The globalized nature of work in the new millennium implies that human resource management, psychological theories of personnel and individual
behaviour in the workplace have to change and evolve. This volume mainly focuses on theories, techniques and methods used by industrial and work psychologists. A set of internationally renowned authors summarize advances in core topics such as analysis of work, work design, job performance, performance appraisal and feedback, workplace counterproductivity, recruitment and personnel selection, work relevant individual difference variables (cognitive ability, personality), human-machine
interactions, human errors, training, learning, individual development, socialization, methods, and measurement. The Analysis of Work in the 20th and 21st CenturiesThe analysis of work in the 20th and 21st centuries Although the flexibility demanded by the new economy is blurring the boundaries that used to define the responsibilities of a job, the analysis of work continues to be of invaluable help in designing and staffing organizations. It is therefore not surprising that early efforts to classify occupational requirements such as the US Department of Labor's Dictionary of Occupational Titles are being transformed into electronic systems such as the Occupational Network or O*NET. New business trends demand new forms within each one of the traditional blocks of work analysis: type, source, data collection method, and level of information, as well as new thinking about the manner of ... locked icon Sign in to access this contentSign in Get a 30 day FREE TRIAL
sign up today! is the process of determining the work activities and requirements, and the job description is the written result of the job analysis It is a detailed description of job tasks, procedures, and responsibilities; the tools and equipment used; and
the end product or service. It is only possible to select employees if there is a clear understanding of the tasks performed and the competencies needed to perform those tasks. By knowing the requirements, it is possible to choose tests and develop interview questions that will determine the needed KSAos in a particular job. 10 Products of Job Analysis Employee Selection It is difficult to see how employees can be trained unless the
requirements of the job are known. Job analyses yield lists of job activities that can be systematically used to create training programs. Personpower Planning promoting employees until they eventually reach their highest level of incompetence. Ex. Promoting an employee based on sales alone. Peter principle-Job Classification It is use for construction of a performance appraisal instrument. As in employee selection, the evaluation of employee performance must be job related. Job analysis enables a human resources professional to classify jobs into groups based on similarities in requirements and duties. Job classification is useful for
determining pay levels, transfers, and promotions. Job analysis information can also be used to determine the worth of a job. Job evaluation is an assessment of the relative value of a job to determine appropriate compensation. Job analysis information can be used to determine the optimal way in which a job should be performed. One legally acceptable way to directly determine job relatedness is by job analysis. Compliance with Legal Guidelines Job analysts often become aware of certain problems within an organization. For example, during a job analysis interview, an
employee may indicate that she does not know how she is evaluated or to whom she is supposed to report. The discovery of such lapses in organizational communication can then be used to correct problems and help an organization function better. Sections in writing job description Job Title >Describes the nature of the job. need be only a paragraph in length but should briefly
describe the nature and purpose of the job. This summary can be used in help-wanted advertisements, internal job postings, and company brochures. __ section lists the tasks and activities in which the worker is involved. These tasks and activities should be organized into meaningful categories to make the job description easy to read and understand. The category labels are also convenient to use in the brief summary. Even though tools and equipment may have been mentioned in the activities section, placing them in a separate section makes their identification simpler. Information in this section is used primarily for employee selection and training. This section should describe the environment in which the employee works and should mention stress level, work schedule, physical
demands, level of responsibility, temperature, number of coworkers, degree of danger, and any other relevant information. The job description should outline standards of performance. This section contains a relatively brief description of how an employee’s performance is evaluated and what work standards are expected of the employee. This section of the job
