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47 Cards in this Set
- Front
- Back
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What is job analysis? Who defined it best? |
- Process of gathering, organizing and analyzing info about job responsibilities, requirements, and conditions under which work is performed - Henemen and Judge (2009) |
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What are the foundations of Job Analysis' HR practices? What is involved in HR planning? |
-Legal Compliance -Employee Relations -Rewards -Safety and Health - Training -Staffing -Performance Management -Work Design/Skills Required |
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What is involved in Staffing? |
-Advertising in labor market -Selection methods, criteria, and planning |
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What aspects are involved in training? |
-Needs for employees -Program content -Training Evaluation |
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What aspects are involved in performance management? |
-Standards -Evaluation Criteria -Appraisal forms/methods -Feedback and communication |
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What aspects are involved in safety and health? |
-Must have certain training -PPE -Hazard communications -Accommodations for medical impairments |
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What aspects are involved in rewards? |
- Value of job for compensation purposes -FLSA (Fair labor Standards Act) Status -Pay Adjustments |
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What is FLSA? |
- Fair Labor and standards act - Federal law which establishes minimum wage, overtime pay eligibility, record keeping, and child labor standards affecting full-time and part-time workers in the private sector and in federal, state, and local governments. |
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What aspects are involved in Employee Relations? |
- Work rules, policies, procedures - Lines of authority and responsibility - Union Work settings |
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What is involved in legal compliance? |
- Record keeping - Accommodations - Training -Compensation -EEO practices -Affirmative Action |
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What are the types/approaches of job analysis? Where are they located? How are they defined? |
- Brannick and Levine (2002) - Work Oriented: Methods that focus on what the worker does (tasks, tools, machines, etc.) - Worker Oriented: What worker needs to accomplish job (strength, mental ability, knowledge of laws) - Hybrid Methods: Gathering work about work/worker simulataneously |
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What are the work-oriented methods? Where is this defined? (4 total) |
- Brannick and Levine (2002) - Time and Motion: Small elements of movement with appendages required to do the work/relationship with one another - Functional JA: Based on tasks, all work aspects related to ppl, data or things - Task Inventories: List of all work activities to perform a job/jobs- presented in rated survey format - Critical Incident Technique: Requires incumbent to recall exceptional/poor perf on job- restricts JA info by ignoring norm |
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What are the worker-oriented methods? Where are they defined? (4 total) |
Brannick and Levine (2002) - Job Element: Focus on KSAOs' degree of importance for selection/training - Position Analysis Questionnaire (PAQ): Generic description of describing basic job nature - Trait-Based Methods -Cognitive Task Analysis: Collection of techniques focused on understanding the mental process for task completion |
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What are some trait-based Methods? What are they apart of? |
- Threshold Traits Analysis: Can do and Will do, 33 traits of abilities and motivation - Ability Requirements Scale: Tests for which abilities are needed to do a job -Occupational Reinforce Pattern: Fit occupational needs of individual based on the type of reinforcement -Cognitive Task Analysis: Understanding mental activity used to carry out a task - The Worker-Oriented Portions of JA |
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What are the hybrid JA methods? |
Brannick and Levine (2002) - Combination Job Analysis Method: What/how gets done on job, and human attributed needed to do the job -Multi-method Job Design Ques: Analyzing jobs based on biological, mechanical, motivational, perceptual/motor aspects -O*Net: Occupational database centered around 6 descriptors as a content model |
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What are the steps in planning to do a JA? (6 Steps) |
1. Determine job to analyze 2. Determine info needed 3. Determine basic methods of gathering info 4. Plan info gathering 5. Conduct JA 6. Clearly document the info |
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What are some JA tools to use to gather data? |
- Questionnaires -Surveys -Interviews -Work diary |
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What should you ask about in a JA interview? (10 aspects) |
1. KSAOs 2. Supervisory Functions 3. Major/Minor Responsibilities 4. Training/Development 5. Hazards 6. Physical Demands 7. Tools and Equipment 8. Relationships with others 9. Description of Job 10. Demographic Info |
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What are some sources of information for JA? |
- Incumbent - Supervisor/Manager - Former Jobholders - Job analyst -SMEs - Industry Resources - Professional Organizations like Society for Human Resource Management (SHRM) |
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What are some inaccuracies within JA? Which literature is this from? |
-Morgeson and Campion (1997) and Brannick and Levine (2002) - Conformity Pressures, Motivation Loss, Social Desirability, Info Overload, Inadequate Info |
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What is Job Description? |
Written description of the essence of a job Brannick and Levine (2002) |
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What are the sections of a Job Description? ( 9 total) |
- Job title -O*Net codes - Summary of Duties - Equipment needed for job - Hazards - Physical Demands - Similar positions - Career Paths - Work performed |
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What is included in a Major Work Behavior? How is this determined? |
- Specific job duty (paperwork, emails, organizing meetings, etc.) - Relationships with others - Tasks that are done frequently - Criticality = fequency of task x importance of job (1-5 scale, 10%-90% freq scale) |
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What is included in a Functional Job Analysis? What method is this a part of? |
- Part of Work- Oriented Method (task based/data, ppl, thing) - Position, Duty (general resp), task (what gets done), what (for what/who), why (purpose), how (tools, instruction), Worker functions (data, ppl, things) |
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What literature discusses Cultural Application of JA? What does is discuss? |
- Taylor, Li Shi and Borman (2008) - JA in different countries outside the US need to happen, but lots of JA info developed here- how will that translate to other cultures? Are the jobs performed there similar to here? |
