Study Guide

Staffing Objectives 

• Quantitative / Qualitative 

Generate Alternatives 

• Cross-train, reorganize, overtime, outsource 

Core Workforce 

• Stable, continuous, influence 

Internal vs. External Hiring 

• Internal: Promotions (positive)  

• External: New KSAOs, diversity 

Flexibility 

• Temps, contractors, outsourcing 

Offshoring 

• Moving jobs to cheaper labor markets 

Job Analysis 

• The better the information, the better your decisions.  

• Provides a foundation for much of I/O psychology.  

• Helps determine essential functions of the job.  

• Systematically determines what is necessary to perform the job.  

• Focuses not only on the people doing the job but also on tasks and KSAOs required.  

• Helps formulate job descriptions (JD), qualifications, selection criteria, performance expectations, training programs, compensation systems, and ensures effective, accurate, and fair employment practices. 

Sources for Job Analysis 

• Prior job descriptions  

• Online resources  

• Subject Matter Experts (SMEs) (incumbents and supervisors)  

• Surveys  

• Observations of employees on the job 

Job Structure 

• Jobs: Groupings of positions with similar tasks and dimensions  

• Positions: Held by one person with their own responsibilities  

• Tasks: Identifiable work activities broken down into sub-steps or elements  

• Task Dimension: A group of related tasks  

• Jobs can be grouped by type (categories) and function (families) 

Approaches to Job Analysis 

1. Job-Oriented Approach 

• Focuses on specific responsibilities and tasks unique to a job  

• Helps define tasks and duties required for performance  

• Content and organization of job information differ across jobs  

• Customization makes job-to-job comparisons difficult 

2. Worker-Oriented Approach 

• Identifies KSAOs required to perform the job  

• Considers work conditions  

• Uses the same format and dimensions for analysis across jobs  

• Allows for better comparisons across jobs 

Methods of Job Analysis 

Task Inventory 

• Tailored to a specific job  

• Analysts develop a list of relevant tasks  

• Incumbents complete surveys ranking tasks on importance, frequency, and difficulty  

• Groups tasks into dimensions (4-12 categories)  

• Task statements should follow this structure: [Action verb] → [Direct object] → [Infinitive phrase]  

• Example: "Prepares schedules to ensure office is staffed" 

Critical Incident Technique (CIT) 

• Efficient method for identifying key job behaviors  

• Compares best and worst performance incidents  

• Identifies key behaviors that differentiate performance levels  

• Categorizes critical incidents into behavioral groups  

• Specific to each job 

Position Analysis Questionnaire (PAQ) 

• Standardized questionnaire filled out by an analyst  

• 300 items covering 8 dimensions (e.g., work environment, cognitive skills, people demands, information processing)  

• Identifies job tasks and KSAOs  

• Useful for job comparison and training evaluations  

• Managerial version: MPPQ (Management PAQ)  

• Limitations: Requires training, time-consuming, costly 

Ability Requirements Approach 

• Defines specific abilities required for a job  

• Provides precise, detailed job information  

• Uses scales measuring 13 abilities  

• Requires task analysis first, then builds a profile of ability requirements 

Competency-Based Job Analysis 

• Identifies broad KSAOs relevant across job families or organization-wide  

• Aligns with company mission and success factors  

• Must be clearly defined with behavioral descriptions  

• Ensures legal defensibility 

Recruitment 

Strategic Recruitment Goals 

• Based on organizational priorities and HR strategy  

• Consider person/organization fit, person/job fit, and time frame  

• Informs recruitment approach, such as:  

• Open vs. Targeted recruitment (Who do we want applying?)  

