Staffing Organizations

02
Chapter 2:
Job Analysis and Rewards

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 Learning Objectives for Chapter 2
• 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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 Job Analysis and Rewards
The Need for 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
• The changing nature of jobs
– Jobs are constantly evolving
– Need for greater flexibility
– Team- based work
– Employees need to go beyond “tasks and duties as written”

• Job analyses must be able to adapt to these conditions

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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

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 Comparison of Types of Job Analysis
 Analyses Job requirements Competency Job rewards

Collect information on
Collect information on
company strategy to Collect information from
activities performed on the
Method determine KSAOs and employees on preferences
job to assess needed
behavioral capabilities and outcomes of jobs
KSAOs for each job
across the organization

Collect data on tasks,

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

Documents task
Links organizational Provides guidance for how
requirements for legal
Staffing strategy with planning to develop recruiting
purposes, determines
implications process and determines materials and retention
specific KSAOs for
broad KSAOs for selection strategies
selection

Comparison of Types of Job Analysis, Appendix

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 Job Analysis and Rewards
Job Requirements Job Analysis

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 Job Requirements Job Analysis: Overview

• Definition
– Process of studying jobs to gather, analyze, synthesize, and report
information about job requirements
– Specific KSAOs for the job

• Has different degrees of relevance to staffing activities

• Support activity for staffing activities
• Provides foundation for successful staffing systems

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 Job Requirements Approach

Jump to Job Requirements Approach, Appendix

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 Job Requirements Matrix, 1
Specific Tasks Task Dimensions Importance of Nature of K S A O’s Importance to K S
Tasks as a A O’s Tasks in a
Percentage of Rating of 1 to 5
Time Spent
1. Arrange schedules A. Supervision 30 1. Knowledge of 4.9
with office office operations
assistant slash and policies
volunteers to 2. Ability to match 4.6
ensure that office people to tasks
will be staffed according to their
2. Assign office tasks A. Supervision skills and hours
to office assistant of availability
slash volunteers to 3. Skill in 2.9
ensure interaction with
coordination of diverse people
activities 4. Skill in 4.0
determining types
and priorities of
tasks

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 Job Requirements Matrix, 2
Specific Tasks Task Importance of Nature of K S A O’s Importance to
Dimensions Tasks as a K S A O’s
Percentage of Tasks in a
Time Spent Rating of 1 to
5
3. Compose and edit B. Document 20 1. Knowledge of typing 3.1
letters, memos, and preparation formats
reports based on 2. Knowledge of spelling 5.0
supervisory direction and punctuation
4. Prepare graphs and 3. Knowledge of graphics
other visual material to display software 2.0
supplement reports B. Document 4. Ability to proofread
5. Proofread typed copy preparation and correct work 5.0
and correct grammar, 5. Skill in use of
punctuation, and WordPerfect, most 4.3
typographical errors in current version
order to produce high- B. Document 6. Skill in creating
quality materials preparation visually appealing and 3.4
understandable graphs

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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 Task 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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 Knowledge, Skills, Abilities, and Other Characteristics
KSAO What is it? Examples Workplace relevance
category
Knowledge Information that can -Knowing what a solid state drive is and -Easily assessed with factual questions
be applied to tasks why it’s useful for a computer -Forms the basis for communication
-Knowing the steps in writing a job -Knowledgeable individuals can train others
description

Skill Competence for -Skill in diagnosing and repairing problems -Assessed with job simulations or
working with or with solid state drives experience
applying knowledge -Skill in efficiently collecting job analysis -Directly linked to performance of the job
information and writing task statements -Can be learned on-the-job with guidance

Ability Underlying trait useful -Ability to perform fine motor activities -Assessed through abstract tests
for learning about and -Ability to understand complex, multi-step -Linked to future potential
performing a task instructions -Must be present at selection; very hard to
develop

Other Characteristics that -Motivation to perform well -Challenging to assess because subjective
characteristic guide or direct actions -Being responsible and organized -Very important for turning KSA’s into
-Values consistent with organizational performance
norms

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 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 Thorough, rich information
R professionals watch Does not rely on intermediary information sources
incumbents perform the Not appropriate for jobs that are largely mental in
job character
Incumbents may behave differently if they know
they’re being observed
Interviews H R professionals discuss Take the incumbent’s knowledge of the position into
job requirements with job account
incumbents and managers Time-consuming and costly
Quality depends on the knowledge and ability of the
interviewee and skill of the interviewer

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 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 Managers, representatives from H
force R, and incumbents meet to discuss
job descriptions
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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
 Choosing Between Internal Staff or External Consultants for
Job Analysis, 1

Internal Staff Consultant

Cost of technical or procedural failure is low Cost of technical or procedural failure is high
Project scope is limited Project scope is comprehensive and slash or
large
Need for job data ongoing Need for job data is a one-time, isolated event

There is a desire to develop internal staff There is a need for assured availability of
skills in job analysis each type and level of job analysis skill

Strong management controls are in place to Predictability of project cost can depend on
control project costs adhering to work plan

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 Choosing Between Internal Staff or External Consultants for
Job Analysis, 2

Internal Staff Consultant

Knowledge of organization’s norms, Technical innovativeness and quality are
“culture,” and jargon is critical critical
Technical credibility of internal staff is high Leverage of external “expert” status is needed
to execute project
Process and products of the project are Process and products of the project are likely
unlikely to be challenged to be legally, technically, or politically
scrutinized
Rational or narrative job analysis methods are Commercial or proprietary job analysis
desired methods are desired

Data collected are qualitative Data collection methods are structured,

standardized, and slash or quantitative

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 Job Analysis and Rewards
Competency-Based Job Analysis

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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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 Organization Use of Competencies

• 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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 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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 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

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 Job Analysis and Rewards
Job Rewards

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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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 Collecting Job Rewards Information

• Within the organization

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

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 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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 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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 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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