In 1000-1250 Analyze job analysis methods and conduct a job analysis by doing the following:

This essay needs to follow an APA structure with an introduction, address each prompt with headings, a conclusion, and a reference section. Be sure to refer to the APA Formatting Tutorial in the Class Resources. Use attached Formatted APA word document for this assignment

Analyze job analysis methods and conduct a job analysis by doing the following:

1. In general, describe the purpose of a job and task analysis. (200-250 words)

2.Select a specific job you have had and with which you are very familiar, or you could, instead, interview someone who holds a specific job and obtain detailed information about the job role from them.

3. Use your deep understanding of the selected job as you follow the steps found in the textbook to conduct a job analysis:

Step 1: Identify Tasks Performed

Step 2: Write Task Statements

Step 3: Rate Task Statements

Step 4: Determine Essential KSAOs

Step 5: Selecting Tests to Tap KSAOs).

4. Use the results of your job analysis to write a detailed job description that describes the components, characteristics, and requirements for the job you selected. (800-1,000 words)

This benchmark assignment assesses the following programmatic competency:

MS Psychology, Industrial and Organizational Psychology

5.2 Describe the purpose of job and task analysis.

1
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5
References
American Nurses Association. (n.d.). Scope of practice. https://www.nursingworld.org/practicepolicy/scope-of-practice/
American Psychological Association. (2020). Publication manual of the American Psychological
Association (7th ed.). https://doi.org/10.1037/0000165-000
Center for Substance Abuse Treatment. (2014). Improving cultural competence (HHS
Publication No. 14-4849). U.S. Department of Health and Human Services, Substance
Abuse and Mental Health Services Administration.
https://www.ncbi.nlm.nih.gov/books/NBK248428/
Copeland, T., Henderson, B., Mayer, B., & Nicholson, S. (2013). Three different paths for
tabletop gaming in school libraries. Library Trends, 61(4), 825–835.
https://doi.org/10.1353/lib.2013.0018
Holland, R. A., & Forrest, B. K. (2017). Good arguments: Making your case in writing and
public speaking. Baker Academic.
Cha
hapt
pter
er
2
JOB ANAL
NALYSIS
YSIS AND
EVALU
VALUATIO
ATION
N
Learnin
Lea
rning
g Object
Objectives
ives
Understand
Unders
tand the definition and uses of job analysis
Learn when to use the various job analysi
analysiss methods
Know how to write a job descriptio
description
n
Understand
Unders
tand the concep
conceptt of job evaluation
Know how to conduct a job analysis
Understand
Unders
tand the concep
conceptt of pay equity
Job Anal
Analysis
ysis
Importan
Impor
tance
ce of Job Analys
Analysisis
Writing
Wri
ting a Good Job Desc
Descripti
ription
on
Preparin
Prep
aringg for a Job Anal
Analysis
ysis
Conducti
Con
ducting
ng a Job Ana
Analysis
lysis
Using
Usi
ng Other Job Ana
Analysis
lysis Methods
Evaluati
Eva
luation
on of Method
Methodss
Job Eva
Evalua
luation
tion
Determi
Dete
rmining
ning Inte
Interna
rnall Pay Equity
Determi
Dete
rmining
ning Ext
Extern
ernal
al Pay Equity
Determi
Dete
rmining
ning Sex and Race Equity
On the Job: App
Applie
liedd Case Study
Study::
National
Nati
onal Board of Vete
Veterinary
rinary Medic
Medical
al
Examiners
Exam
iners
Focus on Et
Focus
Ethics
hics:: Compensa
Compensating
ting CEOs
and Exec
Executiv
utives
es
35
Copyright 2016 Ceng
Copyright
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age Learning. All Rights Reserv
Reserved.
ed. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial re
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view
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affect
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Cengage
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reserves
es the right to remo
remov
