JOB DESCRIPTIONS

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Chap02-JobAnalysisandEvaluation_Aamodt_8e.ppt

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Job Analysis

Importance of Job Analysis

Writing job descriptions
Employee selection
Training
Personpower planning
Performance appraisal
Job classification

Job evaluation
Job design
Compliance with legal guidelines
Organizational analysis

Job Description Sections

Job Title
Brief summary
Work activities
Tools and equipment used
Work context
Work performance
Compensation information
Job Competencies

Job Description Sections
Job Title

Describes the nature of the job
Assists in employee selection and recruitment
Affects perceptions of job worth and status
Job evaluation results
Employees feelings of personal worth
Affects clarity of resumes

Would you like to upsize that title?

Traditional Title	Upsized Title
Writer	Sentence Engineer
Waiter	Customer-Chef Intermediary
Garbage Man	Sanitation Engineer
Secretary	Power Behind the Throne
Window Washer	Optical Illuminator Enhancer
File Clerk	Data Storage Specialist
Receptionist	Director of First Impressions
Grave Digger	Cadaver Disposal Facilitator

Job Description Sections
Brief Summary

Useful for recruitment advertising
Should be written in an easy to understand style
Jargon and abbreviations should not be used

Job Description Sections
Work Activities

Organize by dimensions
Similar activities
Similar KSAOs
Temporal order

Job Description Sections
Work Activities

Task statements
List only one activity per statement
Statements should be able to “stand alone”
Should be written in an easy to understand style
Use precise rather than general words

“Responsible for”

“Oversees”

“Handles accounts”

Job Description Sections
Tools and Equipment Used

Job Description Sections
Work Context

Work schedule
Degree of supervision
Ergonomic information
Physical and Psychological Stress
Indoors v. outdoors
Lighting/heat/noise/physical space
Clean v. dirty environment
Standing/sitting/bending/lifting

Job Description Sections
Work Performance

Describes how performance is evaluated
This section might include
Standards used
Frequency of evaluation
Evaluation dimensions
The person doing the evaluating

Job Description Sections
Compensation Information

Job evaluation dimensions
Exempt status
Pay grade
Job group

EEO-1 Category

Officials and managers

Professionals

Technicians

Sales workers

Office and clerical

Craft workers

Operatives

Laborers

Service workers

Job Description Sections
Job Competencies

Common Names
Job competencies
Knowledge, skill, ability, and other characteristics (KSAOs)
Job specifications
Competencies should be separated
Those needed before hire
Those that can be learned after hire

Is competency modeling really different from KSAOs?

Shippmann, J. S., Ash, R. A., Battista, M., Carr, L., Eyde, L. D., Hesketh, B., Kehoe, J., Pearlman, K., Prien, E. P., & Sanchez, J. I. (2000). The practice of competency modeling. Personnel Psychology, 53(3), 703-740.

Critiquing Job Descriptions
Exercise 2.1

The verbs at the beginning of the sentences are not parallel (e.g., takes v. inspect)
Under food preparation, “Handle problems” is too vague
Under cleaning, “RK-9” and “10-6” are jargon and wouldn’t make sense to a person unfamiliar with the job
Under tools, a cash register is listed yet there are no tasks reported that involve a cash register
Under job context, lifting 80-pound crates is mentioned. There are no tasks involving lifting crates.
Personal Requirements
“Be flexible” is vague. Are we talking about physical flexibility or interpersonal flexibility?
“No mental or physical problems” is a violation of the ADA.
Counting back change is listed but there are no tasks listed that involve counting back change.

Writing a Job Description
Exercise 2.2

Preparing for a Job Analysis
Who Will Conduct the Job Analysis?

Internal Department
Human resources
Compensation
Training
Engineering
Internal task force
Supervisors
Employees
Consultants
Interns/class projects

Preparing for a Job Analysis
Which Employees Should Participate?

Choices
All employees
Random sample
Representative sample
Convenience sample
Potential Differences
Job competence
Race
Gender
Education level
Viewpoint

Preparing for a Job Analysis
What Type of Information Should be Gathered?

