Chapter 3 Job Analysis and Evaluation PDF

PSYCH 12: INDUSTRIAL – ORGANIZATIONAL PSYCHOLOGY CHAPTER 3: JOB ANALYSIS and EVALUATION This is the process of collecting information about a job in terms of its tasks, duties, responsibilities knowledge, skills, and abilities needed to perform a job. It is considered the foundation of al...

PSYCH 12: INDUSTRIAL – ORGANIZATIONAL PSYCHOLOGY CHAPTER 3: JOB ANALYSIS and EVALUATION This is the process of collecting information about a job in terms of its tasks, duties, responsibilities knowledge, skills, and abilities needed to perform a job. It is considered the foundation of almost all human resource processes and activities. It is the process where the human resource determines the possible work activities, requirements, and descriptions which are considered as the primary products of job analysis. Is the Gathering, Analyzing, and Structuring of information about a job’s components, characteristics, and requirements. Goal: improve organizational performance and productivity to determine o tasks to be performed, o the conditions under which they are performed o the KSAOs (Knowledge, Skills, Abilities, and Other Characteristics) needed Job Analysis Program is usually undertaken when; 1. the organization is starting operations 2. A new job is created 3. A job is changed significantly by the nature of operations 4. Technology introduction 5. Restructuring Primary Products of Job Analysis o Job Description – it is an organized and factual statement that functions of a job. ▪ Job title ▪ Different duties and responsibilities ▪ Job’s relation to other jobs within the company ▪ Different equipment and tools ▪ Possible working conditions and locations ▪ Performance standards ▪ Supervision given or received o Job Specification – a statement that describes the minimum or acceptable human qualities and qualifications which is necessary to perform the job. ▪ Educational attainment ▪ Job experience ▪ Training and seminars attended ▪ Initiative, judgment, and cognitive processes ▪ Skills ▪ Emotional characteristics ▪ Sensory demands o Job Profile – it describes the job in terms of key result areas, function, roles, and competencies. It has less emphasis on specific duties and processes. It may also include the initial salary associated with the given position. o Job Evaluation – the process that is used to assess the value or worth of a certain job. Through this evaluation results the necessary and appropriate compensation can be set accordingly. fbpagliawan/psych12iopsych/2024-2025 The Job Analysis results can be used in various areas of the human resource department which includes: o Human Resource Personnel – the number of HRD personnel as determined by the number of jobs needed to be addressed. o Recruitment and Selection – an understanding of the basic qualifications and competencies to hire and match the right person for the right job. o Training and Development – the development of a training program that is comprehensively designed that improve and enhance an employee’s job performance. o Remuneration – providing appropriate compensation based on the job grade they occupy. o Performance Appraisal – job analysis provides fixed standards for a certain job where the actual performance is compared and assessed. o Safety and Health – educates the organization on the possible hazardous conditions and other unhealthy environmental factors. Job analysis helps the organization to provide corrective measures and minimize or eliminate possibilities for injury. o Personnel Information – job analysis provides information for planning, acquisition, development, utilization, and remuneration processes. The Job Analysis Process 1. Identify the Tasks Performed – one can identify the different tasks performed through the following methods: ▪ Systematic Observation – the job analyst carefully observes the job holder at work and takes note of the things he usually does and how he accomplishes each task assigned to him/or her. ▪ Interviews – the job analyst conducts an interview with the job holder as well as with his supervisor which discusses the different tasks and processes involved in a certain position. ▪ Check Lists – almost similar to the questionnaire method, but the answer sheets usually contain dichotomous items such as questions answerable only by yes or no or other variations. ▪ Technical Conference Method – a conference with an available supervisor or subject matter expert who has extensive knowledge about the job that is about to be analyzed. ▪ Diary Methods – when the job analyst consults the job holder’s daily record in detail about his/her day-by-day activities. ▪ Questionnaires – used to assess or analyze a certain position comprehensively. This is where the job holder answers given standardized or structured questionnaires which are then approved by the immediate supervisor. Many questionnaires were developed to obtain different information about a specific job: o Worker Activities ▪ Position Analysis Questionnaire (PAQ) – Developed at Purdue University by McCormick, Jeanneret, and Mecham (1972). A test composed of 194 items addresses the following areas: Input information Mental Processes Work Output Interpersonal Relationships Job context Schedule, pay, responsibility ▪ Job Structure Profile (JSP) – a revised version of PAQ developed by Patrick and Moore(1985). Revised and Improved content and style of items and emphasizes discriminatory powers of intellectual and decision-making dimensions. fbpagliawan/psych12iopsych/2024-2025  ▪ Job Elements Inventory (JEI) – an alternative to PAQ developed by Cornelius and Hakel (1978). Contains 153 items and has a readability level for employees with only a tenth-grade education. ▪ Functional Job Analysis (FJA) – designed by Fine (1955), a quick method used by the federal government to analyze and compare thousands of jobs. o Tools and Equipment ▪ Job Components Inventory (JCI) – developed by Banks, Jackson, Stafford, and Warr (1983) and used in England with more than 400 questions covering the following categories: Tools and Equipment Perceptual and Physical Requirements Mathematical Requirements Communication Requirements Decision-Making and Responsibility o Work Environment ▪ Arbeitswissenschaftliches Erhebungsverfahren zur Tatigkeitsanalyse (AET) – translated as ergonomic job analysis procedure and addresses the relationship of the worker with the work objects. Developed by Rohmert and Landau (1983) in Germany consisting of 216 items. o Necessary Competencies ▪ Occupational Information Network (O*NET) – addresses the need for information about the occupation, worker characteristics, and economic factors such as labor demand, supply, salaries, and occupational trends. ▪ Critical Incident Techniques (CIT) – developed by John Flanagan at the University of Pittsburgh in the late 1940s. It is used to discover actual incidents of job behavior that make the difference between successful and unsuccessful performance. ▪ Fleishman Job Analysis Survey (F-JAS) – requires job holders and job analysts to view and rate a series of abilities needed to perform a certain job. ▪ Job Adaptability Inventory (JAI) – Developed by Pulakos, Arad, Donovan, and Plamondon (2000) it addresses the adaptability of a certain job holder. ▪ Personality-Related Position Requirements Form (PPRF) – developed by Raymark, Schimt, and Guion (1997) to identify different personalities that would fit to perform a certain job. It consists of 107 items and addresses 12 personality dimensions under the Big Five. 2. Write the Task Statements – Write the information that will be used in the task inventory and included in the job description. It contains things such as: ▪ Actions to be done ▪ Objects where the actions should be done ▪ Where it is done ▪ How it is done ▪ When it is done o Task inventory - a questionnaire containing a list of tasks 3. Rate the Task Statement – it is done through task analysis. The subject matter expert rates each task statement on the frequency and criticality of the task being performed. o Task Analysis – the process of identifying the tasks for which the employees need to be trained. 4. Determine the Essential KSAOs – determine the required knowledge, skills, abilities, and other characteristics such as personality and interests needed to perform a job effectively. fbpagliawan/psych12iopsych/2024-2025  o A knowledge is a body of information needed to perform a job. o A skill is the proficiency to perform a learned task. o An ability is a basic capacity for performing a wide range of different tasks, acquiring a knowledge, or developing a skill. o Other characteristics include such personal factors as personality, willingness, interest, and motivation, and such tangible factors as license. 5. Selection of Appropriate Tests and Assessment Methods– the selection and development of appropriate tests and methods such as interviews to effectively align a person on the identified KSAOs. The Job Analysis Process JOB DESCRIPTION SOURCES OF DATA Tasks, duties, responsibilities Job Analyst, Employee, Supervisor JOB DATA HR FUNCTIONS Tasks, performance Recruitment, Selection, standard, Training and Development, responsibilities, Performance appraisal, METHODS OF DATA knowledge required, Compensation Managament experience needed, Interviews, questionnaires, job context, duties, observations, records, O*NET equipment used JOB SPECIFICATION Skills requirements, physical demands, knowledge requirements, abilities need The Job Analysis Framework Approaches To Job Analysis o Job Oriented – Techniques that focus on describing the various tasks performed on the job. This approach is very particular about the tasks of every specific job. o Worker Oriented – Techniques that assess broad human behaviors that are involved in the work activities. Some Terminologies Used in Conducting a Job Analysis o Element – the smallest unit of job activity fbpagliawan/psych12iopsych/2024-2025  o Task – a work activity that is performed to achieve a specific objective o Position – an individual’s place or position within an organization defined by the tasks he/she performs. o Job – a collection of positions similar enough to one another to share a common job title. References: Aamodt, M.G Industrial and Organizational Psychology, 8th Ed. Cengage Learning.2016 Spector, P. E. Industrial and Organizational Psychology, 6th Ed. John Wiley & Sons, Inc. 2012 Riggio, R. Introduction to Industrial / Organizational Psychology 7 th Ed. Taylor & Francis. 2018 fbpagliawan/psych12iopsych/2024-2025