HRMN 3420 Exam 2 Dr. Walker

Job Analysis

A formal process of getting detailed information about jobs

Objectives of Job Analysis:

To identify:

-significant tasks performed in a job

-the qualifications, tools and equipment

needed to perform those tasks

-the environment in which the tasks

must be carried out

Levels of Job Analysis Data

Task, Duty, Position, Job, Job Family

Task

basic unit of work (prepares lectures, develops exams, grades exams,

place grades in spreadsheet)

Duty

large segment of the work performed and

includes "bundles' of tasks (teach, service,

research)

Position

a set of tasks performed by a single

employee. As many positions as there are

employees. (adjunct, fixed-term, assistant, associate, or full

professor)

Job

a set of similar positions which are grouped

together (all assistant, associate or full professors)

Job Family

a set of familiar jobs

Work Flow Analysis

Understanding how job being analyzed fits into the organization as a whole

Job Description

a list of the tasks, duties, and responsibilities (TDRs) that a particular job entails.

Job Specifications

what do the people in the job need to have?

- a list of the KSAOs that an individual must have to perform a particular job

Job Description and Job Specifications are

outcomes of Job Analysis

KSAOs

knowledge, skills, abilities, and other characteristics

Knowledge

Usually a recognized body of information

such as "knowledge of accounting principles," knowledge of statistical process control," or "knowledge of basic electrical

principles"

Skill

an individual's level of proficiency or competency in performing a specific task usually expressed in numerical terms (skill at typing 30 words per minute, skill at tig-welding bicycle frame to standards within 30 mins, skill at handling and operating a fork lift)

Ability

relatively enduring, stable attributes (cognitive

ability, physical ability, spatial ability, fine motor movement or dexterity)

Other Characteristics

Other personal attributes (personality, willingness, interests, motivation, licenses,

degrees, years of experience)

Importance of Job Analysis

JA is considered the building block of all HR

functions which include: Work redesign, HR Planning, Selection, Training, etc.

Job Design

The process of defining how work will be performed and what tasks will be required in a given job

- Job Characteristics Model (Hackman & Oldham)

Job Characteristics Model

chart from slide -skill variety, task identity, task significance, autonomy, feedback

Designing Jobs that Motivate means:

Job enlargement, job enrichment, self-managed work teams, flexible work schedules, telework

Job Enlargement

broadening the types of tasks performed in a job. (job extension and job rotation is included)

Ways to Collect Job Analysis Data

questionnaires. either off the shelf (PAQ) or custom-made

O*NET

national database developed to identify important info like worker attributes and job characteristics

To prepare for and respond to these changes, organizations engage in

Human Resource Planning

Human Resource Planning

Process of identifying the numbers and types of employees needed by the organization in order to accomplish its vision and mission

________________________________ trends & events affect

HR.

Economic and Seasonal

HR Planning consists of 3 stages

1. Forecasting

2. Goal Setting & Strategic Planning

3. Implementing & Evaluating the Plan

Forecasting

the attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses

Trend Analysis

Construction and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year. (Uses multiple regression models like transitional matrix)

Transitional Matrix

A chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period.

Goal Setting and Strategic Planning

- The purpose of setting specific numerical goals is to focus attention on the problem and provide a basis for measuring the organization's success in addressing labor shortages and surpluses.

- The goals should come directly from the analysis of supply and demand.

- For each goal, the organization must choose one or more human resource strategies.

- Organizations should retain and attract employees who provide a core competency (what makes it better than competitors)

Temporary Workers

gives employers the flexibility they need to operate efficiently when demand for their products changes rapidly. also offers lower costs.

Contract Workers

Company can obtain workers for limited assignments by entering contracts with them. company does not have to pay benefits (FedEx, Begins World-Wide Movers, Consultants)

Recruiting

Any activity carried on by the organization with the primary purpose of identifying and attracting potential employees

Recruiting Human Resources areas of focus

- Human Resources policies

- Recruitment Sources

- Characteristics of the recruiter

Personnel Policies

-Internal vs external recruiting

-Lead-the- Market Pay Strategies

- Employment-at-Will policies

- Social Presence/Rep

Internal v External recruiting

"promote from within" policies make an organization more attractive.

