~ Key Purpose of Personnel Selection ~
Fit/Match
Job
Organization
• Knowledge, Skills,
Abilities (KSAs)
• Interests
• Values
• Personality
• Tasks (duties)
• Work Environment
(e.g., stress, heat/cold,
work schedules)
• Organizational culture,
values, reward systems
Tests
Job Analysis
JOB ANALYSIS
IDENTIFY AND RATE JOB
TASKS & KSAs
CONNECT TASKS
TO KSAs
JOB DESCRIPTIONS
RECRUITMENT
DEVELOP
SELECTION
DEVICE (S)
APPLICATION
BLANKS
PERFORMANCE
TEST (HANDS-ON)
PAPER & PENCIL
TESTS
SIMULATION
TESTS
SITUATIONAL
INTERVIEW
IDENTIFY TRAINING
NEEDS &
TECHNIQUES
FEEDBACK AND
GOAL SETTING
DEVELOP PERFORMANCE
EVALUATIONS
DEVELOP
TRAINING
ASSESSMENTS
CAREER
DEVELOPMENT
Job Analysis Background Research
•
Organizational charts (e.g., how the job is connected to
other positions and where it is located in the overall
company)
•
Communication with other job analysts.
•
Existing job descriptions
•
Training manuals
•
Procedure and policy manuals
•
Selection devices (e.g., interview questions)
•
O*NET, Occupational Outlook Handbook
3
Job Analysis
Example:
JOB
Task 1
Task 4
Task 2
Task 3
KSAs
KSAs
KSAs
KSAs
Key Issues Regarding Conducting a Job Analysis:
• Emphasize the benefits of performing a job analysis
• Describe the process to be used (and time commitment)
O*NET
Occupational Outlook Handbook
Selection of Subject Matter (Job)
Experts
SMEs should:
•
Have sufficient job experience (at least 6 months)
•
Represent the demographic characteristics of the position
(e.g., gender, race) and be a large enough sample
•
Be above average employees
•
Be notified well in advance of the job analysis sessions
•
Have incentives (motivation) to participate and support
(and encouragement) of top management
~ Basic Methods to Collect Job Analysis Information ~
Interviews
(individual or group) with employees and/or
supervisors
• Make purpose of the job analysis clear
• Interviewers need to be trained
• Use a structured format
Note: Employees may distort the responsibilities of their
job. Supervisor may lack detailed information as to
how the job is actually done.
On-Site Observation
• Best used for structured jobs
• Need to get a representative sample
• Need to be unobtrusive
Note: Many suggest that it’s best to observe before
conducting interviews. In some cases, observations
may not be possible (e.g., safety concerns, union
objections).
7
Questionnaires
(e.g., Position Analysis Questionnaire; PAQ
300 total questions)
Basic Job Dimensions Measured:
1) Information input (what type of data does the employee receive,
where and/or how does one get the info.)
2) Cognitive processes involved (e.g., decision making, problem
solving)
3) Work outputs (what employees do, tools/equipment used)
4) Interpersonal skills needed (e.g., communications, personal
contact with others)
5) Job context (physical work conditions, psychological aspects)
6) Miscellaneous (e.g., work schedule, irregular hours)
PAQ questions arranged on six different 5-point scales
•
Does not apply
•
1 = Very infrequent; Very minor; Very limited ..
•
5 = Very substantial; Extreme; High
8
PAQ (cont.)
Pros:
•
PAQ can allow comparisons and generalizations across jobs
•
Use in forming job clusters/categories
•
Decent internal consistency reliability (.80)
Cons:
•
Best to use specially trained job analysts to code answers to
questions
•
High reading level and requires abstract judgments
•
Item content (does not apply option)
•
Cannot clarify questions or follow up on respondents'
answers (often administered anonymously)
9
“Typical” Job Analysis Process
Develop Task Statements
Develop KSA Statements
Rate Task & KSA Statements
Connect Tasks & KSAs
Basic Task Statement Components
1) What is the action being performed? (using an action
verb
2) To whom/what is the action directed? (the object, or
receiver, of the action verb)
3) How is the action performed? (e.g., use of certain
procedures, equipment, tools).
4) Why is the action being performed? (the purpose of the
action).
Sample Task Statement
12
Sample Task Statements
1) Performs mathematical, algebraic, and geometric computations, such as
fractions to decimals, metric units to English, computing ratios and
percentages, and calculation of area and volume by using rules, charts,
formulas, calculators, and tables in order to maintain a variety of mechanical
equipment.
2) Performs a variety of measurements such as motion, forces, temperature,
and fluid properties using temperature thermostats, barometers, motion
detectors, and pressure gauges in order to obtain a reading.