Types of Requirements
Formal
Informal
Level of Specificity
Job Loan officer
Position Loan officer at the Boone branch
Duty Approval of loans
Task Investigates loan history to determine if applicant has bad credit
Activity Runs credit histories on credit machine
Element Enters applicant’s SSN into credit machine
Sub element Elevates finger 30 degrees before striking key

Conducting a Job Analysis
Basic Steps

Step 1: Identify tasks performed
Step 2: Write task statements
Step 3: Rate task statements
Step 4: Determine essential KSAOs
Step 5: Select tests to tap KSAOs

Conducting a Job Analysis
Step 1: Identify Tasks Performed

Gathering existing information
Interviewing subject matter experts (SMEs)
Individual interviews
SME Conferences
Ammerman Technique
Observing incumbents
Job participation

Office Space (DVD Segment 9)

Job Analysis Interview (Aamodt Video)

Conducting a Job Analysis
Step 2: Write Task Statements

Required elements to a task statement
Action
Object
Optional elements
Where the task is done
How it is done
Why it is done
When it is done

Conducting a Job Analysis
Step 2: Write Task Statements

Characteristics of well-written task statements
One action and one object
Appropriate reading level
The statement should make sense by itself
All statements should be written in the same tense
Should include the tools and equipment used to complete the task
Task statements should not be competencies
Task statements should not be policies

Poorly written task statement	Properly written task statement
Sends purchase requests	Sends purchase requests to the purchasing department using campus mail
Drives	Drives a five-speed truck to make food deliveries within the city of Toledo
Locks hall doors	Uses master key to lock hall doors at midnight so that nonresidents cannot enter the residence hall

What is Wrong with these Task Statements?

Handles customer complaints
Type, files, and distributes correspondence
Utilizes decision-making skills and abilities
In charge of the copy machine
Uses the computer to balance department budget
Responsible for opening and closing the office
Greets visitors
Examines supervisor’s daily schedule
Oversees the office

To practice writing task statements, write 10 task statements for your current job or one that you have had recently

Conducting a Job Analysis
Step 3: Rate Task Statements

Tasks can be rated on a variety of scales
Importance
Part-of-the-job
Frequency of performance
Time spent
Relative time spent
Complexity
Criticality
Research shows only two scales are necessary
Frequency
Importance

Rating Scale

Frequency
0	Task is not performed as part of this job
1	Task is seldom performed
2	Task is occasionally performed
3	Task is frequently performed
Importance
0	Unimportant. There would be no negative consequence if the task were not performed or not performed properly
1	Important: Job performance would be diminished if task were not completed properly
2	Essential: The job could not be performed effectively if the incumbent did not properly complete this task

Using the Ratings

Create a chart summarizing the ratings
Add the frequency and importance ratings to form a combined rating for each task
Include the task in the final task inventory if:
Average rating is greater than .5 for both frequency and importance {or}
Combined rating is 2.0 or higher

Raters	Combined Average
Scully	Mulder
Task #	F	I	CR	F	I	CR	F	I	CR
1	2	0	2	3	0	3	2.5	0.0	2.5
2	2	2	4	2	1	3	2.0	1.5	3.5
3	0	0	0	0	0	0	0.0	0.0	0.0
4	3	2	5	3	2	5	3.0	2.0	5.0

Conducting a Job Analysis
Step 4: Determine Essential KSAOs

Knowledge	A body of information needed to perform a task
Skill	The proficiency to perform a certain task
Ability	A basic capacity for performing a wide range if different tasks, acquiring a knowledge, or developing a skill
Other characteristics	Personal factors such as personality, willingness, interest, and motivation and such tangible factors as licenses, degrees, and years of experience

Identifying KSAOs
Exercise 2.3

Competency	KSAO
1. Data entry speed	Skill
2. Finger dexterity	Ability
3. Driving a car	Skill
4. Traffic rules	Knowledge
5. A driver’s license	Other
6. A friendly personality	Other
7. Ten years of experience	Other
8. Basic intelligence	Ability