• Active vs. Passive candidates (Targeting those not actively job searching)  

• In-house vs. External recruitment  

• Centralized (HR-controlled) vs. Decentralized (department-led) 

Recruitment Channels 

• Applicant-initiated (company website)  

• Employee referrals  

• Job postings (internal/external)  

• Advertising  

• Employment agencies & search firms  

• Professional associations  

• Social media  

• Job fairs & internships  

• Direct outreach 

Recruitment Messaging 

• Basic information (salary, location, job description)  

• Sales pitch (enticing people to apply)  

• Realistic Job Preview (RJP) (pros and cons)  

• Plan and authorize search strategies  

• Design process flow and tracking systems 

Recruitment Budgeting 

• Typically 15% of all HR expenses go to recruitment  

• Average cost per hire: ~$4,700  

• Top-down vs. Bottom-up budgeting  

• ROI evaluation:  

• Number and quality of applicants  

• Cost of recruiting  

• Impact on employee satisfaction, performance, diversity, and retention 

Recruiter Selection 

• Key Skills:  

• Strong interpersonal skills  

• Knowledge of the job, company, and industry  

• Tech-savviness  

• Enthusiasm 

• Additional Training:  

• Interviewing skills  

• Compliance knowledge  

• Awareness of applicant reactions throughout the hiring process 

Transitioning from Recruitment to Selection 

• Encourage strong applicants to take the next step  

• Ensure clear communication about the process  

• Maintain a fair and transparent system 

Internal Recruitment 

Mobility Paths 

• Hierarchical: Promotions/demotions  

• Parallel Tracks: Different career paths at the same level  

• Lattice Tracks: Lateral movements across levels and roles  

• Lateral Moves: Same-level position changes 

Internal Job Requisitions 

• Helps formalize promotions  

• Ensures fairness in internal recruitment  

• Coordinates with external hiring to balance cost and opportunities 

Recruitment Guide 

• Outlines who, how, and why applicants are targeted  

• Regularly evaluated and adjusted 

Internal Recruitment Methods 

• Closed Recruitment: Employees not informed of job openings  

• Pros: Quick and inexpensive  

• Cons: Risk of missing qualified candidates  

• Process: Manager notifies HR → HR selects candidates → Manager interviews → Position filled 

• Open Recruitment: Internal job postings open to employees  

• Pros: More candidates  

• Cons: May overwhelm hiring managers, risk of disappointing internal applicants 

• Hybrid Recruitment: Posting jobs while actively sourcing candidates  

• Pros: Reaches both internal and external pools  

• Cons: Requires extensive review 

Common Internal Recruitment Sources 

• Job postings (email, intranet, online)  

• Peers/supervisors  

• Informal networking  

• Talent management systems (monitor skilled employees)  

• Nomination programs  

• Temporary roles & internships  

• Succession planning programs  

• High-Potential (Hi-Po) programs 

Final Thoughts 

• Job analysis forms the foundation for recruitment, selection, compensation, and evaluation.  

• Methods vary between task-based and worker-based approaches.  

• Recruitment should align with organizational strategy and HR objectives.  

• Internal vs. External hiring should be balanced to maximize opportunities and cost-effectiveness. 

LEVELS OF JOB ANALYSIS INFORMATION 

• Job Family – Grouping of jobs, usually by function (e.g., finance, HR).  

• Job Category – Grouping of job types (e.g., managerial, clerical).  

• Job – Grouping of positions with similar task dimensions and tasks.  

• Position – One individual employee’s set of tasks/responsibilities.  

• Task Dimension – Categories for task groupings.  

• Task – Identifiable work activity.  

• Element – Component part of task activity (e.g., sub-step). 

Here are detailed and easy-to-understand notes based on your content:  

Chapter 6: Internal Recruitment 

1. Overview of Recruitment & Staffing Strategy 

Recruitment is part of the staffing process, which aligns with an organization’s HR strategy and staffing policies to ensure retention and efficiency.  

 Key Components:  

• Staffing Policies & Programs – Set guidelines for hiring and promotions.  

• Support Activities – Includes legal compliance, planning, and job analysis to ensure fair and effective hiring.  

• Core Staffing Activities – The process of recruitment, selection, and employment.  

• Recruitment – Can be internal (promotions, transfers) or external (hiring new employees).  

• Selection – Includes measurement of candidate qualifications and the hiring process.  

• Employment – Final decision-making and job placement. 

2. Internal Recruitment Planning 

 Mobility Paths – How employees move within an organization.  

