Challenges of creating a job classification system for companies with fewer than 50 positions, provide examples.
Dana Mayhew, phr-CA, SPHR, SHRM-scP
Adjunct professor
CGU Human resources management
Job Analysis, Job Design HRM 342
Phone/Skype Hours by appointment: Fridays 10:00 am to 3:00pm
626 296-9141 w
626 376-8802 c
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Module 2 Job Analysis, Job Design HRM 342
Fall 2020
All coursework BASED ON HRCI Certification (PHR & SPHR)
and shrm STANDARDS
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M-2 Chapter 2 Work Oriented Methods
Discussion of Work Oriented Methods v. Worker Oriented Methods of Job Analysis
Brief coverage of 4 general approaches of analyzing the content of the job
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Definitions
Work Oriented Methods: The study of the methods that concentrate primarily on what the worker does, including, tasks, tools, and machines.
Worker Oriented Methods: The personal attributes of the worker needs to successfully accomplish the work such as strength, mental computation, or knowledge. (Chapter 3)
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Work Oriented Methods Primary function
Allows the analyst to understand and document:
What the worker does
How it’s done
Where it’s done
When it’s done
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Work Oriented Methods:
Four general approaches to analyzing the content of jobs (what the worker does).
Time and motion study
Functional Job Analysis (2 variants)
a Department of Labor (DOL)
b Fine’s FJA approach
Task Inventories
Critical Incident Technique
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Time and Motion Studies Analysts: Industrial engineers and industrial psychologists
A collection of methods closely associated with the scientific management, primarily used to improve the efficiency and effectiveness of task completion.
Analysts study the sequence of events and / or the time to complete elements of the job.
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This method of job analysis evolved primarily from industrial engineering rather than industrial psychology. Its descriptors are generally very small elements of work, such as the timing of movements of the arms and fingers and/or their relationship to each other.
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Time and Motion Studies
Much maligned today for primary focus on efficiency.
These studies increased productivity.
Labor felt threatened that the results would reduce the hire of union workers.
Time and motion studies were the foundation of modern productivity systems. (Example: Toyota Production etc.)
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Functional Job Analysis (2 variants) The Foundation for Human Resources
Department of Labor (DOL)
Purpose matching people to jobs
Sidney A Fine’s approach
In-depth theoretical grounding within a systems framework.
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Functional Analysis: DOL
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Identify major functional areas;
Identify absences and concentrations in functional areas of certain groups;
Determine whether the major functional areas are “line” or “staff;”
Identify feeder pools;
Compare feeder pools to higher-level jobs; and
Examine the disparity between non favored and favored groups.
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Functional analysis is essentially analyzing whether career paths and feeder pools are determined by participation in specific functional lines.
Absences of a particular group, observed in EEO categories, can often be a direct result of a functional line progression that has barriers to employment at early stages of career development (e.g., at a major aircraft manufacturing contractor, upper management may almost exclusively come from the engineering functions where there may traditionally have been fewer women).
A functional analysis may also reveal more general issues, such as hiring/placement disparities into certain professional categories.
Functional Job Analysis (DOL)
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Identified reporting relationships (direct v. indirect)
Identified exempt (management) and non-exempt jobs (support)
Identified line v. staff roles (line contributes to profitability, or staff supports line)
Identified demographics of the functional groups (male, female, race, etc.)
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Purpose matching people to jobs
Quantitative approach to job analysis that utilizes a complied inventory of the various functions or work activities that can make up any job and that assumes that each job involves three broad worker functions in relation to data, people, and things
Used for creating job descriptions and evaluating employee’s performance
Identified the “major function” of the department (finance, HR, marketing, etc.)
Creates a specific grammar
Creates a rating system as well as identifies complexity of data
Functional Job Analysis
Sidney A Fine’s approach
In-depth theoretical grounding within a systems framework
Similar to DOL, extents the DOL method by including ratings of orientation toward and complexity of involvement with data, people and things
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Functional Job Analysis Fine
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This method is characterized by a detailed examination of an individual’s abilities and overall qualification compared to the demands and expectations of their specific position within a larger structure.
Emphasis on Qualitative Assessment
Functional job analysis is a qualitative form of assessment, which means it focuses on the unique combination of abilities and limitations of the individual employee. This makes it an effective way for employers to evaluate how each position in their organization impacts their overall operations.
Conducting assessments from this perspective allows companies and organizations to scrutinize virtually every aspect of a job and how an individual’s unique set of physical, mental, and social abilities impact their performance in that capacity.
Task Inventories
A listing of all the work activities performed to complete one or more jobs.