Competency	KSAO
9. Physical strength	Ability
10. Color vision	Ability
11. Being a nonsmoker	Other
12. Customer service experience	Other
13. Use of PowerPoint	Skill, knowledge
14. Willingness to work weekends	Other
15. Spelling and grammar	Skill, knowledge
16. Writing reports	Skill

Structured Job Analysis Methods
General Information about Worker Activities

Position Analysis Questionnaire
194 Items
6 main dimensions
Information input
Mental processes
Work output
Relationships with others
Job context
Other
Easy to use
Standardized
Difficult to read for average employee

Structured Job Analysis Methods
General Information about Worker Activities

Job Structure Profile
Designed as a replacement for the PAQ
Easier to read than the PAQ
Good reliability
Job Elements Inventory
153 items
10th grade readability level
Correlates highly with PAQ
Functional Job Analysis
Data
People
Things

Structured Job Analysis Methods
Information about KSAOs

Job Components Inventory
400 questions
5 main categories
Tools and equipment used
Perceptual and physical requirements
Mathematical requirements
Communication requirements
Decision making and responsibility
Good reliability

Threshold Traits Analysis
33 items
5 main categories
Physical traits
Mental traits
Learned traits
Motivational traits
Social traits
Reliable
Short and quick to use

Structured Job Analysis Methods
Information about KSAOs

Job Adaptability Inventory
132 items
8 adaptability dimensions
Handling emergencies
Handling work stress
Solving problems creatively
Dealing with uncertainty
Learning
Interpersonal adaptability
Cultural adaptability
Physically orienting adaptability

Structured Job Analysis Methods
Information about KSAOs

Personality-Related Position Requirements Form
107 items items
12 personality dimensions
Fleishman Job Analysis Survey
72 abilities
Good reliability

Structured Job Analysis Methods
Information about KSAOs

Critical Incident Technique
Job incumbents generate incidents of excellent and poor performance
Job experts examine each incident to determine if it is an example of good or poor performance
3 incumbents sort incidents into categories
Job analyst combines and names categories
3 incumbents resort incidents into combined categories
Number of incidents per category provides an idea of the importance of each category

Category	Excellent	Poor	Total
Interest in residents	31	19	50
Availability	14	27	41
Responsibility	12	20	32
Fairness	18	10	28
Self-adherence to rules	0	28	28
Social skills	19	7	26
Programming	13	7	20
Self-confidence	12	8	20
Rule enforcement	4	4	18
Authoritarianism	1	16	17
Counseling skills	12	4	16
Self-control	5	2	7
Confidentiality	1	2	3

Job Evaluation
Determining the Worth of a Job

The Ideal Compensation System

Will attract and retain desired employees
Will motivate current employees while also providing security
Is equitable
Is in compliance with legal guidelines

Humor Break

Reaching the end of a job interview, the HR manager asked a young applicant fresh out of business school, “And what starting salary are you looking for?”

The applicant said, “In the neighborhood of $140,000 a year, depending on the benefits package.”

The interviewer said, “Well what would you say to a package of 5 weeks of vacation, 14 paid holidays, full medical and dental, company matching retirement fund to 50% of salary, and a new company car every two years – say a red Corvette?”

The applicant sat up straight and said, “Wow! Are you kidding?”

The interviewer replied, “Yeah, but you started it.”

Determining Internal Pay Equity

Determine compensable factors
Determine levels for each factor
Assign weights to each factor
Convert weights to points for each factor

Assign points to each level within a factor
Assign points to jobs
Run regression to determine how well points predict salary midpoints

Step 1: Determining Compensable Factors

Compensable Factors

Examples
responsibility
complexity/difficulty
skill needed
physical demands
work environment

What factors make one job worth more than another?