ve additional content at an
any
y time if subsequent rights restrictions require it.
1725970 – Cengage Learning ©
I
n 1585, 15 English settle
settlers
rs establi
established
shed a co
colony
lony on Roanoke Island near wha
whatt is
now the Outer Banks of the North Carolin
Carolinaa coast
coast.. When John White arriv
arrived
ed at
Roanoke
Roano
ke Island in 1590, he found no trac
tracee of the colony and only the word,
Croatan
Croa
tan,, carve
carved
d on a tree. To this day, it is not known what happene
happened
d to the sett
settlers
lers
of the Lost Colony of Roanoke
Roanoke..
Many th
theori
eories
es have be
been
en put forth to explai
explain
n the fate of the lost colony
colony—
—kille
killed
d
by Indians, move
moved
d to anothe
anotherr location
location,, and so on. One theo
theory
ry is that the member
memberss of
the colony we
were
re not pr
prepa
epared
red to surviv
survivee in th
thee ne
new
w cont
continen
inent;
t; th
that
at is, th
thee group
consiste
cons
isted
d of poli
politici
ticians,
ans, soldie
soldiers,
rs, and sailor
sailors.
s. Althou
Although
gh wort
worthy
hy indi
individ
viduals
uals wer
weree sent
to the New World, few had the nece
necessary
ssary traini
training
ng and skills to survi
survive.
ve. In fact
fact,, the
colony might have survi
survived
ved if settl
settlers
ers with more appropr
appropriat
iatee skills, such as far
farmers
mers,,
had been sent instea
instead
d of the tradi
traditio
tional
nal explorer ty
type
pes.
s. Thus, a bet
bette
terr matc
match
h
between
betw
een job requir
requiremen
ements
ts and personne
personnell might have saved the colony.
Does
Do
es thi
thiss soun
sound
d farfar-fet
fetch
ched?
ed? Per
Perha
haps
ps so, bu
butt th
thee stor
storyy doe
doess und
undeers
rscor
coree the
import
im
portanc
ancee of a pr
proces
ocesss ca
called
lled job anal
analysi
ysiss—ga
gath
therin
eringg and ana
analyzi
lyzing
ng in
infor
forma
mati
tion
on
about the work an employ
employee
ee performs, the condition
conditionss under which the work is
perfor
pe
rformed
med,, and th
thee wo
work
rker
er cha
chara
ract
cteeri
rist
stics
ics ne
neede
eded
d to per
perfo
form
rm the wor
ork
k und
under
er th
thee
identified
ident
ified conditi
conditio
ons.
Jobb Ana
Jo
Analy
lysi
siss
Import
Im
portance
ance of Job Anal
nalysi
ysiss
A thorou
thorough
gh job analysi
analysis,
s, also called work analysi
analysiss (Wilson, Bennet
Bennett,
t, Gibso
Gibson,
n, & Alliger,
2012), is the found
foundati
ation
on for almost all human resource
resourcess acti
activit
vities.
ies. It is diffi
difficult
cult to
imagine
imagi
ne how one could write a job descrip
description
tion,, select employ
employees,
ees, evaluate perf
perforormance,
manc
e, or conduct tr
traini
aining
ng progr
programs
ams wi
witho
thout
ut know
knowing
ing th
thee tasks an employe
employeee per
per-forms,
form
s, the conditi
conditions
ons under which they are perfor
performed,
med, and the compet
competenci
encies
es need
needed
ed
to perfo
perform
rm the tasks. A thorough job analy
analysis
sis provi
provides
des such inform
informati
ation.
on.
Writing
Writi
ng Job Descri
Descripti
ptions
ons
One of the writ
written
ten product
productss of a job analysi
analysiss is a job descrip
descriptio
tion
n—a brief, two- to fivepage summa
summary
ry of the tasks and job requir
requiremen
ements
ts found in the job analy
analysis.
sis. In other
words,
word
s, job analysi
analysiss is the process of dete
determin
rmining
ing the work activi
activities
ties and requir
requiremen
ements,
ts,
and a job desc
descript
ription
ion is the writt
written
en result of the job analysi
analysis.
s. Job analyse
analysess and job
descript
descr
iptions
ions serve as the basis for many HR activit
activities,
ies, includi
including
ng employee select
selection,
ion,
evaluatio
evalu
ation,
n, train
training,
ing, and work desi
design.
gn.
Employee
Empl
oyee Sel
Selection
ection
It is diffi
difficult
cult to imagin
