Part 2

Support Activities
Chapter 4:
Job Analysis and Rewards

McGraw-Hill
Education
Copyright © 2015 by McGraw-Hill Education, All Rights Reserved.
 Staffing Organizations Model
Organization
Mission
Goals and Objectives

Organization Strategy HR and Staffing Strategy

Staffing Policies and Programs

Support Activities Core Staffing Activities
Legal compliance Recruitment: External, internal
Selection:
Planning Measurement, external, internal
Employment:
Job analysis Decision making, final match
Staffing System and Retention Management
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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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 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
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Exhibit 4.1 Comparison of Types of
Job Analysis
Job requirements Competency Job rewards
Method Collect information on Collect information on Collect information
activities performed on company strategy to from employees on
the job to assess determine KSAOs and preferences and
needed KSAOs for each behavioral capabilities outcomes of jobs
job across the organization

Process Collect data on tasks, Discuss strategy with Develop lists of

duties, responsibilities executives, then review potential rewards for a
from incumbents and how each job fits with job and survey job
supervisors, develop job the overall goals incumbents and leaders
requirements matrix

Staffing implications Documents task Links organizational Provides guidance for

requirements for legal strategy with planning how to develop
purposes, determines process and determines recruiting materials and
specific KSAOs for broad KSAOs for retention strategies
selection selection

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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 4-7
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 4-12
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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 Job Descriptions and
Job Specifications
• Job description
• Describes tasks, task dimensions, importance of task
/ dimensions, and job context
• Includes
• Job family, job title, job summary
• Task statements and dimensions
• Importance indicators
• Job context indicators
• Date conducted
• Job specifications 4-16
• Describes KSAOs
 Collecting Job Requirements
Information
• Methods
• Prior information
• Observation • Sources to be used
• Interviews • Job analyst
• Task questionnaire • Job incumbents
• Committee or task • Supervisors
force
• Subject matter
experts

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

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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
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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 4-23
The “Great Eight” Competencies
• Leading: initiates action, gives direction
• Supporting: shows respect, puts people first
• Presenting: communicates and networks effectivel
• 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
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 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 4-25
 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 4-26
 Job Rewards:
Collecting Information
• Within the organization
• Interviews with employees
• Surveys with employees
• Outside the organization
• SHRM survey
• Organizational practices
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 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? 4-29
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 4-31
 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?
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