuring quality.
• Determine how to use methods: Cost, time, validity, reliability, acceptance.
• Collect information: KSAOs, behaviors, duties, tasks, responsibilities, working conditions. Use observation (direct/indirect), subject matter experts (SMEs), and interviews (most common).
• Use questionnaires/surveys: Generate all possible questions, job analyst customize for specific job/organization.

Job Analysis Methods

• Journals/diaries: Outlining tasks and work-related activities.
• Interviews (360°): Including figures above, below and peers.
• Critical incidents: Unusual or frequently occurring events.
• Behaviourally Anchored Rating Scales (BARS): Easy to use with physical jobs (rating scales).
• Competency modelling: Understanding KSAOs and the behaviors needed for a group of jobs.
• Position Analysis Questionnaire (PAQ): “Off-the-shelf” survey to describe job characteristics.
• Cognitive task analysis: Focuses on mental tasks, asking SMEs to describe critical tasks and KSAOs.

Process of Job Analysis

• Determine the job or process to be analyzed: Can use benchmarking methods.
• Determine methods to use: Cost, time and validity.
• Collect information: KSA's, behaviors, duties, tasks, responsibilities. Use observation (direct/indirect), subject matter experts (SMEs), and interviews (most common).
• Qualitative: Describe areas of strength and limitations without numerical ratings to each employee.

Job Analysis Issues

• Cost and time: Job analysis can be time-consuming and costly.
• Vague job descriptions: Results may lack detail and clarity, impacting subsequent actions.
• Contamination: Incorrect incidences blown out of proportion.
• Deficiency: Missing relevant tasks that may be important for the job.

Job Design Models

• Hackman & Oldham's Job Characteristics Model: Encourages enhancements to job characteristics, specifically skill variety, task identity, task significance, autonomy, and feedback, leading to improved psychological states, and higher motivation.
• Job demands-control model (JDC): Focuses on understanding how workers' experiences affect stress and outcomes. Highlights job demands and job control impact on motivation, and performance.
• Resources Model (JDR): Considers dimensions and models of previous job design and how tasks/jobs are related.

Workforce Planning & Recruitment

• Labour market conditions: The number of jobs available compared to the number of individuals with the required skills.
• Workforce labour shortages/surplus: More jobs available than workers to fill them, or more workers than available jobs.
• Talent analysis: Determine gaps between talent demand and supply.
• Talent pool: Individuals with the required skills to fill a particular role.
• Workplace planning: Process to determine short and long-term tasks, and how those tasks will be completed.

Recruitment

• Recruitment goals: Organization needs to align to broader strategic plans and objectives to avoid shortages and surpluses.
• Recruitment process: Implementation and evaluation of recruitment strategies and processes.
• Succession planning: Identifying and developing future leaders and replacements.
• Leadership development: Formal and informal opportunities for individuals to improve their skills.
• Recruitment strategy: Formalization of recruitment process, including objectives, strategy, and activities.
• Recruitment activities: Identify methods used to attract applicants. Includes recruitment objectives, strategy and recruitment activities which may influence any of these.

Recruiting Plans

• Internal versus external recruiting: Advantages and disadvantages for both approaches are summarized, such as employee morale, cost, and retention rates.
• Recruitment methods: Includes telephone, in-person, mail, blind box mailings, employment agencies, and executive search firms.
• Job analysis: The process of identifying the specific tasks, duties, and responsibilities of a job.
• Recruitment needs: The results of a workforce planning exercise.
• Placement: Determines where talent needs to be placed.
• Recruitment funnel: Number of participants gets smaller in successive stages of the recruitment funnel.
• Realistic job preview (RJP): Realistic view of the job for applicants.

Selection Procedures

• Linear assumption: Higher test scores lead to better job performance
• Criterion cut-off: Min. level to differentiate between success and failure among candidates.
• Selecting strategies: Methods for selecting candidates based on test scores.
• Multiple regression: Statistical method to predict job performance through the use of multiple predictors.