imaginee how an employe
employeee can be selected unless there is a clear
understan
under
standing
ding of the tasks to be perfo
performed
rmed and the compet
competencies
encies needed to perform
those
tho
se tasks
tasks.. By ident
identify
ifying
ing such requir
requiremen
ements,
ts, it is possible to select tests or deve
develop
lop
intervi
inte
rview
ew questi
questions
ons that will deter
determine
mine wheth
whether
er a parti
particular
cular applican
applicantt possesses the
necessary
nece
ssary knowledge
knowledge,, skills, and abili
abilitie
tiess to carry out the require
requirement
mentss of the job.
Although
Altho
ugh this seems like comm
common
on sense, the discussi
discussion
on of the unstruc
unstructure
tured
d employment int
interv
erview
iew in Cha
Chapter
pter 4 demons
demonstrat
trates
es that many no
non-job-r
n-job-relat
elated
ed varia
variables
bles are
often
ofte
n used to selec
selectt emplo
employee
yees.
s. Examples are hei
height
ght requirem
requirement
entss for police officer
officers,
s,
firm
fir
m handsha
handshakes
kes for most jobs, and phy
physical
sical att
attract
ractiveness
iveness for airline fligh
flightt attend
attendants
ants..
36
CH APTE R 2
Copyright 2016 Ceng
Copyright
Cengage
age Learning. All Rights Reserv
Reserved.
ed. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial re
revie
view
w has deemed that an
any
y suppressed content does not materially af
affect
fect the overall learning e xperience. Ceng
Cengage
age Learning reserv
reserves
es the right to remo
remov
ve additional content at an
any
y time if subsequent rights restrictions require it.
1725970 – Cengage Learning ©
Training
Trai
ning
Again, it is diff
difficult
icult to see how employee
employeess can be trai
trained
ned unless the requir
requiremen
ements
ts of
the job are known. Job analy
analyses
ses yield lists of job activ
activiti
ities
es that can be systema
systematic
tically
ally
used to creat
createe traini
training
ng program
programs.
s.
Personpowe
Person
powerr Plan
Plannin
ningg
Peter Princi
Principle
ple The idea that
organizatio
organ
izations
ns tend to promote
good employ
employees
ees until they reach
the level at which they are not
competent—in
com
petent—in other words,
their highe
highestst level of
incompete
inco
mpetence.
nce.
One impo
importa
rtant
nt but seldom employed use of job analysis is to dete
determi
rmine
ne worker mobility with
within
in an organi
organizat
zation.
ion. That is, if individ
individuals
uals are hired for a parti
particular
cular job, to wha
whatt
other
oth
er jobs can they expect to eventually be promot
promoted
ed and become successful? Many
organiza
organ
ization
tionss have a policy of promoti
promoting
ng the person who perform
performss the best in the job
immedia
imme
diately
tely below the one in question
question.. Althou
Although
gh this appr
approach
oach has its advant
advantages,
ages, it
can result in the so-calle
so-called
d Peter Princ
Principle
iple:: promot
promoting
ing employ
employees
ees unti
untill they event
eventually
ually
reach
reac
h thei
theirr highes
highestt level of incomp
incompete
etence
nce (Pete
(Peterr & Hull, 1969). For example, consider
an employ
employee
ee who is the best salespers
salesperson
on in the company
company.. Even thoug
though
h this person is
known to be excellen
excellentt in sales, it is not known what typ
typee of supervi
supervisor
sor he or she will
be. Prom
Promotio
otion
n solely on the basis of sales perform
performance
ance does not guarante
guaranteee that the
individu
indi
vidual
al will do well as a supervi
supervisor.
sor. Suppose, howe
however,
ver, tha
thatt job analysis results are
used to comp
compare
are all jobs in the company to the super
supervisor
visor’’s job. Inste
Instead
ad of promo
promoting
ting
the person in the job imm
immedia
ediately
tely below the superv
supervisor,
isor, we promot
promotee the best
employee
emplo
yee from the most similar job—tha