• Hierarchical (Traditional) – Employees move upward in the company (e.g., entry-level → supervisor → manager).  

• Alternative Paths – More flexible career progression:  

• Parallel Tracks – Employees can advance without managing (e.g., an engineer can become a senior engineer instead of a manager).  

• Lateral Tracks – Employees move across departments to gain new skills (e.g., HR recruiter → Compensation Specialist).  

• Lattice Tracks – Employees move in various directions rather than straight upward. 

 Mobility Policies – Rules about promotions, transfers, and lateral movements to ensure fair opportunities.  

3. Administrative Issues in Recruitment Planning 

Requisitions – Official requests for hiring/replacing an employee. 

 Internal vs. External Hiring Coordination – Some organizations balance both by setting up staffing specialists to ensure internal candidates are considered. 

Budget – Allocation of funds for recruitment efforts. 

Recruitment Guide – Outlines the entire process for attracting and selecting applicants.  

4. Recruitment Strategies 

A. Closed Recruitment (Secret Hiring Process) 

• Employees are NOT informed about job vacancies.  

• Process:  

• Manager tells HR about an opening.  

• HR checks internal records for potential candidates.  

• A shortlist is sent to the manager.  

• Manager interviews and selects a candidate. 

Advantages: Faster process, efficient for promotions. 

Disadvantages: Employees don’t get a chance to apply; can feel unfair.  

B. Open Recruitment (Transparent Hiring Process) 

• Employees ARE informed of job vacancies.  

• Process:  

• HR posts job openings.  

• Employees apply (bid) for positions.  

• HR reviews applications and screens candidates.  

• Manager interviews and selects the final candidate. 

 Advantages: Increases fairness, more opportunities for employees. 

 Disadvantages: Can be time-consuming and create competition among employees.  

C. Targeted Recruitment (Selective Hiring) 

• HR actively searches for internal candidates instead of relying only on job postings. 

 Advantages: Thorough search, allows hidden talent to be recognized. 

Disadvantages: Can be expensive and time-consuming. 

 Hybrid Recruitment – A mix of closed, open, and targeted approaches.  

5. Internal Recruitment Sources 

How Companies Find Internal Candidates: 

 Job Posting – Positions are listed on the company’s intranet. 

Intranet & Interlacement – Employees can apply through internal job boards. 

 Talent Management Systems – HR tracks employees' skills and career goals. 

Nominations – Managers or colleagues recommend candidates. 

Temporary In-House Pools – Internal temp workers who can move into full-time roles. 

 Replacement & Succession Planning – Planning for leadership transitions. 

 Career Development Centers – Helps employees grow skills for promotions. 

High-Potential (HiPo) Programs – Focused development for top-performing employees.  

6. Measuring Recruitment Success 

 Key Metrics for Evaluating Recruiting Methods:  

• Quantity – Number of applicants.  

• Quality – How well candidates fit the role.  

• Cost – Budget impact of hiring process.  

• HR Outcomes: 

Employee Satisfaction – Are employees happy with opportunities? 

Job Performance – How well do internal hires perform? 

Diversity – Does the recruitment process promote inclusion? 

Retention – Are employees staying in their roles long-term? 

7. Communicating Job Openings 

 How Companies Announce Internal Jobs: 

 Job Posting – Shared via email, intranet, or company website. 

Word of Mouth – Supervisors and peers recommend opportunities. 

Informal Systems – Employees hear about openings through the grapevine (casual discussions).  

 Message Type:  

• Realistic – Honest job expectations.  

• Targeted – Aimed at specific employees.  

• Branded – Promotes the company’s values and image. 

8. How Employees React to Internal Recruitment 

Why Employee Perception Matters: 

Even if an internal candidate isn’t selected, they continue working at the company, so fairness is crucial.  

Types of Justice:  

• Distributive Justice – Fairness of the hiring decision.  

• Procedural Justice – Fairness of the hiring process (clear and transparent policies). 

9. Legal Issues in Internal Recruitment 

Key Legal Considerations: 

Affirmative Action Programs – Ensuring equal opportunities for all employees. 