3) Lifts materials of varying weights and sizes such as pumps, blowers,
piping, valves, and rotating and reciprocating equipment by the proper and
safe use of hoists, pulleys and rigging accessories in order to set
and maintain equipment and avoid personal injury and property damage.
Sample KSA Statements
A) Ability to perform mathematical operations, using a
calculator, to compute conversions, ratios, and
percentages.
B) Ability to select and use a variety of precision and nonprecision measuring instruments.
C) Ability to troubleshoot equipment by using an
analytical, step-by-step process, standard procedures, and
troubleshooting guides.
D) Knowledge of mechanical principles, terminology, and
equipment
E) Ability to read, comprehend, and follow complex written
instructions and procedures.
F) Ability to transport equipment and supplies weighing up
to 100 pounds either manually or with the use of
equipment (e.g., hoists, hand trucks) for a distance of 30
feet.
Task Rating Form
A
Frequency of use
5 = almost all of the
time
4 = frequently
3 = occasionally
2 = seldom
1 = not performed at all
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
B
Importance of
performing successfully
5 = extremely
important
4 = very important
3 = moderately
important
2 = slightly important
1 = of no importance
C
Importance for new
hire
5 = extremely
important
4 = very important
3 = moderately
important
2 = slightly important
1 = of no importance
D
Distinguishes between
superior & ad
performance
5 = a great deal
4 = considerably
3 = moderately
2 = slightly
1 = not at all
E
Damage if error occurs
5 = extreme damage
4 = considerable damage
3 = moderate damage
2 = very little damage
1 = virtually no damage
KSA Rating Form
Importance for acceptable
job performance
5 = extremely important
4 = very important
3 = moderately important
2 = slightly important
1 = of no importance
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
Importance for new hire
5 = extremely important
4 = very important
3 = moderately important
2 = slightly important
1 = of no importance
Distinguishes between
superior & adequate
performance
5 = a great deal
4 = considerably
3 = moderately
2 = slightly
1 = not at all
TASK -- KSA MATRIX
To what extent is each KSA needed when performing each job task?
5 = Extremely necessary, the job task cannot be performed without the
KSA
4 = Very necessary, the KSA is very helpful when performing the job task
3 = Moderately necessary, the KSA is moderately helpful when performing
the job task
2 = Slightly necessary, the KSA is slightly helpful when performing the job
task
1 = Not necessary, the KSA is not used when performing the job task
KSA
Job
Tasks
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
A Legally Defensibly Job Analysis
1) A job analysis must be performed on the exact job which the selection
or promotion device is to be used
2) The analysis must be reduced to a written form (e.g., a job
description)
3) The job analyst must be able to describe the procedures used to collect
information
4) Data must be collected from several up-to-date sources
5) Data must be collected by a qualified job analyst
6) Data must be collected from a large enough sample of individual for
the job in question
7) Tasks, duties, and activities must be identified and the relative degree
of competency required must be specified
8) KSAs are mentioned most frequently as the type of information to be
identified through a job analysis
9) Task specification is seen as a prerequisite to an acceptable job
analysis
Kirkland v. Department of Correctional Services (1974)
"Without such an analysis (job analysis) to single out the critical
knowledge, skills and abilities required by the job, their importance
relative importance to each other, and the level of proficiency demanded
as to each attribute, a test constructor is aiming in the dark and can only
hope to achieve job relatedness by blind luck”
A) The KSAs tested for must be critical to successful job
performance
B) Portions of the exam should be accurately weighted to reflect
the relative importance to the job of the attributes for which
they test
c) The level of difficulty of the exam material should match the
level of difficulty of the job
Checklist Used to Match Selectors with Job Requirements
Selection Method
H.R.
Application Employment
Form
Interview
Paper and
Pencil Test
Technical
Interview
Work
Samples
Test
Reference
Checks
Job Requirements
1. Ability to perform
calculations and understand
Charts, formulas and tables.