thatt is, a job that already involves much of the
same knowledge, skills, and abilit
abilities
ies as the super
superviso
visorr’s job. Wit
With
h this approac
approach,
h, the
there
re
is a better match betwee
between
n the person bein
beingg promo
promoted
ted and the requi
requireme
rements
nts of the job.
Performa
Perf
ormance
nce Appra
Appraisal
isal
Anothe
Anot
herr impo
importa
rtant
nt use of job ana
analysi
lysiss is th
thee con
constr
struc
ucti
tion
on of a per
perffor
ormanc
mancee appr
pprai
aisa
sall
inst
in
strume
rument
nt (Roc
(Roch
h & Wil
Willia
liams,
ms, 201
2012).
2). As in emp
employ
loyee
ee se
selec
lectio
tion,
n, th
thee eva
evaluat
luation
ion of
emplo
em
ploye
yeee pe
perfo
rform
rmaance must be job rela
related.
ted. Emp
Emplo
loye
yees
es ar
aree oft
ofteen ev
evalu
aluate
ated
d wi
with
th for
forms
ms
that
th
at use such vagu
vaguee cate
categor
gorie
iess as “de
depe
pend
ndab
abiili
lity,
ty,” “know
“knowledg
ledge,
e,”” and “in
init
itiati
iative.
ve.”” Th
Thee use
of spe
specif
cific,
ic, jobjob-rela
related
ted cate
categori
gories
es lead
leadss to mor
moree accur
accurat
atee per
perfo
forma
rmanc
ncee app
appra
raiisa
sals
ls th
that
at ar
aree
betterr accepte
bette
accepted
d not only by employees but also by the cour
courts
ts (Werne
(Wernerr & Bolino, 1997).
In add
addit
itio
ion,
n, whe
when
n pro
prope
perly
rly ad
adm
min
inis
ister
tered
ed and ut
utili
ilized
zed,, job
job-r
-reela
late
ted
d per
perfor
forman
mance
ce app
appra
raiisals
sa
ls can se
serv
rvee as an exc
excellen
ellentt sour
source
ce of emp
employ
loyee
ee tr
train
ainin
ingg and cou
couns
nseli
eling.
ng.
Job Classi
Classificati
fication
on
Job analy
analysis
sis enab
enables
les a human resource
resourcess professi
professional
onal to classify jobs into groups base
based
d
on simila
similarit
rities
ies in requir
requiremen
ements
ts and dutie
duties.
s. Job classif
classification
ication is useful for deter
determini
mining
ng
pay level
levels,
s, transf
transfers,
ers, and promo
promotion
tions.
s.
Job Evaluat
Evaluation
ion
Job ana
analysis
lysis informa
informatio
tion
n can also be used to det
determi
ermine
ne the worth of a job. Job evalu
evaluaation will be discusse
discussed
d in greater det
detail
ail later in this cha
chapter
pter..
Job Design
Job ana
Job
analysi
lysiss inf
infor
ormat
matiion ca
can
n be use
used
d to de
determ
termine
ine the opt
optiima
mall way in wh
which
ich a job sh
should
ould
be per
perfor
formed.
med. Tha
Thatt is, wh
what
at wo
woul
uld
d be th
thee best wa
wayy for an emp
employ
loyee
ee to sit at he
herr compute
pu
terr or wh
what
at woul
would
d be the be
best
st way for a war
warehou
ehouse
se per
perso
son
n to lif
liftt bo
boxe
xes?
s? By ana
analy
lyzing
zing
a job
job,, was
waste
ted
d an
and
d uns
unsaf
afee mot
motiion
onss can be elim
elimina
inated,
ted, re
result
sultin
ingg in high
higher
er pr
prod
oducti
uctivity
vity an
and
d
redu
re
duce
ced
d numb
numbers
ers of job inj
injurie
uries.
s. A job de
desi
sign
gn was ment
mentione
ioned
d in Ch
Chap
apte
terr 1 wit
ith
h th
thee
example
exa
mple of Fra
Frank
nk Gilb
Gilbre
reth,
th, who
who,, aft
after
er stud
studyin
yingg the inc
inconsi
onsiste
stenc
ncyy with wh
whiich bri
brick
ck
JOB ANAL YSI S AND E VALUATI
VAL UATI ON
37
Copyright
Cop
yright 2016 Ceng
Cengage
age Learning. All Rights Reserv
Reserved.
ed. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial re
revie
view
w has deemed that an
any
y suppressed content does not materially af
affect
fect the overall learning e xperience. Ceng
Cengage
age Learning reserv
reserves
es the right to remo
remov
ve additional content at an
any
y time if subsequent rights restrictions require it.
1725970 – Cengage Learning ©
masons di
masons
did
d the
their
ir wor
work,
k, was abl
ablee to re
redu
duce
ce fr
from
om 18 to 4½ the num
number
ber of mo
moti
tions
ons nee
needed
ded
to lay a br
bric
ick.
