Hrm 6622 assignment

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Part 2
Support Activities

Chapter 4:

Job Analysis and Rewards

McGraw-Hill Education

Copyright © 2015 by McGraw-Hill Education, All Rights Reserved.

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection:
Measurement, external, internal

Employment:
Decision making, final match

Staffing Organizations Model

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Organization Strategy

HR and Staffing Strategy

Organization

Mission

Goals and Objectives

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Chapter Outline

  • Changing Nature of Jobs
  • Job Requirements Job Analysis
  • Job Requirements Matrix
  • Job Descriptions and Job Specifications
  • Collecting Job Requirements Information
  • Competency-Based Job Analysis
  • Nature of Competencies
  • Collecting Competency Information
  • Job Rewards
  • Types of Rewards
  • Employee Value Proposition
  • Collecting Job Rewards Information
  • Job Analysis for Teams
  • Legal Issues
  • Job Relatedness and Court Cases
  • Essential Job Functions

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Learning Objectives for This Chapter

  • Understand the rationale behind job analysis
  • Know the difference between a job description and job specification
  • Learn about methods for collecting job requirements
  • Understand why competency-based job analysis has grown in prominence
  • Learn about methods for collecting competencies
  • Recognize the types of rewards associated with jobs
  • Become familiar with the legal issues surrounding job analysis

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Discussion Questions for This Chapter

  • What is the purpose of each type of job analysis, and how can the three types described in this chapter be combined to produce an overall understanding of work in an organization?
  • How should task statements be written, and what sorts of problems might you encounter in asking a job incumbent to write these statements?
  • Would it be better to first identify task dimensions and then create specific task statements for each dimension, or should task statements be identified first and then used to create task dimensions?
  • What would you consider when trying to decide what criteria (e.g., percent time spent) to use for gathering indications about task importance?
  • What are the advantages and disadvantages of using multiple methods of job analysis for a particular job? Multiple sources?
  • What are the advantages and disadvantages of identifying and using general competencies to guide staffing activities?
  • Referring to Exhibit 4.18, why do you think HR professionals were not able to very accurately predict the importance of many rewards to employees? What are the implications for creating the EVP?

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The Need for Job Analysis

  • The process of studying jobs in order to gather, analyze, synthesize, and report information about job requirements and rewards
  • Three main types
  • Job requirements
  • Competency-based
  • Job rewards

Exhibit 4.1 Comparison of Types of Job Analysis

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  Job requirements Competency Job rewards
Method Collect information on activities performed on the job to assess needed KSAOs for each job Collect information on company strategy to determine KSAOs and behavioral capabilities across the organization Collect information from employees on preferences and outcomes of jobs
Process Collect data on tasks, duties, responsibilities from incumbents and supervisors, develop job requirements matrix Discuss strategy with executives, then review how each job fits with the overall goals Develop lists of potential rewards for a job and survey job incumbents and leaders
Staffing implications Documents task requirements for legal purposes, determines specific KSAOs for selection Links organizational strategy with planning process and determines broad KSAOs for selection Provides guidance for how to develop recruiting materials and retention strategies

Changing Nature of Jobs

  • Major sources of change
  • Jobs are constantly evolving
  • Need for greater flexibility
  • Team- based work
  • Employees need to go beyond “tasks and duties as written”
  • Implication
  • Job analyses must be able to adapt to these conditions

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Job Requirements Job Analysis: Overview

  • Definition
  • Process of studying jobs to gather, analyze, synthesize, and report information about job requirements
  • Two major forms
  • Job requirements
  • Specific KSAOs for the job
  • Competency based
  • General KSAOs for all applicants
  • Has different degrees of relevance to staffing activities
  • Support activity for staffing activities
  • Provides foundation for successful staffing systems

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Ex. 4.2: Job Requirements
Approach to Job Analysis

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Ex. 4.3 Job Requirements Matrix