EEOC Best Practices – Guidelines to prevent discrimination in promotions. 

Seniority Systems:  

• Legal as long as they don’t discriminate.  

• If no intent to discriminate, seniority-based promotions are usually allowed. 

 Glass Ceiling Issues:  

• Companies work to remove barriers that prevent women and minorities from advancing. 

Summary 

 Internal recruitment helps organizations retain talent, develop employees, and save on hiring costs. 

Companies use different strategies (closed, open, targeted, hybrid) to fill internal positions. 

Measuring effectiveness ensures fairness, cost-efficiency, and diversity. 

 Legal compliance ensures hiring policies are fair and unbiased.  

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Personnel Selection: Study Guide (Chapters 4-6) 

1. What is Job Analysis and Why is it Important? 

A job analysis is a systematic process used to understand a job’s tasks, responsibilities, and the skills needed to perform it.  

Why is it important? 

• Hiring: Helps select the right candidates by identifying necessary skills (KSAOs).  

• Training: Determines what training is needed for new hires.  

• Performance Evaluations: Sets clear expectations for job performance.  

• Legal Compliance: Ensures the hiring process is fair and job-related (important for avoiding discrimination claims under the EEOC and ADA). 

2. Why Does the Type of Job Affect Job Analysis Methods? 

Not all jobs are the same, so the method of analyzing them should match their complexity.  

Different Jobs Need Different Approaches 

• Simple, repetitive jobs (e.g., cashier, factory worker): Observing employees may be enough.  

• Complex jobs (e.g., software engineer, doctor): Interviews, surveys, and work diaries are better since tasks aren’t as visible.  

• High-risk jobs (e.g., firefighter, pilot): Need detailed safety and competency assessments. 

3. What Are the 6 Components of a Job Requirements Matrix? 

A Job Requirements Matrix organizes job tasks and skills into a structured format.  

1. Tasks – The specific activities performed (e.g., "Answers customer calls and resolves complaints").  

2. Task Dimensions – Groups of similar tasks (e.g., “Customer Service” includes answering calls, handling complaints).  

3. Task Importance Ratings – A rating to show how critical each task is (e.g., scale of 1-5).  

4. KSAOs – Knowledge, Skills, Abilities, and Other Characteristics needed for the job.  

5. KSAO Importance Ratings – How essential each KSAO is for job success.  

6. Linkage to Selection Methods – Shows how each KSAO is assessed in hiring (e.g., a math test for a finance job). 

4. What is a Task Statement? 

A task statement is a sentence describing a specific job task in a clear, structured way.  

How to Write a Task Statement: 

Formula: [Action Verb] + [What is Done] + [Tools/Equipment/Context]  

Example: 

• ❌ Bad example: “Handles reports.” (Too vague)  

• ✅ Good example: “Prepares monthly financial reports using Excel and submits them to the manager.” (Clear, specific) 

5. What is a Task Dimension? 

A task dimension is a broad category that groups similar tasks together.  

Example: 

• Task Dimension: “Customer Service”  

• Task 1: Answering customer calls.  

• Task 2: Resolving complaints.  

• Task 3: Processing refunds. 

6. How Do You Measure Task and Dimension Importance? 

Use rating scales to assess importance.  

Two Common Rating Scales: 

1. Frequency Scale:  

1. 1 = Rarely performed  

2. 5 = Done daily 

2. Criticality Scale:  

1. 1 = Not important  

2. 5 = Essential for job success 

7. What are KSAOs? 

KSAOs are the qualities a person must have to perform a job well.  

1. K (Knowledge): What someone needs to know (e.g., HR laws, coding languages).  

2. S (Skills): Learned abilities (e.g., typing speed, negotiation skills).  

3. A (Abilities): Natural talents (e.g., problem-solving, creativity).  

4. O (Other Characteristics): Personality traits or certifications (e.g., teamwork, CPA license). 

How to Measure KSAO Importance? 