Step 2: Determine Levels for Each Compensable Factor

Education
High school degree or less
Two year college degree
Bachelor’s degree
Master’s degree
Responsibility
Makes no decisions
Makes decisions for self
Makes decisions for 1-5 employees
Makes decisions for more than 5 employees
Physical demands
Lifts no heavy objects
Lifts objects between 25 and 100 pounds
Lifts objects more than 100 pounds

Step 3: Determine Factor Weights

Factor	Weight	Points
Education	20	200
Responsibility	30	300
Physical demands	15	150
Safety	10	100
Experience	25	250
Total	100%	1000

Step 4: Assign Points to Each Level

Responsibility	Points
Makes no decisions	75
Makes decisions for self	150
Makes decisions for 1-5 employees	225
Makes decisions for > 5 employees	300
Total	300

Determining Factor Weights
Exercise 2.5

Step 5: Assign Points to Each Job

Position: Production Supervisor
Factor	Points
Education	200
Responsibility	300
Physical demands	150
Safety	100
Experience	250
Total	1000

Computing a Wage Trend Line
Exercise 2.6

Job	Points	Salary
Computer Operator	450	$28,000
Computer Programmer	550	$36,000
Documents Specialist	400	$26,000
Secretary I	500	$27,000
Secretary II	450	$25,000
Computer Analyst	600	$37,000
Clerk	350	$25,000
Supervisor	650	$42,000
Account Representative	500	$28,000
Customer Service Agent	550	$35,000

44,000
43,000
42,000	Supervisor
41,000
40,000
39,000
38,000
37,000	Comp Anlst
36,000	Comp Prog
35,000	Cust Serv
34,000
33,000
32,000
31,000
30,000
29,000
28,000	Comp Op	Acct Rep
27,000	Sec I
26,000	Doc Spec
25,000	Clerk	Sec II
24,000
23,000
22,000
21,000
350	400	450	500	550	600	650	700

Job	Points	Predicted Salary	Salary	Difference
Computer Operator	450	$27,869	$28,000	+131
Computer Programmer	550	$33,936	$36,000	+2,064
Documents Specialist	400	$24,835	$26,000	+$1,165
Secretary I	500	$30,902	$27,000	-$3,902
Secretary II	450	$27,869	$25,000	-$2,869
Computer Analyst	600	$36,969	$37,000	+$31
Clerk	350	$21,802	$25,000	+$3,198
Supervisor	650	$40,003	$42,000	+$1,197
Account Representative	500	$30,902	$28,000	-$2,902
Customer Service Agent	550	$33,936	$35,000	+$1,065

Determining External Pay Equity

Worth based on external market
Determined through salary surveys
Information obtained
salary range
starting salary
actual salaries paid
benefits

Salary Survey Example

# of orgs	# of emp	Weighted Average	Salary Range
Low	Q1	Median	Q3	High
Production
Foreperson	18	286	$23.21	12.67	19.96	22.67	28.69	37.44
Machinist	9	419	$20.83	10.28	17.79	19.63	22.09	26.80
Planner	9	36	$19.73	17.64	19.68	21.63	24.59	37.44
Production	15	3,487	$18.91	9.49	13.24	16.05	16.62	24.27
Quality Ins	10	45	$15.23	11.00	13.84	15.01	21.31	24.18
Maintenance
Janitor	10	322	$12.00	8.85	10.02	11.15	12.04	20.81
Maint A	17	112	$15.90	10.65	11.54	15.97	20.40	27.78
Mechanic	11	382	$19.80	12.99	18.10	19.30	21.27	25.98

Potential Salary Survey Problems

Response rate
organization conducted
trade group conducted
Finding comparable jobs
Do salary surveys perpetuate discrimination?
Do salary surveys “fix” salaries at low levels?

Focus on Ethics
Compensating CEOs and Executives

Are CEOs being paid too much or are they worth the high compensation packages they receive?
Is it ethical that a CEO receives a bonus when employees are being laid off or having their benefits reduced?
Does high compensation for CEOs actually increase company performance?
Should a company’s number one focus be n making money for its shareholders?
What might be other ethical factors surrounding this issue?