Each activity referred to as a “task”
Task presented to incumbents and supervisors in a survey
Tasks are rated on scales (e.g. time spent)
Task are rated as to importance
Survey response provide data for job analysis
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Task Inventories
Survey design:
Observation
Background materials analysis
Job interview
When tasks are written the purpose of the task was written broadly i.e., what must be performed to accomplish the goals of a job (what activities accomplish what goals)
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Task Inventories Structure
Grammar of a task inventory:
Action verb
Direct object
Qualifying statement (how, when why task is performed)
For example: Call patient about scrip not picked up after seven days and make arrangements for pick-up.
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Task Inventories Consequences of Error
Task must address:
What is the consequence if this action is not taken?
For example: If scrip is not picked up prescription will be re-shelved.
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Critical Incident Report
Identifies the specific instances of either outstanding or poor performance which is the context of the workers’ actions. Should identify the consequence of the incident whether correctable or outstanding behavior.
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Critical Incident Report
How to Write a Good Incident Report
An Incident Report Must Be Accurate and Specific
A Good Incident Report Must Be Factual and Objective
A Good Incident Report Must Be Complete and Concise
A Good Incident Report Must Be Well-Organized
A Good Incident Report Must Be Clear
A Good Incident Report Must Only Include Proper Abbreviations
A Good Incident Report Should Indicate Future Action to be Taken, if any.
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Can find examples of Critical Incident Report Forms on-line
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M-1 Chapter 3 Worker Oriented Methods
Knowledge, Skills, Abilities and Other
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Worker Oriented Methods Personal Attributes
Attributes or characteristics that people need to be able to complete their job successfully.
Defines what it takes to be good at the job, often from a psychological perspective.
Describes work from a worker’s point of view.
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Worker Oriented Methods JEM
Job Element methods (JEM) is a job analysis method that focuses on knowledge, skills and abilities and other characteristics needed to perform work, as well as their degree of importance for applicant selection or training purposes.
Examines the most important elements of the work.
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Position Analysis Questionnaires (PAQ)
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PAQ is a job analysis questionnaire that evaluates job skill level and basic characteristics of applicants for a set match of employment opportunity
The PAQ is one of the most widely used means of job analysis. It is a structured job analysis questionnaire that quantitatively measures job characteristics and correlates them with human traits
Analyzes worker characteristics such as general learning ability, verbal aptitude, numerical aptitude, manual dexterity, stamina, and reaction time.
Purpose of a PAQ
The purpose is to define the duties and responsibilities of a position in order to determine the appropriateness of the position classification, essential functions and/or whether or not the position is exempt from overtime.
PAQ’s can be used with a minimum of training on the part of the individual analyzing a job.
PAQ’s are an effective, inexpensive, and easy to use for human resource and trainees.
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PAQ Job Elements
PAQ contains 195 items called "job elements" and consists of six different divisions:
Information input
Mental processes
Work Output
Relationship with other people
Job context
Job related variables
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Position analysis questionnaire is inexpensive and takes little time to conduct. It is one of the most standardized job analysis methods, it has various levels of reliability, and its position can be compared through computer analysis.[3] PAQ elements apply to a various number of jobs across the board, as diverged with job assignments. Position analysis questionnaires can be used for individuals repairing automobile generators, serving food to patrons in a restaurant, taking samples of blood from patients, or with worker characteristics such as general learning ability, verbal aptitude, numerical aptitude, manual dexterity, stamina, and reaction time.[4] PAQ uses simple wording and less complex questions than more in-depth job analysis methods. Research has shown PAQ to be an easy and effective method for human resource and other departments in the hiring process. In 1975 Ekkehart Frieling criticized PAQ, stating it is not possible to use one method to differentiate and classify equally all conceivable occupations.[5] Other criticisms state that the PAQ was written at the college level while the incumbents had the education of 10th to 12th grade level, and that PAQ was developed for all jobs but has been demonstrated as limited to 195 jobs and six dimensions.
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Position Analysis Questionnaire
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The PAQ also notes that the environment and social setting play a role in job performance. The results are summarized via job dimensions which can be used in personal selection and job evaluation.
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PAQ Uses
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In 1975 Ekkehart Frieling criticized PAQ, stating it is not possible to use one method to differentiate and classify equally all conceivable occupations.[5] Other criticisms state that the PAQ was written at the college level while the incumbents had the education of 10th to 12th grade level, and that PAQ was developed for all jobs but has been demonstrated as limited to 195 jobs and six dimensions.
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PAQ elements apply to a various number of jobs across the board, as diverged with job assignments.
