Part 2
Support Activities
Chapter 4:
Job Analysis and Rewards
McGraw-Hill
Education
Copyright © 2015 by McGraw-Hill Education, All Rights Reserved.
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
Planning
Recruitment:
Selection:
External, internal
Measurement, external, internal
Job analysis
Employment:
Decision making, final match
Staffing System and Retention Management
4-2
Chapter Outline



Changing Nature of Jobs
Job Requirements Job
Analysis
 Job Requirements Matrix
 Job Descriptions and Job
Specifications
 Collecting Job
Requirements Information
Competency-Based Job
Analysis
 Nature of Competencies
 Collecting Competency
Information



Job Rewards
 Types of Rewards
 Employee Value
Proposition
 Collecting Job Rewards
Information
Job Analysis for Teams
Legal Issues
 Job Relatedness and
Court Cases
 Essential Job Functions
4-3
Learning Objectives for This
Chapter

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
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
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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
4-4
Discussion Questions for This
Chapter







What is the purpose of each type of job analysis, and how can the
three types described in this chapter be combined to produce an
overall understanding of work in an organization?
How should task statements be written, and what sorts of problems
might you encounter in asking a job incumbent to write these
statements?
Would it be better to first identify task dimensions and then create
specific task statements for each dimension, or should task
statements be identified first and then used to create task
dimensions?
What would you consider when trying to decide what criteria (e.g.,
percent time spent) to use for gathering indications about task
importance?
What are the advantages and disadvantages of using multiple
methods of job analysis for a particular job? Multiple sources?
What are the advantages and disadvantages of identifying and using
general competencies to guide staffing activities?
Referring to Exhibit 4.18, why do you think HR professionals were
not able to very accurately predict the importance of many rewards
to employees? What are the implications for creating the EVP?
4-5
The Need for Job Analysis

The process of studying jobs in order to
gather, analyze, synthesize, and report
information about job requirements and
rewards
 Three main types



Job requirements
Competency-based
Job rewards
4-6
Exhibit 4.1 Comparison of Types of
Job Analysis
Method
Process
Staffing implications
Job requirements
Collect information on
activities performed on
the job to assess
needed KSAOs for
each job
Collect data on tasks,
duties, responsibilities
from incumbents and
supervisors, develop
job requirements
matrix
Documents task
requirements for legal
purposes, determines
specific KSAOs for
selection
Competency
Collect information on
company strategy to
determine KSAOs
and behavioral
capabilities across the
organization
Discuss strategy with
executives, then
review how each job
fits with the overall
goals
Job rewards
Collect information
from employees on
preferences and
outcomes of jobs
Links organizational
strategy with planning
process and
determines broad
KSAOs for selection
Provides guidance for
how to develop
recruiting materials
and retention
strategies
Develop lists of
potential rewards for a
job and survey job
incumbents and
leaders
4-7
Changing Nature of Jobs

Major sources of change
Jobs are constantly evolving
 Need for greater flexibility
 Team- based work
 Employees need to go beyond “tasks and
duties as written”


Implication

Job analyses must be able to adapt to these
conditions
4-8
Job Requirements Job Analysis:
Overview

Definition


Process of studying jobs to gather, analyze, synthesize, and
report information about job requirements
Two major forms

Job requirements


Competency based



Specific KSAOs for the job
General KSAOs for all applicants
Has different degrees of relevance to staffing activities
Support activity for staffing activities

Provides foundation for successful staffing systems
4-9
Ex. 4.2: Job Requirements
Approach to Job Analysis
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Ex. 4.3 Job Requirements Matrix
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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
4-12
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
4-13
Importance of Tasks/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
4-14
KSAOs

What are KSAOs?

