Personnel Psychology Job Analysis Guide for SHP 1313

Personnel Psychology: Job Analysis Guide for SHP 1313 students at Universiti Teknologi Malaysia Prepared by : Siti Rokiah Siwok srsiwok@gmail. com

Major Fields in IOP � Personnel Psychology � Organizational � Human Factors Psychology

�Job Personnel Psychology : Overview analysis �Job Description �Job Evaluation �Employee Selection �Evaluating Selection Techniques and Decisions �Legal Issues in Employee Selection �Evaluating Employee Performance �Designing and Evaluating Training Systems

Job analysis � 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.

Job Analysis � Very �A ◦ ◦ ◦ ◦ ◦ important. job analysis provides information for : Job description Employee selection Performance Appraisal/Competency criteria Job Evaluation Job Classification Job Design Organizational analysis Training etc

Job Analysis: Essential Questions �Who will conduct? �How often? �Who should participate? �What types of information?

Who will conduct Job Analysis? � Internal Department � Internal Task Force � Supervisors � Employees � Consultants � Interns

Who should participate? � Choices ◦ ◦ All employees Random sample Representative sample Convenience sample � Considerations: ◦ ◦ ◦ Job competence Race Gender Education Perspectives Diversities

What type of information ? � Level of specificity � Formal /informal

Job Analysis �Many ways to do it. � The goal of the job analysis is : ◦ Identify tasks performed in the job ◦ The conditions under which the tasks are performed and, ◦ the KSAOs needed to perform the tasks under the conditions identified.

Job Analysis : The Basic process 1. 2. 3. 4. 5. Identify task performed Write tasks statements Rate task statements Determine essential KSAOs Select tests to tap KSAOs

Conducting a Job Analysis

Step 1: Identify Tasks Performed � Gathering existing information � Interviewing subject matter experts (SMEs) ◦ Individual/group interviews/SME Conferences ◦ Ammerman Technique. pptx ◦ Follow interview guidelines � Observation � Job participation

Step 2: Write Task Statements � The next step is writing the task statements. These task statements will be the job description. � Must contain an action ( what is done) and an object ( to which the action is done), where, how , why and when.

Step 2: Write Task Statements � 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 ◦ Include level of authority if decision making included ◦ ◦ ◦

Poorly written task statement Properly written task statement Sends purchase requests to the purchasing department using campus mail Drives a five-speed truck to make food deliveries within the city of Johor Bahru Locks hall doors Uses master key to lock hall doors at midnight so that nonresidents cannot enter the residence hall 16

Examples of Task Statements: � Handles customer complaints � Type, files, and distributes correspondence � In charge of the copy machine � Uses the computer to balance department budget � Responsible for opening and closing the office � Greets visitors � Oversees the office 17

Step 3: Rate Task Statements � Tasks ◦ ◦ ◦ ◦ can be rated on various scales Importance Part-of-the-job Frequency of performance Time spent Relative time spent Complexity Criticality � Research shows only two scales are necessary ◦ Frequency ◦ Importance

Example of a Task Inventory Scale Frequency 0 1 2 Task is not performed as part of this job Task is seldom performed Task is occasionally performed Task is frequently performed 3 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 19

Using the Ratings � Create a chart summarizing the ratings � Add the frequency and importance ratings to form a combined rating for each task � Include the task in the job description if: � Average � Include rating is greater than 0. 5 the task inventory if: ◦ (1) the average rating of (F) or Importance (I) greater than 0. 5 ◦ (2)Combined Ratings (CR) of more than 2 20

Raters Scully Combined Average Mulder Task # F I CR 1 2 0 2 3 0 3 2. 5 0. 0 2. 5 2 2 2 4 2 1 3 2. 0 1. 5 3 0 0 0 0. 0 4 3 2 5 3. 0 2. 0 5. 0 21

Step 4: Determine Essential KSAOs 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 22

Examples of KSAOs

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 Ability 24

Competency 9. Physical strength 10. Color vision 11. Being a nonsmoker 12. Customer service experience 13. Use of Power. Point 14. Willingness to work weekends 15. Spelling and grammar 16. Writing reports KSAO Ability Other Skill, knowledge Skill 25

Step 5: Selecting Tests to Tap KSAOs � The next step is to determine the best method to tap the KSAOs needed during recruitment 26

Job Description � 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)

Job Description

Job Description Sections � Job title � Brief summary � Work activities � Tools and equipment used � Work context � Work Performance � Compensation information � Job competencies

Job Description sections: Job title � 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.