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Americans with Disabilities Act |
Essential Functions
Reasonable Accomodations |
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FMLA |
Family and Medical Leave Act Condition must be bad enough that you can't do your job, okayed by a physician, and your employer approves it |
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Discrimination and Adverse Impact |
- Unfair treatment of minority group or protected class members |
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What are Job Specifications/ KSAOs? |
- Statement of educational qualifications, qualities, level of experience, physical, emotional, technical and communication skills required to perform a job - Knowledge (specialized, accessible info), Skills (specialized bx for a task), Abilities (something someone can do, sometimes born with), Other characteristics (interests, temperaments, personalities) |
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What are the purposes of Job Specifications? |
- Understand candidate's eligibility - Recruiters understand what qualifications are necessary within a candidate - Detailed info about job (responsibilities, desired technical/physical skills, conversational ability) - Helps in selected most appropriate candidate for job |
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What are the types of Competencies? |
- Behavioral (Life skills): communication, problem solving, analytical ability - Functional: Processes. or roles within orgs, skill in the exercise of practices- required for accomplishment of tasks - Professional: Accelerators of performance, ex: business environment, industry standards, people management, etc. |
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What are the reasons for competencies? |
- Uses business language, moreso than psychology terms - Easily accessible |
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What are the steps in writing competencies? |
1. Unique individual difference capability 2. Contain enough detail to capture essence of unique individual difference/variation 3. Don't use psychological construct as references 4. No trivial competency statements 5. Use meaningful language within company 6. Easy to read 7. Same level of detail across board 8. Organize by qualitative or rational approach |
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Define competency modeling |
- Focus on personal characteristics needed for success needed in a broader job role (staffing, planning, compensation, performance management, training and development) |
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What are the steps in developing a competency model? |
1. Review docs that concern company's vision, mission, etc. 2. Analyze components of key jobs/ roles 3. Assess future needs for changing skill sets 4. Select Critical competencies to be included in model 5. Determine best method to make competencies 6. Validate model by comparing avg. v. superior performance in terms of measured competencies 7. Refine model - avg. v. superior performers |
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What are the uses for competency modeling? |
1. Recruiting and Selection 2. Training 3. Performance Appraisal (evaluation) 4. Promotion 5. Career development 6. Record employee data 7. Compensation/pay 8. Retention initiatives/downsizing reduction 9. Org Change |
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What are some challenges faced with competency modeling? |
1. Time 2. Lack of Knowledge 3. Rapid Change 4. Quick-pick methods 5. Selection of easily visible skills 6. Learning and other processes 7. Increasing popularity of strengths-based programs |
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What are the similarities between JA and CM? |
- Supplemental to one anoter - Fit into HR and organizations - Utilize SMEs, incumbents, to rate importance - Utilize KSAOs -Provide foundation for HR systems/activities - Hybrid Methods |
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What are the differences between JA and CM? |
JA: - Rigorous, demographic data for description, understand work assignments, work/task based, tech skills, detailed, descriptive, focuses solely on job, past orientated, collects data using KSAOs CM: - Replaces JA, not as rigorous, link to strategy, influence assignments, results linked to business goals, worker oriented, simple, focuses on all jobs, future oriented, identify and measure KSAOs to do well |
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Blended Approach |
Schippmann- Org strategy and methodological rigor required for orgs Lievens- largest increase in inter rater reliability and discriminant validity |
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What are the problems with JA? |
-Time Consuming - Costly - Lack of Management - Lack of Employee Support - Inability to Identify the Need of Job Analysis - Using Single Data Source - Biased Nature of JA |
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What are the common types of Organizational Citizenship Behaviors? (OCBs) 5 total |
Altruism: Help others for nothing in return Courtesy: Polite and considerate towards other people Sportsmanship: Behavior when things don't go your way Conscientiousness: Reasonable level of self-control and discipline Civic Virtue: How well a person represents an organization |
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What are the criterion development types? |
1. Dustbowl (measures everything, see what correlates, ask q's later, not really accurate or used anymore) 2. Values (Criteria are expressions, performance is valued, all criteria has rationale, org values, inducive) 3. Theoretical (KSAO theory of relationship performance, deductive, develop measure to tap into performance construct) |
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What are the aspects of criterion theory/problem? What literature is this from? |
- Austin and Villanova (1992) - Contamination: Interested in voluntary absence, reason may not be accurate - Relevance: Low base rate phenomena, Need to collect data over time for stability - Deficiency: Not usually normal distribution, usually a few individuals are responsible for majority of distribution |
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Subjective v. Objective Criteria |
Objective: - Use of Quan measures, no subjective judgement (absenteeism, turnover, sales) - Measures (Borman): Turnover, absense, production/sales, job level, salary, CWB, discipline, awards, tests) Subjective: Rankings or ratings made by individuals knowledgeable about performance (peer ratings, supervisory ratings) |
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Contextual Criterion Measure |
- Activities beyond formal tasks - Indirectly contribute to org success, not job (OCBs, volunteering) |
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What does O*Net Measure? |
- 6 Criteria: Worker Characteristics (abilities, interests, values styles), worker requirements (skills, knowledge, education), Experience required (experience and training skills, entry training), occupational requirements (gen work activities, detailed work activities), workforce characteristics (labor market info), occupation specific info (tasks, tools) |
