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Conducting a Job Analysis

Step 1: Identify Tasks Performed Step 2: Write Task Statements Step 3: Rate Task Statements

Step 2: Write Task Statements

a properly written task statement must contain an action (what is done) and an object (to which the action is done). Often, task statements will also include such components as where the task is done, how it is done, why it is done, and when it is done. task statements should not be competencies or policies

Step 1: Identify Tasks Performed

gather existing info: job descriptions, task inventories, and training manuals. interviewing SMEs are people who are knowledgeable about the job and include job incumbents, supervisors, customers, and upper-level management. (obtain information about the job itself rather than about the person doing the job.) interview in groups or individual: 1. Prepare for the interview by announcing the job analysis to the employees well in advance by selecting a quiet and private interview location. 2. Open the interview by establishing rapport, putting the worker at ease, and explaining the purpose of the interview. 3. Conduct the interview by asking open-ended questions, using easyto-understand vocabulary, and allowing sufficient time for the employee to talk and answer questions. Avoid being condescending and disagreeing with the incumbent. comittee: committee-based approach, a committee of SMEs meets to brainstorm the major duties involved in a job. Once this has been done, the committee identifies the tasks (work-related activities) that must be completed for each of the duties. Ammerman technique 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. Observing Incumbents (useful job analysis methods, especially when used in conjunction with other methods Job Participation.

Step 3: Rate Task Statements

task analysis—using a group of SMEs to rate each task statement on the frequency and the importance or criticality of the task being performed. Tasks will not be included in the job description if their average frequency rating is 0.5 or below. Tasks will not be included in the final task inventory if they have either an average rating of 0.5 or less on either the frequency (F) or importance (I) scales or an average combined rating (CR) of less than 2. rating scale: frequency, importance

Job competencies listed in job description

The competencies section should be divided into two subsections. The first contains KSAOs that an employee must have at the time of hiring. The second subsection contains the KSAOs that are an important part of the job but can be obtained after being hired. The first set of KSAOs is used for employee selection and the second for training purposes (Wooten, 1993).

Writing a Good Job Description

a relatively short summary of a job should be updated if a job changes significantly. it must describe a job in enough detail that decisions about activities such as selection and training can be made. first is that duties can always be added to a job description, which can, and should, be updated on a regular basis. The second is that the phrase"and performs other job-related duties as assigned"should be included in the job description. A job description should contain the following eight sections: job title, brief summary, work activities, tools and equipment used, work context, performance standards, compensation information, and personal requirements. Job titles can also affect perceptions of the status and worth of a job. The first set of KSAOs is used for employee selection and the second for training purposes

Importance of Job Analysis

the job analysis is the process of determining the work activities and requirements, and the job description is the written result of the job analysis. 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. Job analyses yield lists of job activities that can be systematically used to create training programs. use of job analysis is to determine worker mobility within an organization.promote the best employee from the most similar job—that is, a job that already involves much of the same knowledge, skills, and abilities as the supervisor's job. With this approach, there is a better match between the person being promoted and the requirements of the job. use of specific, job-related categories leads to more accurate performance appraisals that are better accepted not only by employees but also by the courts (Werner & Bolino, 1997). In addition, when properly administered and utilized, job-related performance appraisals can serve as an excellent source of employee training and counseling. determine the worth of a job. determine the optimal way in which a job should be performed. any employment decision must be based on job-related information. One legally acceptable way to directly determine job relatedness is by job analysis.

job analysis

will be committee based or field based. committee-based job analysis, a group of subject-matter experts field-based job analysis, the job analyst individually interviews/observes a number of incumbents out in the field. decide a number of participants needed then select in as random a way as practical yet still be representative. (employee differences in gender, race, job performance level, experience, job enjoyment, and personality can at times result in slightly different job analysis outcomes.) determine level of specificity (specific or general requirements) formal versus informal requirements. formal-