2. Ability to read prints
and drawings

3. Ability to troubleshoot
mechanical equipment.

4. Knowledge and use of safe
practices when handling
Materials and tools.

5. Ability to use & care for
hand and power tools to
maintain mechanical
Equipment.

6. Knowledge of basic
principles of hydraulic,
pneumatic, and compressed
air systems.








Prerequisites
Previous work experience in
hazardous work environments

Relevant experience and
training in mechanical
maintenance.





Medical
Exam &
Drug Test
Why do organizations pay some
employees a higher salary
than others?
23
Sample Job Evaluation Process
Selection of Job Tasks/Duties
(Criteria) often via a job analysis
Selection of Compensable
Factors (e.g., Effort, Skill,
Responsibility, Work Conditions)
Ratings of Job Criteria on
Compensable Factors
Job Score (e.g., points)
Compensation
Job Evaluation Example
Job Tasks
Compensable
Factors
Ratings
Total
(e.g., 1-5 scale) Score
Ranking
$
Task 1
Effort
Task 2
Skill
Task 3
Responsibility
Task 4
Work Conditions
Task 5
110
1
100
2
98
3
88
4
76
5
75
6
67
7
65
8
56
9
43
10
Criterion (Job Performance)
Domain
Objective data
Subjective data
Contextual data
Productivity
measures,
absenteeism,
tardiness, turnover,
absenteeism
Performance ratings
(e.g., supervisor, coworkers, self,
subordinates, clients
Assisting others,
loyalty, extra
work/effort,
emotional labor,
volunteering,
counterproductive
behaviors
Objective Data
Production data --- Key importance to an organization
• Individual control and variability
• Seasonality
• Usefulness for managerial positions
Sales --• Comparability (e.g., sales region)
• Type of goods being sold; value/worth of goods
Turnover (job tenure) ---
• Issue of “voluntariness” (e.g., why the person left)
• Fired
• Better job offer
• Quit due to dissatisfaction
• Issue of “functionality” (e.g., how well the employee who left
was performing.
• Evidence that poor employees may voluntarily quit more often
than good ones!!!
Objective Data (cont.)
Absenteeism --• Excused versus unexcused; extent of absenteeism (e.g.,
within allowable limits)
• Factors impacting absenteeism rates e.g., (telecommuting)
Accidents --• Cause of accidents
• Definition of accidents
• Incentives for safe behaviors (e.g., $$$)
• Near misses
Theft -- Annual loss to the banking industry from employee
embezzlement is estimated to be greater than $1 billion annually
Approximately 2% of revenues each year are lost to employee
theft. Employees are responsible for twice as many losses to
business as shoplifters
Neil Snyder of the University of Virginia --- About 1/3 of all small
business failures can be attributed to employee theft
Issue: Small percent caught stealing
Dynamic Job Performance Criteria
Performance varies as a function of time; importance of when
performance is assessed
 Workers may change how they perform thier jobs across time
 KSAs needed may change due to:
• Impact of technology
• Organizational training programs
Like hitting a moving target ---
IQ
Specific work
methods,
interests,
personality,
interpersonal
relationships
Job performance 1st year
Job performance
after 5 years
Dynamic Perforamce Criteria (cont.)
Individual --- Employees excel at different aspects of job
performance
Production
Employee # 1
Client support
& satisfaction
Employee # 2
Role
prescriptions,
organizational
impact
Subjective Performance Criteria
(most common type of criteria used)
Supervisor judgment regarding employee job performance
• Employee ratings using scales (1-5; 1-7 point scales)
• Rankings
To Combine or Not Combine Criteria?
Global criteria
Separate, multiple criteria
Employee 1
3.0 GPA
Employee 2
A
B
A
B
C
B
C
B
Is there a single, underlying dimension that “allows” combining
separate criteria?
Purposes of the data (e.g., a) for personnel decisions or b) feedback,
understanding psychological and behavioral processes
Overlap Between Objective & Subjective Criteria
(Data)
Objective data
Subjective data