Use scales based on:  

• How necessary it is for the job  

• Whether it can be trained or must be pre-existing 

8. Five Components of Job Context 

Describes the work environment and conditions the employee will face.  

1. Physical Environment: Office, factory, outdoors, loud noises?  

2. Social Environment: Teamwork vs. solo work, fast-paced?  

3. Work Schedule: Night shifts? Overtime? Rotating shifts?  

4. Work Conditions: Stressful? Dangerous? High-pressure deadlines?  

5. Compensation & Benefits: Salary, bonuses, perks (e.g., free meals). 

9. Job Description vs. Job Specification 

• Job Description = What the job is about (lists tasks and responsibilities).  

• Job Specification = What the person needs (lists required KSAOs). 

Example: 

• Job Description: “Manages social media accounts and creates engaging posts.”  

• Job Specification: “Must have 2+ years of experience in digital marketing.” 

10. Four Common Job Analysis Methods 

1. Observation – Watching employees perform tasks (best for physical jobs).  

2. Interviews – Asking employees and supervisors about job duties.  

3. Questionnaires – Employees fill out forms about their tasks.  

4. Work Diaries – Employees track their daily activities. 

11. Who Provides Job Analysis Information? 

• SMEs (Subject Matter Experts): People with deep knowledge of the job.  

• Examples: Employees, supervisors, trainers. 

Here's a breakdown of the answers with key points to help you understand and remember them: 

Study Guide Review 

Job Analysis & Its Components 

1. Job Analysis – A systematic process of collecting information about a job’s tasks, responsibilities, and required skills. 

2. Purpose: Helps with hiring, training, performance evaluation, and legal compliance. 

3. Why Job Type Influences Analysis? – Different jobs require different methods: 

1. Routine jobs (e.g., assembly line work): Use observation. 

2. Knowledge-based jobs (e.g., HR manager): Use interviews & questionnaires. 

3. Physically demanding jobs (e.g., construction worker): Use task inventories. 

4. 6 Components of a Job Requirements Matrix: 

1. Task Statements (specific duties) 

2. Task Dimensions (grouping of related tasks) 

3. Importance Ratings (how critical each task is) 

4. Frequency Ratings (how often each task is done) 

5. KSAOs (Knowledge, Skills, Abilities, and Other Characteristics) 

6. Importance Ratings of KSAOs (which are crucial for the job) 

5. Task Statement – A specific job duty written in a standard format: 

1. Format: [Action verb] + [Object] + [Why/How]  

2. Example: "Monitors inventory levels to ensure adequate stock for production." 

6. Task Dimension – A broader category of related tasks. 

1. Example: "Customer Service" (includes handling complaints, providing info, etc.) 

7. Attributes to Assess Task Importance: 

1. Relevance to job performance 

2. Frequency 

3. Consequences of error 

4. Scale: Often rated on a Likert scale (1-5 or 1-7). 

8. KSAOs – The building blocks of job performance: 

1. Knowledge (e.g., HR laws) 

2. Skills (e.g., data analysis) 

3. Abilities (e.g., multitasking) 

4. Other Characteristics (e.g., teamwork) 

5. How to assess importance? – Based on frequency of use & impact on performance. 

9. 5 Components of Job Context: 

1. Physical environment (e.g., office vs. outdoor) 

2. Social environment (teamwork vs. solo work) 

3. Work schedule (fixed vs. flexible hours) 

4. Performance expectations (metrics, goals) 

5. Job stressors (high-pressure deadlines) 

10. Job Description vs. Job Specification: 

1. Job Description: Tasks, duties, responsibilities. 

2. Job Specification: Required KSAOs. 

Job Analysis Methods & Legal Aspects 

10. 4 Common Job Analysis Methods: 