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Task statements

  • Definition
  • objectively written descriptions of the behaviors or work activities engaged in by employees in order to perform the job
  • Each statement should include
  • What the employee does, using a specific action verb
  • To whom or what the employee does what he or she does, stating the object of the verb
  • What is produced, indicating the expected output of the verb
  • What equipment, materials, tools, or procedures, are used

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Task Dimensions

  • Definition
  • Involves grouping sets of task statements into dimensions, attaching a name to each dimension
  • Other terms -- “duties,” “accountability areas,” “responsibilities,” and “performance dimensions”
  • Characteristics
  • Creation is optional
  • Many different grouping procedures exist
  • Guideline - 4 to 8 dimensions
  • Grouping procedure should be acceptable to organizational members
  • Empirical validation against external criterion is not possible

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Importance of Tasks/Dimensions

  • Involves an objective assessment of importance
  • Two decisions
  • Decide on attribute to be assessed in terms of importance
  • Decide whether attribute will be measured in categorical or continuous terms
  • Ex. 4.4: Ways to Assess Task/Dimension Importance
  • Relative time spent
  • Percentage (%) time spent
  • Importance to overall performance
  • Need for new employee training

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KSAOs

  • What are KSAOs?
  • Knowledge
  • Exh. 4.6: Knowledges Contained in O*NET
  • Skill
  • Exh. 4.7: Skills Contained in O*NET
  • Ability
  • Exh. 4.8: Abilities Contained in O*NET
  • Other Characteristics
  • Exh. 4.9: Examples of Other Job Requirements

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Exhibit 4.9
Examples of Ways to Assess KSAO Importance

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Discussion questions

  • What is the purpose of each type of job analysis, and how can the three types described in this chapter be combined to produce an overall understanding of work in an organization?
  • How should task statements be written, and what sorts of problems might you encounter in asking a job incumbent to write these statements?
  • Would it be better to first identify task dimensions and then create specific task statements for each dimension, or should task statements be identified first and then used to create task dimensions?
  • What would you consider when trying to decide what criteria (e.g., percent time spent) to use for gathering indications about task importance?

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Job Descriptions and
Job Specifications

  • Job description
  • Describes tasks, task dimensions, importance of tasks / dimensions, and job context
  • Includes
  • Job family, job title, job summary
  • Task statements and dimensions
  • Importance indicators
  • Job context indicators
  • Date conducted
  • Job specifications
  • Describes KSAOs

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Collecting Job Requirements Information

  • Methods
  • Prior information
  • Observation
  • Interviews
  • Task questionnaire
  • Committee or task force
  • Sources to be used
  • Job analyst
  • Job incumbents
  • Supervisors
  • Subject matter experts

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Exhibit 4.13 Factors to Consider in Choosing Between Internal Staff or Consultants or Job Analysis

Exhibit 4.14 Example of Job Requirements Job Analysis Process

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Competency-Based Job Analysis

  • Nature of competencies
  • an underlying characteristic of an individual that contributes to job or role performance and to organizational success
  • Usage reflects a desire to:
  • connote job requirements that extend beyond the specific job itself
  • describe and measure the organization’s workforce in more general terms
  • as a way of increasing staffing flexibility in job assignments

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KSAOs or Competencies?

  • Similarities between competencies and KSAOs
  • Both reflect an underlying ability to perform a job
  • Differences between competencies and KSAOs
  • Competencies are much more general
  • May contribute to success on multiple jobs
  • Contribute not only to job performance but also to organizational success

Exh. 4.16: Examples of Competencies

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Organization Usage

  • Organizations are experimenting with
  • Developing competencies and competency models and
  • Using them as underpinnings of several HR applications
  • Three strategic HR reasons for doing competency modeling
  • Create awareness and understanding of need for change in business
  • Enhance skill levels of workforce
  • Improve teamwork and coordination
  • Emphasis -- Establishing general competencies

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The “Great Eight” Competencies