Knowledge


Skill


Exh. 4.7: Skills Contained in O*NET
Ability


Exh. 4.6: Knowledges Contained in O*NET
Exh. 4.8: Abilities Contained in O*NET
Other Characteristics

Exh. 4.9: Examples of Other Job Requirements
4-15
Exhibit 4.9
Examples of Ways to Assess KSAO Importance
4-16
Discussion questions

What is the purpose of each type of job analysis, and
how can the three types described in this chapter be
combined to produce an overall understanding of work
in an organization?
 How should task statements be written, and what sorts
of problems might you encounter in asking a job
incumbent to write these statements?
 Would it be better to first identify task dimensions and
then create specific task statements for each
dimension, or should task statements be identified first
and then used to create task dimensions?
 What would you consider when trying to decide what
criteria (e.g., percent time spent) to use for gathering
indications about task importance?
4-17
Job Descriptions and
Job Specifications

Job description


Describes tasks, task dimensions, importance of
tasks / dimensions, and job context
Includes



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
Job family, job title, job summary
Task statements and dimensions
Importance indicators
Job context indicators
Date conducted
Job specifications

Describes KSAOs
4-18
Collecting Job Requirements
Information

Methods

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Prior information
Observation
Interviews
Task questionnaire
Committee or task
force

Sources to be used




Job analyst
Job incumbents
Supervisors
Subject matter
experts
4-19
Exhibit 4.13 Factors to Consider in Choosing
Between Internal Staff or Consultants or Job Analysis
4-20
Exhibit 4.14 Example of Job
Requirements Job Analysis Process
4-21
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
4-22
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
4-23
Exh. 4.16: Examples of Competencies
4-24
Organization Usage

Organizations are experimenting with



Three strategic HR reasons for doing competency
modeling




Developing competencies and competency models and
Using them as underpinnings of several HR applications
Create awareness and understanding of need for change in
business
Enhance skill levels of workforce
Improve teamwork and coordination
Emphasis -- Establishing general competencies
4-25
The “Great Eight” Competencies

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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
4-26
Collecting Competency Information

Best practices




Establish mission and goals prior to
determining competency requirements
General competencies should be important at
all job levels
All competencies should have specific
behavioral definitions, not just labels
Recent research suggests these methods
are a rigorous and accurate as those based
on job requirements
4-27
Discussion Questions
What are the advantages and
disadvantages of using multiple methods
of job analysis for a particular job?
Multiple sources?
 What are the advantages and
disadvantages of identifying and using
general competencies to guide staffing
activities?

4-28
Job Rewards

Extrinsic rewards

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

Intrinsic rewards

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
external to the job itself
designed and granted to employees by the organization
pay, benefits, work schedule, advancement, job security
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
4-29
Job Rewards:
Collecting Information


Within the organization

Interviews with employees

Surveys with employees
Outside the organization

SHRM survey

Organizational practices
4-30
Ex. 4.16: 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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Ex. 4.16: 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?
4-32
Exhibit 4.17 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

4-33
Legal Issues

Job relatedness and court cases


Recommendations -- Establishing job-related nature of
staffing practices
Essential job functions




fundamental job duties of the employment position the
individual with a disability holds or desires
the reason the position exists is to perform the function
a limited number of employees available among whom the
performance of that job function can be distributed
the incumbent is hired for his or her expertise or ability to
perform the particular function
4-34
Recommendations: Establishing
Job-Related Nature of Staffing Practices
Job analysis must be performed and
must be for the job for which the
selection instrument is to be utilized
 Analysis of job should be in writing
 Job analysis should describe in detail the
procedure used
 Job data should be collected from a
variety of current sources by
knowledgeable job analysts

4-35
Recommendations: Establishing
Job-Related Nature of Staffing Practices





Sample size should be large and representative of
jobs for which selection instrument is used
Tasks, duties, and activities should be included in
analysis
Most important tasks should be represented in
selection devise
Competency levels of job performance for entry-level
jobs should be specified
Knowledge, skills, and abilities should be specified,
particularly if content validation model is followed
4-36
Ethical Issues

Issue 1


It has been suggested that “ethical conduct” be
formally incorporated as a general competency
requirement for any job within the organization.
Discuss the pros and cons of this suggestion.
Issue 2

Assume you are assisting in the conduct of job
analysis as an HR department representative. You
have encountered several managers who want to
delete certain tasks and KSAOs from the formal job
description having to do with employee safety, even
though they clearly are job requirements. How
should you handle this situation?
4-37