Guide for UHS 2062 students at UTM, Malaysia
Prepared by : Siti Rokiah Siwok
srsiwok@gmail.com
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Personnel Psychology
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Organizational Psychology
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Ergonomics
Job analysis
 Employee Recruitment
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◦ Different methods of recruitment
◦ Recruiting special populations
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Employee Selection
◦ Characteristics of effective selection
techniques
◦ Different types of employee selection
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It is a process of gathering, analyzing and
structuring about a job’s components,
characteristics and requirements ( Sanchez &
Levine, 2000)
A process of determining the work activities
and requirements
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Very important.
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A job analysis provides information for :
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Job description
Employee selection
Performance Appraisal/Competency criteria
Job Evaluation
Job Classification
Job Design
Organizational analysis
Training
etc
Who will conduct?
 How often?
 Who should participate?
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Internal Department
Internal Task Force
Supervisors
Employees
Consultants
Interns
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Choices
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All employees
Random sample
Representative sample
Convenience sample
Consisderations: Diversities
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Job competence
Race
Gender
Education
Perspectives
1.
2.
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5.
Identify task performed
Write tasks statements
Rate task statements
Determine essential KSAOs
Select tests to tap KSAOs
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Gathering existing information
Interviewing subject matter experts (SMEs)
◦ Individual interviews
◦ Subject Matter Experts Conferences
◦ Ammerman Technique
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Observing incumbents
Job participation
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Characteristics of well-written task
statements
One action and one object
Appropriate reading level
The statement should make sense by itself
All statements should be written in the same
tense
◦ Should include the tools and equipment used to
complete the task
◦ Task statements should not be competencies
◦ Task statements should not be policies
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Poorly written task
statement
Properly written task
statement
Sends purchase requests
Sends purchase requests to the
purchasing department using
campus mail
Drives
Drives a five-speed truck to make
food deliveries within the city of
Toledo
Locks hall doors
Uses master key to lock hall doors
at midnight so that nonresidents
cannot enter the residence hall
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Tasks can be rated on various scales
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Importance
Part-of-the-job
Frequency of performance
Time spent
Relative time spent
Complexity
Criticality
Research shows only two scales are necessary
◦ Frequency
◦ Importance
Frequency
0
1
2
3
Task is not performed as part of this job
Task is seldom performed
Task is occasionally performed
Task is frequently performed
Importance
Unimportant. There would be no negative consequence if the
0
task were not performed or not performed properly
1
Important: Job performance would be diminished if task
were not completed properly
2
Essential: The job could not be performed effectively if the
incumbent did not properly complete this task
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Knowledge
A body of information needed to perform a task
Skill
The competence to perform a certain task
Ability
A basic capacity for performing a wide range of different
tasks, acquiring a knowledge, or developing a skill
Other
characteristics
Personal factors such as personality, willingness, interest,
and motivation and such tangible factors as licenses,
degrees, and years of experience
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Competency
1. Typing speed
2. Finger dexterity
3. Driving a car
4. Traffic rules
5. A driver’s license
6. A friendly personality
7. Ten years of experience
8. Basic intelligence
KSAO
Skill
Ability
Skill
Knowledge
Other
Other
Other
Ability
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Competency
9. Physical strength
10. Color vision
11. Being a nonsmoker
12. Customer service experience
13. Use of PowerPoint
14. Willingness to work weekends
15. Spelling and grammar
16. Writing reports
KSAO
Ability
Ability
Other
Other
Skill, knowledge
Other
Skill, knowledge
Skill
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The written product of the job analysis is the job
description, which is a brief 2-5 page summary
of the tasks and job requirements found in the
job analysis.
Thus, job analysis is the process of determining
the work activities and requirements and job
description is the written result of the job
analysis.
Job analysis and job description is the basis for
many HR activities, such as employee selection,
evaluation , training, performance appraisal, job
design etc (Brannick & Levine, 2002)
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Job title
Brief summary
Work activities
Tools and equipment used
Work context
Work Performance
Compensation information
Job competencies
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The job title must describe the nature of the
job.
Assists in employee selection and recruitment
The job title influences the perceptions of
job worth and status.
Affects the accuracy of resumes.
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The summary is useful for recruitment
advertising
The language used should be easily
understandable.
Avoid the use of jargon and abbreviations
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Organize work activities by dimensions
◦ Similar activities
◦ Similar KSAOs
◦ Temporal order
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Task statements
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One activity per statement
“stand alone” statements
Written in easy to understand style
Precise, not general
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Work context includes:
◦ Work schedule
◦ Degree of supervision
◦ Ergonomic details
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Contains description of performance
evaluation, which includes:
◦ The standard used
◦ Evaluation frequency
◦ Evaluation dimensions
◦ Evaluation personnel
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Without a clear understanding of the tasks
performed and competencies needed to
perform the tasks, employee selection
cannot be made.
With clear understanding and requirements
for tasks identified, tests or interview
questions can be formulated to determine
suitability of applicants.
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The evaluation of employee performance
must be job related, thus job analysis is
crucial in the construction of a performance
appraisal instrument (PAI).
Through job analysis, performance appraisal
instrument, are specific, job-related and
valid; leading to accurate performance
appraisals.
PAI, when properly administered and utilized,
serve as excellent source of employee
training and counselling.
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Job analysis enables the HR to classify jobs
into groups based in requirements and
duties.
Useful in determining pay levels, transfers
and promotions.
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Another use of the job analysis is to
determine the worth of a job .
The process of determining a job’s worth is
called job evaluation.
Job evaluation is usually done in 2 stages,
namely determining internal pay equity and
determining external pay equity
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Job analysis information can be use to
determine the optimal way in which a job
should be performed.
Examples : the best way to sit at the
computer table, the best way for a warehouse
person to lift boxes etc
Good work design prevents wasted and
unsafe motions; resulting in higher
productivity and reduced number of injuries.
Job analysis provides requirements of a job
and yields lists of job activities that can be
used to create training programs.
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Personpower planning is important (but seldom
used).
Personpower planning is to determine
employees’ mobility within an organization, that
is looking into other jobs that employees can be
expected to be eventually promoted and become
successful.
Job analysis results are used to compare all jobs
in the company so as to promote the best
employee from the most similar job, thus better
match between the person being promoted and
the requirements of the job.
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Any employment decision must be based on
job-related information and job analysis is
one of the ways to directly determine job
relatedness.
No law specifically requires a job analysis ,
but several important guidelines and court
cases mandate job analysis for all practical
purposes.
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During the course of their work, job analysts
often become aware of certain problems
within the organization.
Job analysts thus help to correct lapses in
the organization and correct problems so as
to promote better organizational functioning.
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Aamodt, M. G ( 2010).
Industrial/Organizational Psychology. An
Applied Approach.( 6th Ed) USA: Wadsworth
Spector, P. E. ( 2008). Industrial and
Organizational Psychology (5th ed). USA: Wiley
Job Analysis (2010). Cengage Learning