1. Interviews (talking to employees) 

2. Observations (watching employees) 

3. Task Inventories (checklists) 

4. Critical Incidents Technique (real-life examples) 

11. Sources of Job Analysis Info: 

1. SMEs (Subject Matter Experts): Experienced employees, managers, industry professionals. 

12. Competency-Based Job Analysis vs. Job Requirements: 

1. Competency-based: Focuses on broader abilities (e.g., adaptability). 

2. Job Requirements: Focuses on specific KSAOs. 

3. Method: Behavioral event interviews (ask about past job behavior). 

13. Job Rewards Analysis: 

1. Extrinsic rewards: Salary, benefits. 

2. Intrinsic rewards: Job satisfaction, autonomy. 

14. Legal Issues in Job Analysis: 

1. ADA Essential Functions: 

1. Determines if a task is crucial. 

2. Evidence: Time spent, impact, alternative employees. 

2. Job-relatedness: Must be directly tied to job performance. 

Recruitment & Selection 

15. Strategic External Recruitment Goals: 

1. Increase diversity 

2. Improve brand reputation 

3. Fill positions quickly 

16. Centralized vs. Decentralized Recruitment: 

1. Centralized: One department controls hiring (efficient, but slow). 

2. Decentralized: Each unit hires independently (faster, but inconsistent). 

17. In-House vs. External Recruiters: 

1. In-House: Knows company culture but has limited resources. 

2. External: More expertise but expensive. 

18. Recruitment Reactions & Implications: 

1. Positive: Higher acceptance rate. 

2. Negative: Poor company perception. 

19. Recruitment Requisition – A formal request to hire. 

20. Recruitment Guide: 

1. Defines job, timeline, budget. 

2. Ensures consistency in hiring. 

21. Applicant Pool & Yield Ratio: 

1. Applicant Pool: Total applicants. 

2. Yield Ratio: % of applicants who move to the next stage. 

22. Recruitment Expenses: 

1. Advertising, recruiter salaries, software, travel costs. 

23. Open vs. Targeted Recruitment: 

1. Open: Broad audience. 

2. Targeted: Specific demographics (e.g., veterans). 

24. Common Recruitment Sources: 

1. Job boards, career fairs, employee referrals. 

25. Choosing Recruitment Sources: 

1. Best: Employee referrals, professional networks. 

2. Worst: Newspaper ads (low ROI). 

26. Online Recruitment Methods: 

1. Company websites, LinkedIn, job portals. 

27. 4 Types of Recruitment Messages: 

1. Realistic: Honest job preview. 

2. Attractive: Highlights benefits. 

3. Targeted: Appeals to specific groups. 

4. Branding-focused: Reinforces company identity. 

Legal & Internal Recruitment 

28. Defining Job Applicant for EEO: 

1. Helps avoid discrimination lawsuits. 

2. Problem with electronic recruitment? – Unclear who is a "real" applicant. 

29. Fraud & Misrepresentation in Recruitment: 

1. False job promises = legal trouble. 

30. Hierarchical vs. Alternative Mobility Paths: 

1. Hierarchical: Step-by-step promotion. 

2. Alternative: Lateral moves, rotations. 

31. Important Mobility Path Characteristics: 

1. Clear, fair, aligned with business goals. 

32. Internal Recruitment Systems: 

1. Closed: Only HR selects candidates. 

2. Open: Employees can apply. 

3. Hybrid: Mix of both. 

33. Internal Recruitment Sources: 

1. Transfers, promotions, referrals. 

34. Concerns for Internal Applicants: 

1. Fairness, transparency. 

35. Seniority in Hiring: 

1. Legal, but must be non-discriminatory. 

36. Glass Ceiling: 

1. Society: Gender/racial bias. 

2. Government: Lack of policies. 

3. Organizations: Biased promotions. 

37. Overcoming the Glass Ceiling: 

1. Mentorship, diversity training, policy changes. 

Study Tips 

• Mnemonics: Use acronyms for lists (e.g., "TIFK" for Task Statements: Task, Importance, Frequency, KSAOs). 

• Flashcards: Great for definitions (e.g., "What is a Job Analysis?"). 

• Practice Questions: Apply concepts to real-life jobs you know. 

• Chunking: Break info into smaller groups (e.g., recruitment types vs. legal issues). 

• Teach Someone Else: Explaining helps reinforce memory. 

Would you like me to create a practice test or summary sheet? 😊