PAQ can be used for individuals repairing automobile generators, serving food to patrons in a restaurant, taking samples of blood from patients, or with worker characteristics such as general learning ability, verbal aptitude, numerical aptitude, manual dexterity, stamina, and reaction time.[4]
PAQ uses simple wording and less complex questions than more in-depth job analysis methods.
PAQ’s Job Elements
PAQ contains 195 items called "job elements" and consists of six different divisions:
Information input
Mental processes
Work Output
Relationship with other people
Job context
Job related variables
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PERSONALITY Analysis Using the Big Five OCEAN
OCEAN
The examination on the Big Five personality dimensions and their relationship to job performance.
Openness
Conscientiousness (dutiful, compliant)
Extraversion (gregarious, dominant)
Agreeableness (team player, collaborative
Neuroticizing (worried, negative)
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PERSONALITY Analysis
Examining personality characteristics may be useful when describing jobs.
Further, when we select people based on their “fit” in an organization rather than a particular job, various attributes such as values may become more important.
O*NET INCLUDES PERSONALITY CHARACTERISTICS SUCH AS DEPENDABILITY (BEING RELIABLE, RESPONSIBLEA AND FULFILLING OBLIGATIONS) AND INTEGRITY ( (BEING HONEST AND ETHICAL).
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O*NET Database Content Model US Department of Labor Employee Training Administration
The O*NET system is maintained by a regularly updated database of occupational characteristics and worker requirements information across the U.S. economy. It describes occupations in terms of the knowledge, skills, and abilities required as well as how the work is performed in terms of tasks, work activities, and other descriptors.
The model includes nearly 277 descriptors collected by the O*NET program, along with other occupational data collected by other federal agencies such as the Bureau of Labor Statistics .
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Anatomy of a Job Description: Description, and Specification
Job description - It is a written statement containing complete information about what all a job involves including job title, duties, tasks and responsibilities related to job, working conditions and hazards, reporting relationships, tools, machines and equipment to be used, and relationships with other positions.
Used for recruitment, job performance, evaluation
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Purpose
job title and other identifiers
reporting relationships, location in hierarchy
exempt or nonexempt status and pay grade
Duties and responsibilities—essential functions
tasks, duties, and responsibilities: percent of time devoted to each duty
relationships with others, supervisory responsibilities
standards of performance
Job specification
knowledge, skills, and abilities
educational and professional requirements
experience needed
machines, tools, and materials used
working conditions, potential hazards
Job Description
General Structure
The executive order that has had the greatest impact on reducing racial discrimination is Executive Order 11246 (later amended by Executive Order 11375), which was issued by President Lyndon B. Johnson in 1965. This order, commonly known as Order Number 4, prohibits employment discrimination by federal government contractors and subcontractors.
All employers who have contracts or subcontracts to provide goods or services to federal departments, or to agencies of the Executive Branch, are subject to Executive Order 11246 if their government contracts exceed, or are likely to exceed, $10,000 per year. Banks and other financial institutions that are depositories of federal funds are also subject to this executive order, as are colleges and universities that are recipients of federal grant money.
Order 11246 not only prohibits racial discrimination; it also requires contractors to take affirmative action in hiring and promoting minorities, women, Vietnam era veterans, and disabled veterans. Coverage of affirmative action programs has been extended to include individuals with disabilities. Federal contractors and subcontractors are prohibited from discriminating against individuals with disabilities and are required to take affirmative steps to recruit, hire, promote, and retain these individuals.
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Job Analysis Review and Revise Job Descriptions & Job Minimum Qualifications
Classification & Compensation Analysis and Job Evaluation
Job analyst must review job classes, standardize, subcategorize classes
Job duties should be carefully described annually and kept current
Establish standard pay ranges or guidelines for each job classification
Consider publishing salary ranges for each classification
Collect, measure and update employee education, training, skills and experience information
Watch for minimum qualifications that restrict women’s access to jobs that they are otherwise qualified to perform (MBAs, CPAs or JDs, when not necessary height or weight)
Note: Look at job objective and duties. Job titles alone do not differentiate employees
Tie position pay to skill, effort and responsibility required to perform the job, not the years in position or highest level of education obtained.
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Job Analysis vs. Job Evaluation
C.
Job Analysis
The study of jobs within an organization, including the tasks employees perform, the tools and equipment they use, and the conditions under which they work.
(Used to create job descriptions and specs.
Job Evaluation
A procedure for developing a wage structure by evaluating the jobs within an organization to determine their relative value.
(Job analysis provides the job-related data.)
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END OF MODULE 2
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