LESSON 2 Personnel Psychology

An excellent job analysis interview technique was developed by _____ (1965) and reported by ________ (1981).

(1)Ammerman (2) Robinson

Performance Appraisal

- is a process for evaluating and documenting how well an employee is carrying out his or her job. - It is part of a company's performance management system. - are based on the employee's progress against goals set once a year with his or her manager.

Importance of Job Analysis

- it is the foundation for almost all human resources activities. - is the process of determining the work activities and requirements It is difficult to imagine how one could write a job description, select employees, evaluate performance, or conduct training programs

Threshold Traits Analysis

a method of identifying the traits required for acceptable performance in a given position. Subject-matter experts (usually supervisors or current holders of a position) rate the importance, uniqueness, relevance, level, and practicality of 33 traits for a particular position.

Job Elements Inventory or Job Components Inventory

a new job analysis technique examining the use of tools and equipment, physical and perceptual requirements, mathematical requirements, communication requirements, and decision-making and responsibility requirements, is introduced.

Job Classification

classify jobs into groups based on similarities in requirements and duties. useful for determining pay levels, transfers, and promotions.

Internal 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.

Job Adaptability Inventory

is a 132-item inventory developed by Pulakos, Arad, Donovan, and Plamondon (200) that taps the extent to which a job incumbent needs to adapt to situations on the job. The JAI has eight dimensions: 1. Handling emergencies or crisis situations 2. Handling work stress 3. Solving problems creatively 4. Dealing with uncertain and unpredictable work situations 5. Learning work tasks, technologies, and procedures 6. Demonstrating interpersonal adaptability 7. Demonstrating cultural adaptability 8. Demonstrating physically oriented adaptability

task inventory

An inventory of all the tasks that a job consists of. These tasks are often grouped under their duties.

Job Structure Profile (JSP)

A revised version of the PAQ was developed by Patrick and Moore (1985). The major changes in the revision, which is called the Job Structure Profile (JSP), include item content and style, new items to increase the discriminatory power of the intellectual and decision-making dimensions, and an emphasis on having a job analyst, rather than the incumbent, use the JSP

Employee Selection

By identifying such requirements, it is possible to select tests or develop interview questions that will determine whether a particular applicant possesses the necessary knowledge, skills, and abilities to carry out the requirements of the job.

Step 3: Determining the Factor Weights

Because some factors are more important than others, weights must be assigned to each factor and to each level within a factor. Here is the process for doing this: 1.A job evaluation committee determines the total number of points that will be distributed among the factors 2.Each factor is weighted by assigning a number of points. 3.The number of points assigned to a factor is then divided into each of the levels. 4.The total number of points for a job is compared with the salary currently being paid for the job.

Step 5: Selecting Tests to Tap KSAOs

Once the important KSAOs have been identified, the next step is to determine the best methods to tap the KSAOs needed at the time of hire. These methods will be used to select new employees and include such methods as interviews, work samples, ability tests, personality tests, reference checks, integrity tests, biodata, and assessment centers.

Step 4: Determine Essential KSAOs

Once the task analysis is completed and a job analyst has a list of tasks that are essential for the proper performance of a job, the next step is to identify the KSAOs needed to perform the tasks.

Step 3: Rate Task Statements

Once the task statements have been written (usually including some tasks), the next step is to conduct a task analysis—using a group of SMEs to rate each task statement on the frequency and the importance or criticality of the task

Step 2: Write Task Statements

Once the tasks have been identified, the next step is to write the task statements that will be used in the task inventory and included in the job description.

Organizational Analysis

During the course of their work, 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

Personpower Planning

One important but seldom employed use of job analysis is to determine worker mobility within an organization. - That is, if individuals are hired for a particular job, to what other jobs can they expect to eventually be promoted and become successful.

Job Analysis

Gathering, analyzing, and structuring information about a job's components.

Peter Principle

If you perform well in your job, you will likely be promoted to the next level of your organization's hierarchy.

Determining a Sex and Race Equity

In addition to analyses of internal and external equity, pay audits should also be conducted to ensure that employees are not paid differently on the basis of gender or race.

Group Job Analysis Interview

Interview, or SME conference, a larger number of employees are interviewed together

Critical Incident Technique (CIT)

It consists of a set of procedures for collecting direct observations of human behavior in such a way as to facilitate their potential usefulness in solving practical problems and developing broad psychological principles.

training

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 __________ programs.

Job Evaluation

Job analysis information can also be used to determine the worth of a job.

Job Design

Job analysis information can be used to determine the optimal way in which a job should be performed By analyzing a job, wasted and unsafe motions can be eliminated, resulting in higher productivity and reduced numbers of job injuries.

Job description

Job description a brief, two- to five-page summary of the tasks and job requirements found in the job analysis, this is? - The written result of job analysis

Knowledge, Skills, Abilities, and Other Characteristics. Define.