Employment at will

employment principle that if there is no specific employment contract saying otherwise, the employer or employee may end an employment relationship at any time, regardless of cause

Due-Process Policies

Policies that formally lay out the steps an employee may take to appeal the employer's decision to terminate that employee.

External Sources (recruitment)

for entry-level and specialized upper-level positions.

Best external sources

Direct Applicants and Referrals

Direct Applicants

- People who apply without prompting

- May already be "sold" " self-select"

Referrals

- People who apply based on an existing employees

prompting

- Current employees can help maximize fit between

applicant and job

- Low in Cost, but limit diversity

Evaluating the Quality of Recruiting Sources

- yield ratios

- cost per hire

Yield Ratios

expresses the percentage of applicants who successfully move from one stage of the recruitment and selection process to the next

Cost per hire

The total amount of money spent to fill a vacancy. The number is computed by finding the cost of using a particular recruitment source and dividing that cost by the number of people hired to fill that type of vacancy.

Selecting Human Resources

- Screening applications and Resumes

- Testing and Reviewing Work Samples

- Interviewing Candidates

- Checking References and Background

- Making a Selection

(presents multiple hurdles = multiple-hurdle model)

Two psychometric criteria for assessing the quality of selection methods

- reliability

- validity

Reliability

the extent to which a measurement is free from random error (consistency)

validity

the extent to which performance on a measure (such as a test score) is related to what the measure is designed to assess (such as job performance)

criterion-related validity

a measure of validity based on showing a substantial correlation between test scores and job performance scores.

Predictive Validation

Research that uses the test scores of all applicants and looks for a relationship between the scores and the future performance of the applicants who were hired.

Concurrent Validation

Research that consists of administering a test to people who currently hold a job, then comparing their scores to existing measures of job performance.

Content Validity

the extent to which the items on a test are fairly representative of the entire domain the test seeks to measure

Cognitive Ability/Intelligence Tests

- measures general mental ability

- single best predictor of job performance

Work Samples

- High fidelity simulations (candidate asked to actually perform a representative sample of work)

- Among the most valid of predictors

- Effective primarily in blue-collar jobs where applicants are experienced

- Excellent face validity and applicant acceptance

Interviews

- Most commonly used predictor worldwide

- Should always be based on job analysis (knowledge, Skills, Abilities)

interview techiniques

- structure

- unstructured (nondirective)

- situational interview

- behavior description interview

nondirective interview

a selection interview in which the interviewer has great discretion in choosing questions to ask each candidate

structured interview

A selection interview that consists of a predetermined set of questions for the interviewer to ask

Situational interview

a structured interview in which the interviewer describes a situation likely to arise on the job, then asks the candidate what he or she would do in that situation

Behavior Description Interview (BDI)

a structured interview in which the interviewer asks the candidate to describe how he or she handled a type of situation in the past

Biographical Information

- Uses previous life experience to predict success

- Based on theory that "past behavior is the best predictor of future behavior"

- Past and current events shape our behavior patterns (e.g., extracurricular activities patterns (e.g., extracurricular activities demonstrates ambition, energy; leadership demonstrates ambition, energy; leadership positions reflect effective leadership)

Downsides of using biographical information

low face validity, invasion of privacy, non-theoretical

Assessment Center

a wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbents on their management potential

- Typically used to evaluate managerial candidates

Candidates are usually assessed

- in groups of 10-20

- by a team of evaluators

- on numerous structured exercises

what kind of structured exercises are done at AC?

-Leaderless group discussion

- In-basket tests

-Personality inventories

-Situational interviews

-Case studies

-Role playing

Criterion- Related validity figure

visual representation of the correlation between test and job performance score

Personality Inventories

- No 'right v. wrong' answers

- Scale scores to predict job success

Five Factor Model of Personality

openness to experience, conscientiousness, extraversion, agreeableness, neuroticism