lecture 4 job analysis and competency models
●​ job analysis
1.​ KSAO’s for job analysis
-knowledge: body information, usually of a factual or procedural nature, makes
for successful performance of a task
-skill: an individual’s level of proficiency in performing a specific task
-ability: capability an individual possesses at the time when first begins to
perform a task
-other: personality traits and other individual characteristics
2.​ three key points about job analysis
-a job analysis is a range of techniques
-a formal, structured process carried out a set of guidelines established in
advance
-should breaks down a job into its constituent parts
3.​ criteria for job analysis methods
-the goal of job analysis is description of observable work behabvior and analysis
of their products
-the results of job analysis should describe the work behavior independent of
the personal characteristcs of ees who perform the job
-job analysis must be verifiable and replicable
4.​ subject-matter experts(SMEs)
-need to be representative of the target population
●​ job analysis methods
1.​ two types
-work-oriented job analysis： emphasize work outcomes and descriptions of the
tasks performed to accomplish outcomes
-worker-oriented job analysis: emphasize general aspects of jobs, describing
perceptual, interpersonal,, sensory, cognitive, and physical activities
2.​ work-oriented
1)​ structured job analysis interview
-reliability: same questions to interviewee
2)​ observation
-direct observation to ee, but likely cause change of behavior
-self-monitoring: ee keep a diary
3)​ rating task statements and KSAOs
-convey what is expected, and level of proficiency
4)​ functional job analysis
-information in determining job responsibilities
-purpose: to generate a reliable and valid “task bank” to describe a job,
include
→ work instruction needed(WI) to accomplish the task
→ interaction with the task required with things, data and people
→ education and development needed
5)​ critical incident technique( CIT)
-qualitative
-circumstances that led to the incident
-employee behavior during the incident
-the outcome of those behaviors
3.​ worker-oriented job analysis
1)​ position analysis questionnaire (PAQ)
-strength: uniformity, which makes cross-job comparisons possible
2)​ worker traits inventories: only certain requirements needed to carry out
the job
●​ personality-oriented job analysis
●​ Fleishman job analysis survey: 52 human abilities in 4 dimensions
-cognitive
-psychomotor (multi-limb coordination)
-physical
-sensory-percep
3)​ Physical and psychological requirements( PaPR)
-physical requirements and physiological strain placed on the worker when
completing those tasks
4)​ common-metric questionnaire (CMQ)
-information about job background, based on observable bahavior,
accessible reading for lower-level jobs
5)​ cognitive task analysis(CTA)
-follows a behavioral-based task analysis, attempt to understand the
cognitive process of completing tasks
6)​ competency model categories
-job-specific competencies: only to specific positions
-functional competencies: characteristics shared by different positions
-core competencies: every member of an organization is expected to
possess
-legal defensibility of competency models
●​ the method chosen to develop the competency solution
●​ the resultant competency profiles
●​ the link of these profiles to specific jobs
4.​