  • Leading: initiates action, gives direction
  • Supporting: shows respect, puts people first
  • Presenting: communicates and networks effectively
  • Analyzing: thinks clearly, applies expertise
  • Creating: thinks broadly, handles situations creatively
  • Organizing: plans ahead, follows rules
  • Adapting: responds to change, copes with setbacks
  • Performing: focuses on results, shows understanding of organization

Collecting Competency Information

  • Best practices
  • Establish mission and goals prior to determining competency requirements
  • General competencies should be important at all job levels
  • All competencies should have specific behavioral definitions, not just labels
  • Recent research suggests these methods are a rigorous and accurate as those based on job requirements

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Discussion Questions

  • What are the advantages and disadvantages of using multiple methods of job analysis for a particular job? Multiple sources?
  • What are the advantages and disadvantages of identifying and using general competencies to guide staffing activities?

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Job Rewards

  • Extrinsic rewards
  • external to the job itself
  • designed and granted to employees by the organization
  • pay, benefits, work schedule, advancement, job security
  • Intrinsic rewards
  • intangibles
  • experienced by employees as an outgrowth of doing the job
  • variety in work duties, autonomy, feedback, coworker and supervisor relations
  • Employee value proposition
  • the “package” or “bundle” of rewards provided to employees and to which employees respond by joining, performing, and remaining with the organization

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Job Rewards:
Collecting Information

  • Within the organization
  • Interviews with employees
  • Surveys with employees
  • Outside the organization
  • SHRM survey
  • Organizational practices

Ex. 4.16: Examples of Job Rewards Interview Questions

  • Rewards Offered
  • What are the most rewarding elements of your job? Consider both the work itself and the pay and benefits associated with your job.
  • Looking ahead, are there any changes you can think of that would make your job more rewarding?
  • Reward Magnitude
  • Describe the amount of potential for growth and development in your job.
  • Do you feel like the pay and benefits provided for your job are adequate for the work you do, and if not, what would you change?

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Ex. 4.16: Examples of Job Rewards Interview Questions

  • Reward Mix
  • If you could change the mix of rewards provided in your job, what would you add?
  • Of the rewards associated with your job, which two are the most important to you?
  • Reward Distinctiveness
  • Which rewards that you receive in your job are you most likely to tell others about?
  • Which of our rewards really stand out to you? To job applicants?

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Exhibit 4.17 Job Rewards Survey

  • Developing questions
  • Should cover material identified in interviews
  • Identify both extrinsic and intrinsic elements
  • Response options
  • Importance of each type of reward for workers
  • Extent to which each type of reward is provided on the job

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Legal Issues

  • Job relatedness and court cases
  • Recommendations -- Establishing job-related nature of staffing practices
  • Essential job functions
  • fundamental job duties of the employment position the individual with a disability holds or desires
  • the reason the position exists is to perform the function
  • a limited number of employees available among whom the performance of that job function can be distributed
  • the incumbent is hired for his or her expertise or ability to perform the particular function

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Recommendations: Establishing
Job-Related Nature of Staffing Practices

  • Job analysis must be performed and must be for the job for which the selection instrument is to be utilized
  • Analysis of job should be in writing
  • Job analysis should describe in detail the procedure used
  • Job data should be collected from a variety of current sources by knowledgeable job analysts

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Recommendations: Establishing
Job-Related Nature of Staffing Practices

  • Sample size should be large and representative of jobs for which selection instrument is used
  • Tasks, duties, and activities should be included in analysis
  • Most important tasks should be represented in selection devise
  • Competency levels of job performance for entry-level jobs should be specified
  • Knowledge, skills, and abilities should be specified, particularly if content validation model is followed

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Ethical Issues

  • Issue 1
  • It has been suggested that “ethical conduct” be formally incorporated as a general competency requirement for any job within the organization. Discuss the pros and cons of this suggestion.
  • Issue 2
  • Assume you are assisting in the conduct of job analysis as an HR department representative. You have encountered several managers who want to delete certain tasks and KSAOs from the formal job description having to do with employee safety, even though they clearly are job requirements. How should you handle this situation?