Job Description sections: Brief summary � The summary is useful for recruitment advertising � The language used should be easily understandable. � Avoid the use of jargon and abbreviations

Job Description sections: Work Activities � Organize work activities by dimensions ◦ Similar activities ◦ Similar KSAOs ◦ Temporal order � Task ◦ ◦ statements One activity per statement “stand alone” statements Written in easy to understand style Precise, not general

Job Description sections: Tools and equipment used � Include all the tools and equipment used to perform the activities. � Placing the tools in a separate section make them easier to identify. � Also useful for training purposes

Job Description sections: Work Context �Work context includes: ◦ Work schedule ◦ Degree of supervision ◦ Ergonomic details

Job Description sections: Work Performance � Contains description of performance evaluation, which includes: ◦ The standard used ◦ Evaluation frequency ◦ Evaluation dimensions ◦ Evaluation personnel

Job Description sections: Compensation Information � Contains information on the salary grade and the factors used to determine the salary. � The actual salary or salary range should not be written in the job description

Job Description sections: Job Competencies �Contains the job the KSAOs necessary to do � Competencies should be separated: ◦ Those needed before hire ◦ Those that can be learned after hire

The importance of Job Analysis: More details

Employee Selection � 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.

Performance Appraisal � 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.

Job classification � Job analysis enables the HR to classify jobs into groups based in requirements and duties. � Useful in determining pay levels, transfers and promotions.

Job Evaluation � 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

Job Design � 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.

Training � Job analysis provides requirements of a job and yields lists of job activities that can be used to create training programs.

Personpower Planning 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. �

Also…. .

Legal Guidelines Compliance 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. �

Organizational Analysis � 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.

Other Methods of Job Analysis � Providing Information Equipment � Providing Information Environment � Providing Information on Worker Activities about Tools and about Work about Competencies

Providing Information on Worker Activities � Position Analysis Questionnaire (PAQ) � Developed at Purdue University by Mc. Cormick, Jeanneret and Mecham (1972). � Contains 194 items in six main dimensions, namely: � Information input, mental process, work output, relationships with other persons, job � Context and other variables such as work schedule, pay and responsibilities � General

Providing Information on Worker Activities: PAQ � Many advantages: cheap, little time to use, acceptable levels of reliability. Results can be compared with other positions using the computer. � Disadvantage: ◦ Requires grade 10 -12 reading level, thus PAQ has to be filled in by analysts. ◦ Designed to cover all jobs but only 194 questions and six dimensions.

Providing Information on Worker Activities � Job Structure Profile, A revised version of PAQ, developed by Patrick and Moore ( 1985). � Job Elements Inventory, developed by Cornelius and Hakel ( 1978). � Functional Job Analysis by Fine(1955): ◦ Can analyze and compare thousand of jobs

Providing Information about Tools and Equipment: JCI � Job Components Inventory, developed by Banks, Jackson, Stafford and Warr (1983) to be used in England. � Consists of 400 questions covering five major categories. � Research indicates the inventory is reliable, can differentiate between jobs and can cluster jobs.

Providing Information about the Work Environment � Arbeitswissenschaftlinches …. . ( AET) (ergonomic job analysis procedure), Rohmert and Ladau 91983) � Contains 216 items, analyses a job along several dimensions. � Not enough published research.

Providing Information about Competencies � O*NET : The Occupational Information Network. � Created by the federal government of the USA � Includes information about the activity, the work characteristics needed for success in the job. � Also information on economic factors asuch as labour demand etc

Providing Information about Competencies � Critical Incident Techniques (CIT) � Developed by Flanagan and his students at the U of Pittsburg in the late 1940 s and early 1950 s. � Discover actual incidents of job behaviour that makes the difference between a job’s successful or unsuccessful performance ( Flanagan, 1954 in Aamodt, 2010)

Main references: � Aamodt, M. G ( 2010). Industrial/Organizational Psychology. An Applied Approach. ( 6 th Ed) USA: Wadsworth � Spector, P. E. ( 2008). Industrial and Organizational Psychology (5 th ed). USA: Wiley � Job Analysis (2010). Cengage Learning