PART 2

SUPPORT ACTIVITIES

Chapter 4
Job Analysis and Rewards
 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
 LEARNING OBJECTIVES FOR CHAPTER 4
• 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
 JOB ANALYSIS

“a systematic process of identifying and

describing the important aspects of a
job and the characteristics workers need
to perform the job well”.

4
 REFRESH YOUR MEMORY….
• Do you remember what we want to get from job
analysis?

Job Analysis

Job Description and

Job Specification

Recruitment Performance
Compensation Training
& Selection Appraisal

5
 REFRESH YOUR MEMORY….
• Do you remember how we collect information for job analysis?

Job Analysis

Data
collection
method

Interview Observation Diary / Log Questionnaire

6
 JOB ANALYSIS PURPOSES
Determining job entry requirements

Developing a company’s strategic recruiting plan

Selecting individuals for employment

Developing employee training plans

Designing compensation systems

Developing performance evaluation measures

•Job analyses also help group
jobs into job families or
groupings of jobs that either call
for similar worker characteristics
or contain parallel work tasks.

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 4-9

JOB FAMILIES
JOB ANALYSIS TERMINOLOGY
10
 CHANGING NATURE OF JOBS
• Jobs are constantly evolving
• The traditional way of designing a job
• Identify and define its elements and tasks precisely
• Shortcomings of the traditional view
• Jobs are constantly evolving
• Flexible jobs have frequently changing task and
KSAO requirements
• Need for new, general skills or competencies like
teamwork and engagement
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 FUTURE-ORIENTED JOB ANALYSIS
• job analysis technique for analyzing new jobs or analyzing how
jobs will look in the future

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DID YOU KNOW ROBOTS WILL
REPLACE UP TO 20 MILLION
FACTORY JOBS BY 2030 ?
 A NEWER CONCEPTUALIZATION OF
JOB ANALYSIS

Job Analysis

Job Competency-
Job rewards
requirements based
approach
approach approach

General Extrinsic and

Specific tasks
KSAOs, Intrinsic
and KSAOs
Job-spanning rewards 16
 JOB REQUIREMENTS APPROACH

• The conventional/traditional approach

• The one we have learned from HRM
• Process of studying jobs to gather, analyze,
synthesize, and report information about job
requirements
• Goals:
• Seeks to identify & describe the specific tasks,
KSAOs & job context for a particular job.
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Job requirements approach

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 EX. 4.2: JOB REQUIREMENTS
19
APPROACH TO JOB ANALYSIS
 JOB REQUIREMENTS MATRIX
• Shows the key component of job
requirements Job Analysis, each of which
must be explicitly considered for inclusion in
any job requirements JA.

• Serves as the basic informational source or

document for any job in terms of its job
requirements
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• The resultant information serves as a basic
input & guide to all subsequent staffing
activities.

• The nature of these KSAOs is presented, along

with a rating (1-5) of how important each
KSAO is for performance of the task
dimensions.
 JOB REQUIREMENTS MATRIX, 1
Specific Tasks Task Dimensions Importance Nature of K S A O’s Importance to
of Tasks as a K S A O’s Tasks in
Percentage a Rating of 1 to 5
of Time
Spent
1. Arrange schedules A. Supervision 30 1. Knowledge of office 4
with office assistant operations and
slash volunteers to policies
ensure that office will 2. Ability to match 4
be staffed people to tasks
2. Assign office tasks to according to their
office assistant slash A. Supervision skills and hours of
volunteers to ensure availability
coordination of 3. Skill in interaction 3
activities with diverse people
4. Skill in determining
types and priorities 3
of tasks
 JOB REQUIREMENTS MATRIX, 2
Specific Tasks Task Dimensions Importance of Nature of K S A O’s Importance to
Tasks as a K S A O’s Tasks
Percentage of in a Rating of 1
Time Spent to 5
(1- least
important, 5 –
most
important)
3. Compose and edit B. Document 20 1. Knowledge of typing 3
letters, memos, and preparation formats 5
reports based on 2. Knowledge of spelling
supervisory direction and punctuation 2
4. Prepare graphs and 3. Knowledge of graphics
other visual material to display software 4
supplement reports B. Document 4. Ability to proofread and
5. Proofread typed copy preparation correct work 5
and correct grammar, 5. Skill in use of
punctuation, and WordPerfect, most 4
typographical errors in current version
order to produce high- B. Document 6. Skill in creating visually
quality materials preparation appealing and
understandable graphs
Job context: Indoors, cubicle, business clothes, mostly sitting and standing, no environmental or job hazards
 TASK STATEMENTS
• JA begins with the development of task statements