description should contain information on the salary grade, whether the position is exempt, and the compensable factors used to determine salary. This section contains what are commonly called job specifications or competencies. These are the knowledge, skills, abilities, and other characteristics (KSAOs) (such as interest, personality, and training) that are necessary to be successful on the job. How Often Should a Job Description Be Updated? If the job changes significantly. the informal changes that employees make in their jobs. 1. Identify tasks performed . A __ is a body of information needed to perform a task. A __ is the proficiency to perform a learned task. An__ is a basic capacity for performing a wide range of different tasks, acquiring a knowledge, or developing a skill. __ include such personal factors as personality, willingness, interest, and motivation and such tangible factors as licenses, degrees, and years of experience. 4 Specific Job Analysis Techniques Job Element Method A job analysis method that analyzes jobs in terms of the KSAOs required to perform the jobs. In this method, the analyst relies on SEMs. This method is “person-oriented” in that it focuses on the characteristics of the individual who is performing the job It is a structured instrument developed at Purdue University by McCormick, Jeanneret, and Mecham (1972). It is a job analysis technique that uses a structured questionnaire to analyze job according to 187 job statements, grouped into 6 categories. Position Analysis Questionnaire (PAQ) -A revised version of the PAQ was developed by Patrick and Moore (1985) Job Structure Profile (JSP) An alternative to the PAQ is the Job
Elements Inventory (JEI), developed by Cornelius and Hakel (1987). or known as “ergonomic job analysis procedure” AET (Arbeitswissenschaftliches Erhebungsverfahren zur Tatigkeitsanalyse) it is a national job analysis system created by the federal government to replace the Dictionary of Occupational Titles (DOT) which had been in use since the 1930s. Occupational Information Network (O*NET) It was
developed and first used by John Flanagan and his students at the University of Pittsburgh in the late 1940s and early 1950s. Critical Incident Technique (CIT) This method is available only by hiring a particular consulting firm. The 33 items cover five trait categories: physical, mental, learned, motivational, and social. Because the TTA also focuses on traits, its main uses are in the development of an employee selection system or a career plan. It requires incumbents or job analysts to view a series of abilities and to rate
the level of ability needed to perform the job. These ratings are performed for each of the 72 abilities and knowledge. The F-JAS is easy to use by incumbents or trained analysts, and is supported by years of research. Fleishman Job Analysis Survey (F-JAS) It is a 132-item inventory developed by Pulakos, Arad, Donovan, and Plamondon (2000) that taps the extent to which a job incumbent needs to adapt to situations on the job. Job Adaptability Inventory It was developed by Raymark, Schmit, and Guion (1997) to identify the personality types needed to
perform job-related tasks. The __ consists of 107 items tapping 12 personality dimensions that fall under the “Big 5” personality dimensions (openness to experience, conscientiousness, extroversion, agreeableness, and emotional stability). Personality-Related Position Requirements Form (PPRF) It is
the process of assessing the relative value of jobs to determine appropriate compensation. A job evaluation is typically done in two stages: determining internal pay equity and determining external pay equity. involves comparing jobs within an organization to ensure that the people in jobs worth the most money are paid accordingly. The difficulty in this process, of course, is determining the worth of each job. , the worth of a job is determined by comparing the job to the external market (other organizations). External equity is important if an organization is to attract and retain employees. In other words, it must be competitive with the compensation plans of other organizations It is the notion that jobs that require equivalent KSAOs should be compensated equally. Which of the following is the most common method of conducting a job analysis?The most effective technique when collecting information for a job analysis is to obtain information through direct observation as well as from the most qualified incumbent(s) via questionnaires or interviews.
Is the job analysis method created by the federal government to replace the Dictionary of Occupational Titles?Occupational information (ONET)* This is a national job analysis system created by the federal government to replace the Dictionary of Occupational Titles (DOT), and is a major advancement in understanding the nature of work.
What source compiled by the Canadian government contains systematically standardized and comprehensive job descriptions in the Labour market?The National Occupational Classification (NOC) 2021 is published, in partnership by Employment and Social Development Canada (ESDC) and Statistics Canada (StatCan).
What is the purpose of the position analysis questionnaire quizlet?Using the PAQ provides an organization with information that helps in comparing jobs, even when they are dissimilar. Job analysis technique that asks subject-matter experts to evaluate a job in terms of the abilities required to perform the job.
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