KSAO A knowledge is a body of information needed to perform a task. A skill is the proficiency to perform a learned task An ability is a basic capacity for performing a wide range of different tasks, acquiring a knowledge, or developing a skill. Other characteristics include such personal factors as personality, willingness, interest, and motivation and such tangible factors as licenses, degrees, and years of experience.

KSAOs

KSAOs are commonly referred to as competencies

Step 2: Determining the Levels for Each Compensable Factor

Once the compensable factors have been selected, the next step is to determine the levels for each factor. For a factor such as education, the levels are easy to determine (e.g., high school diploma, associate's degree, bachelor's degree). For factors such as responsibility, a considerable amount of time and discussion may be required to determine the levels.

is to identify the major job dimensions and the tasks performed for each dimension, the tools and equipment used to perform the tasks, and the conditions under which the tasks are performed. This information is usually gathered by obtaining previous information on the job, interviewing job incumbents, observing performance, or actually performing the job itself.

Step 1: Identify Tasks Performed

STEPS IN CONDUCTING JOB ANALYSIS

Step 1: Identify Tasks Performed Step 2: Write Task Statements Step 3: Rate Task Statements Step 4: Determine Essential KSAOs Step 5: Selecting Tests to Tap KSAOs

The most common method of conducting a job analysis is to interview

Subject Matter Experts (SMEs).

are people who are knowledgeable about the job and include job incumbents, supervisors, customers, and upper-level management

Subject Matter Experts (SMEs).

1. Convene a panel of experts that includes representatives from all levels of the organization. 2. Have the panel identify the objectives and standards that are to be met by the ideal incumbent. 3. Have the panel list the specific behaviors necessary for each objective or standard to be attained. 4. Have the panel identify which of the behaviors from step 3 are "critical" to reaching the objective. 5. Have the panel rank-order the objectives on the basis of importance.

The basic steps for the Ammerman technique are:

Step 1: Determining Compensable Job Factors

The first step in evaluating a job is to decide what factors differentiate the relative worth of jobs. Possible compensable job factors include: -Level of responsibility -Physical demands -Mental demands -Education requirements -Training and experience requirements -Working conditions

salary surveys

To determine external equity, organizations use__________

Job Components Inventory (JCI)

To take advantage of the PAQ's strengths while avoiding some of its problems, Banks, Jackson, Stafford, and Warr (1983) developed the______________________________ for use in England. a new job analysis technique examining the use of tools and equipment, physical and perceptual requirements, mathematical requirements, communication requirements, and decision-making and responsibility requirements, is introduced

Individual and Group

Two forms of Job Analysis Interviews

Direct Compensation

We have earlier discussed the amount of money a job is worth: this amount is called - involves monetary payments to employees for time worked or results obtained.

The Occupational Information Network (O*NET)

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 (Peterson et al., 2001). O*NET is a major advancement in understanding the nature of work, in large part because its developers understood that jobs can be viewed at four levels: economic, organizational, occupational, and individual.

Functional Job Analysis

is a process that is used to identify the essential functions of a job. This information can then be used to create a job description and determine the skills and abilities that are needed for the job.

Comparable Worth

is a way for companies to set employee salaries by ranking the value of comparable skills and responsibilities across professions, regardless of sex is an issue very much related to the discussion of job evaluation. Comparable worth is often in the news because some groups claim that female workers are paid less than male workers.

Position Analysis Questionnaire (PAQ)

is designed to collect detailed information about the duties and responsibilities of the position you fill as it currently exists. It is one of the most standardized job analysis methods, has acceptable levels of reliability, and its results for a particular position can be compared through computer analysis with thousands of other positions.

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.

Job Evaluation

it is important to determine how much employees in a position should be paid. This process of determining a job's worth is called job evaluation. A job evaluation is typically done in two stages: determining internal pay equity and determining external pay equity

The Office of Federal Contract Compliance Programs (OFCCP)

monitors these analyses to ensure that they are conducted and that contractors are not discriminating on the basis of pay.

Occupational information

refers to the collection of details about occupational and educational opportunities. Gathering and using occupational information is essential for an individual to select options that fit his/her interests, values, aptitudes and skills

Fleishman Job Analysis Survey (F-JAS)

requires incumbents or job analysts to view a series of abilities and to rate the level of ability needed to perform the job. T ese ratings are performed for each of the 72 abilities and knowledge.

Individual Job Analysis Interview

the job analyst interviews only one employee at a time

Personality-Related Position Requirements Form (PPRF)

to identify the personality types needed to perform job-related tasks. The PPRF 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). Though more research is needed, the PPRF is reliable and shows promise as a useful job analysis instrument for identifying the personality traits necessary to perform a job. is a public-domain job-analysis inventory specifically intended to map on to work-related personality traits

JCI consists of more than 400 questions covering five major categories:

tools and equipment perceptual and physical requirements mathematical requirements, communication requirements decision making responsibility.