Interviews

• Structured interviews: Standardized questions for all candidates.
• Situational interviews: Assess how candidates would handle hypothetical work-related situations.
• Behavioral interviews: Probe past work experiences and how candidates handled work-related situations.
• Unstructured interviews: Conversation-based talks between interviewer and applicant.

Quality of Selection Measures

• Psychometrics: Evaluate how consistent a procedure or selection test accurately predicts job performance/actual performance. Reliability: Consistency of a measurement. Validity: How accurately a test measures something or predicts job performance. (Content validity, criterion-related validity, and predictive validity)

Interview Methods

• Considerations and types of methods.

Other Methods of External Recruiting

• Internships: Provides students a chance to connect with the company.
• College/University recruiting: Job fairs to connect and assess candidates for open positions.
• Unions: Advertisements for open positions within the same union.
• Trade organizations: Assess/identify candidates by their trade/industry.
• Word of mouth: Research says word-of-mouth is better than advertising.
• Informal information: This provides better insights into the role.
• Different applicant populations: Informal recruits are different.
• Employee similarity: Similar to existing employees are more valuable.
• Socialization theories: Explains the factors that influence candidate's decision to stay with the company.

Training

• Needs assessment: Systematic evaluation of organization, jobs, and employees.
• Organizational analysis: Examines goals, strategies, objectives, culture, resources, and the external environment.
• Task analysis: Determines tasks, duties, and responsibilities, focusing on knowledge, skills, and abilities.
• Person analysis: Evaluates current KSAOs and competencies to define existing skill levels and identify the need for training.
  • Goal definition: Sets specific, measurable, achievable, relevant, and time-bound training goals.
• Training strategies, characteristics, and assessment methods: Methods to assist employees to improve their performance.

Training Delivery

• On-site training: On-the-job training (OJT), Coaching, vestibule training (simulated environment for practice), job rotation.
• Off-site training: Lectures, conferences, audiovisual materials, programmed instruction, computer-assisted instruction, and simulations.
• Transfer of training: How well does the training transfer to actual job performance?
• Factors of transfer climate (support) and identical element considerations.

Training Evaluation

• Kirkpatrick's four levels of training outcomes: Reactions, learning, behavior, and results criteria.
• Mindfulness training: Focus on the present moment.
• Gamification: Making training more engaging.

Managing Employee Separation & Retention

• Voluntary turnover: Employee initiated departure due to better job alternatives or unhappiness.
• Forms of withdrawal (without quitting): Tardiness, absenteeism.
• Turnover rate: Percentage of employees who leave per year.
• Retention rate: Percentage of employees who remain for a set time period.
• Costs of voluntary turnover: Replacing, onboarding, and training new employees.
• Job embeddedness model: Employee's connections to work and community discourage departure.
• Managing employee retention: Strategies for retaining existing employees.

Managing Employee Separation & Retention

• Involuntary turnover: Organization-initiated termination. Reasons include failure to meet expectations, misconduct, or economic reasons.
• Costs of dismissal: This involves the expenses associated with the termination itself and any additional measures (severance pay, training).
• Dealing with employee complaints: Organization must deal with issues of job insecurity, injustice concerns, and labor relations issues.

International HRM

• International companies: Companies that invest and operate in multiple countries.
• Multinational, Transitional, and Offshoring / Outsourcing: Various types of international companies and how they operate in multiple locations.
• Globalization: The increasing interconnectedness of national economies, markets, cultures, and environments.
• Challenges and opportunities: International companies must deal with additional factors as they expand globally.

Cross-Cultural Training

• Cultural training: Methods to help employees better understand and work with employees from different countries.

Selection of Global Manager Candidates

• Personality as a selection criterion: Use personality assessment tests that are validated and have evidence of reliability & validity.
• Include openness, conscientiousness, extraversion, agreeableness, and neuroticism as factors to consider.
• Training needs analysis: Effective training programs need to be based on employee/team needs.
• Guidelines for training: Clear objectives, purpose, plan (implementation), and evaluation are essential.
• Career development: Including strategies, procedures, and solutions/solutions/considerations around employee repatriation.