• Objective
• Identify & record a set of tasks that includes all of
the job’s major tasks & excluded non relevant tasks

• objectively written descriptions of the behaviors or

work activities engaged in by employees in order to
perform the job
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• 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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 USE OF SENTENCE ANALYSIS
26

TECHNIQUE FOR TASK STATEMENTS

 TASK DIMENSIONS

• 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
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https://www.onetonline.org/
28
 KSAOS
• What are KSAOs?
• Knowledge

• Skill

• Ability

• Other Characteristics

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 KNOWLEDGE

• Body of information (conceptual, factual, procedural) that

can be applied directly to the performance of tasks.

• Tends to be quite focused or specific in terms of job,

organization or occupation.

• O*NET provides assistance in identifying writing & writing

statements
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 SKILL

• Refers to an observable competence for

working with or applying knowledge to perform
a particular task or a closely related set of tasks

• Not an enduring characteristics, it depends on

experience & practice.

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32
 ABILITY

• Underlying, enduring trait of the person that is useful

for performing a range of different tasks.

• Differs from a skill in that it is less likely to change over

time & is applicable across a wide set of tasks
encountered in many different jobs.

• 4 general categories of abilities;

• Cognitive, psychomotor, physical & sensory
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34
 OTHER CHARACTERISTICS

• Category for factors that

do not fit neatly into the K,
S & A categories.
• Legal requirements e.g
20/20 eye sight for pilots

35
36
37
 4-38

JOB DESCRIPTION

A written description of the

tasks, duties and
responsibilities (TDR)
associated with the job itself.

Describes tasks, task

dimensions, importance of
tasks / dimensions, and job
context
 JOB DESCRIPTIONS
• Job description
• Includes
• Job family, job title, job summary
• Task statements and dimensions
• Importance indicators
• Job context indicators
• Date conducted
39
41
42
 JOB SPECIFICATIONS

•a list of the knowledge, skills, abilities,

and other characteristics (KSAOs) that
an individual must have to perform a
particular job.

44
 METHODS OF COLLECTING JOB
REQUIREMENT INFORMATION

1 •Prior information

2 •Observation

3 •Interviews

4 •Task questionnaire

5 •Committee or task force

46
 CRITERIA GUIDING CHOICE OF JOB ANALYSIS METHODS, 1

Method Sources Advantages and Disadvantages

Prior information Current job descriptions Readily available
Training manuals Inexpensive
Performance appraisals External sources may not match jobs in your
O*NET organization
Focus is on how jobs have been done previously, not
how they will be done in the future

Observation Trained job analysts or H R Thorough, rich information

professionals watch incumbents
perform the job
Does not rely on intermediary information sources
Not appropriate for jobs that are largely mental in
character
Incumbents may behave differently if they know
they’re being observed

Interviews H R professionals discuss job
requirements with job incumbents and
managers
Take the incumbent’s knowledge of the position into
account
Time-consuming and costly
Quality depends on the knowledge and ability of the
interviewee and skill of the interviewer
 CRITERIA GUIDING CHOICE OF JOB ANALYSIS METHODS, 2
Method Sources
Task questionnaire Job incumbents, managers, and H R
professionals complete a standardized
form with questions regarding the job
Committee or task force Managers, representatives from H R,
and incumbents meet to discuss job
descriptions
Advantages and Disadvantages
Standardized method across a variety of jobs
Can combine information from large numbers of
incumbents quickly
Developing questionnaires can be expensive and time-
consuming
Requires that incumbents be capable of completing
the forms accurately
Brings expertise of a variety of individuals into the
process
Increases reliability of the process
Enhances acceptance of the final product
Significant investment of staff time
 SOURCES TO BE USED
1 •Job analyst

2 •Job Incumbents

3 •Supervisors

4 •Subject Matter Experts

5 •Combined sources
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 JOB ANALYST
• A job analyst is someone who, by virtue of job title
and training, is available and suited to conduct job
analyses and to guide the job analysis process.
• brings a combination of expertise & neutrality to
the work.
• may be perceived as an outsider by incumbents
and supervisors, -may result in questioning the
analyst’s job knowledge and expertise, as well as
trustworthiness.
50
• lack detailed knowledge of the jobs to be
analyzed, especially in an organization with
many different job titles.

• having specially designated job analysts (either

employees or outside consultants) tends to be
expensive.
 JOB INCUMBENTS
• familiarity with tasks, KSAOs, and job context.
• may become more accepting of the job
analysis process and its results through their
participation in it.
• may lack the knowledge or insights necessary
to provide inclusive information, e.g.
probationary or part- time employees.

52
• Some employees may also have difficulty in
describing the tasks involved in their job or
in being able to infer and articulate the
underlying KSAOs necessary for the job.

• their motivation to be a willing and

accurate source.
 SUPERVISORS

• could & should be considered excellent sources for

use in job analysis.
• play a major role in defining it and later in
adding/deleting job tasks (as in evolving and
flexible jobs).
• Moreover, supervisors ultimately have to accept the
resulting descriptions and specifications for jobs they
supervise; inclusion of them as a source seems a
way to ensure such acceptance.
54
 SUBJECT MATTER EXPERTS
(SMES)
• bring particular expertise to the job analysis
process, an expertise not thought to be available
through standard sources.
• Though the exact qualifications for being
designated an SME are far from clear, (e.g.,
recently promoted employees), private consultants,
customer/clients, and
• a common requirement is that they have recent,
firsthand knowledge of the job being analyzed
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 COMBINED SOURCES

• Combinations of sources, like combinations of

methods, are most likely to be used in a typical
job analysis.
• This is not only likely but also desirable.
• Through a pooling of such sources and the
information they provide, an accurate and
acceptable job analysis is most likely to result.
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HOW ZAPPOS WILL RUN WITH NO JOB TITLES
 Job Analysis

Job Competency-
Job rewards
requirements based
approach
approach approach

General Extrinsic and

Specific tasks
KSAOs, Intrinsic
and KSAOs
Job-spanning rewards
59
 COMPETENCY BASED JOB ANALYSIS

• Seeks to identify & describe General KSAOs for

required across a range of jobs;

• task & work context requirements are of little

concern.

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• Nature of competencies
• an underlying characteristic of an individual
that contributes to job or role performance
and to organizational success
 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
EXAMPLES OF COMPETENCIES

66
 Job Analysis

Job Competency-
Job rewards
requirements based
approach
approach approach

General Extrinsic and

Specific tasks
KSAOs, Intrinsic
and KSAOs
Job-spanning rewards
67
 JOB REWARDS ANALYSIS
• Job rewards analysis: identifies the intrinsic and extrinsic
rewards of a job
• The combination of intrinsic and extrinsic rewards are a job’s
total rewards
 EXTRINSIC REWARDS ( GIVEN TO
YOU BY OTHERS)
• Analyzes the extrinsic rewards that have
monetary value
• external to the job itself
• designed and granted to employees by
the organization
• E.g. base pay, bonuses, and benefits. work
schedule, advancement, job security
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 Intrinsic rewards ( within yourself)

• Analyzes the intrinsic rewards that are non-monetary and

derived from the work itself and the firm’s culture
• intangibles
• experienced by employees as an outgrowth of doing the job
• E.g. the satisfaction of meeting personal goals, continuous
learning, and doing meaningful work.
• variety in work duties, autonomy, feedback, coworker and
supervisor relations
•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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BOSS TAKES 6400 EMPLOYEES ON ALL
EXPENSES PAID TRIP TO FRANCE
JOB REWARDS MATRIX
 JOB REWARDS MATRIX, CONT.

Copyright © 2015 Pearson Education, Inc.

 JOB REWARD DIMENSIONS
• Amount refers to how much of it is received.
 how much pay, what level of task variety
• Differential is how consistent the reward is across different
employees.
 all employees receive the same number of vacation days,
but merit bonuses range from 2% to 15% of base pay
• Stability is how reliable the reward is.
• Is the reward the same all of the time, or does it change
(e.g., does it vary based on organizational performance or
business requirements?)
 COOLEST OFFICE
EVER? (GOOGLE
OFFICE TOUR))
•https://www.youtube.com/watch?v=HBe
6XUFvtRY
 JOB REWARDS:
COLLECTING INFORMATION

• Within the organization

• Interviews with employees
• Surveys with employees

• Outside the organization

• SHRM survey (UK) – MIHRM ( Malaysia)
• Organizational practices e.g salary survey
79