k.
Complia
Comp
liance
nce with Legal Guidel
Guideline
iness
As will be discussed in great
greater
er deta
detail
il in Chapt
Chapter
er 3, any employ
employment
ment decision must be
based on job-rela
job-related
ted informa
informatio
tion.
n. One legally accept
acceptable
able way to dir
direc
ectly
tly determ
determine
ine job
relatedness
relat
edness is by job analysi
analysis.
s. No law specif
specifically
ically require
requiress a job analy
analysis,
sis, but sever
several
al
importa
impo
rtant
nt guidelin
guidelines
es and court cases manda
mandate
te job analysi
analysiss for all pract
practical
ical purpo
purposes.
ses.
First,
Fir
st, the Unifo
Uniform
rm Guideli
Guidelines
nes on Emplo
Employee
yee Selectio
Selection
n Proced
Procedures
ures (UGESP, 1978)
1978)—
—
the HR princ
rinciples
iples designe
designed
d to en
ensure
sure complia
compliance
nce with feder
federal
al standar
standards
ds—conta
ontain
in
several
sever
al direc
directt refere
references
nces to the necess
necessity
ity of job analy
analysis.
sis. Even though th
thee Unifor
Uniform
m
Guideline
Gui
deliness are not law, courts have grant
granted
ed the
them
m “great defer
deference
ence” (Brann
(Brannick,
ick, Levine,
& Morgeson
Morgeson,, 2007). The import
importance
ance of job analysis is also discusse
discussed
d in the Princi
Principles
ples
for the Valid
Validation
ation and Use of Perso
Personnel
nnel Selectio
Selection
n Proce
Procedures
dures (SIOP, 2003), a
document
docum
ent that provid
provides
es guida
guidance
nce from prof
professi
essionals
onals in the fie
field
ld of I/O psych
psychology
ology
regardin
regar
dingg the employee select
selection
ion proce
process.
ss.
Seco
Se
cond
nd,, se
seve
vera
rall cou
court
rt case
casess have di
discuss
scussed
ed the con
concept
cept of job re
relate
latedne
dness.
ss. For
example, in Grig
Griggs
gs v. Duk
Dukee Powe
Powerr (19
(1971
71),
), emp
emplo
loyyment de
decisi
cisio
ons wer
weree bas
baseed in part
upon
up
on ap
app
pli
lica
cant
ntss’ poss
possessi
ession
on of a high scho
school
ol dip
diplom
loma.
a. Be
Becaus
causee a high
higher
er pe
perc
rcenta
entage
ge of
Blac
Bl
acks
ks than Wh
Whit
ites
es did not me
meet
et this re
requi
quirreme
ement
nt,, sma
smaller
ller per
perce
cent
ntage
agess of bla
blacks
cks wer
weree
hired
hi
red an
and
d pro
promote
moted.
d. Thu
Thus,
s, a suit was fi
filed
led aga
against
inst the Duke Po
Powe
werr Co
Comp
mpany
any cha
chargi
rgin
ng
that
th
at a hi
high
gh sc
scho
hool
ol dipl
diploma
oma wa
wass not nec
necess
essar
aryy to ca
carrry out th
thee de
demand
mandss of th
thee job
job.. Th
Thee
U.S.
U.
S. Supr
Suprem
emee Cou
Courrt agr
agreed
eed wit
with
h Gri
Griggs,
ggs, th
thee pl
plai
aint
ntiiff
ff,, st
stat
atin
ingg tha
thatt th
thee com
company
pany ha
had
d
inde
in
deed
ed not est
establi
ablishe
shed
d the job re
relate
latedne
dness
ss of th
thee hi
high
gh scho
school
ol dip
diploma
loma req
requi
uirrem
emen
entt.
Although
Altho
ugh not specif
specifica
ically
lly mentio
mentioning
ning the term “job analy
analysis,
sis,” the decisi
decision
on in Griggs
was the first to addre
ddress
ss the iss
issue
ue of job re
related
latednes
ness.
s. Subse
Subsequent
quent cases such as Alberm
lbermarle
arle
v. Moo
Moody
dy (1975), Chance v. Board of Exami
Examiners
ners (1971), and Guardian
Guardianss v. Civil Servic
Servicee
(1980) furt
further
her est
establish
ablished
ed the necessit
necessityy of job related
relatednes
nesss and the link betwe
between
en it and
job ana
analysis
lysis.. For a job analy
nalysis
sis to with
withstand
stand legal scr
scrutin
utiny,
y, it is essen
essential
tial that the job an
analalysis pr
process
ocess and results be we
well
ll docume
documented
nted (Gut
(Gutman
man & Dunleavy
Dunleavy,, 2012).
Organiza
Organ
ization
tional
al Anal
Analysis
ysis
Job analysis intervi
interview
ew
Obtaining
Obtain
ing info
informatio
rmationn about a
job by talking to a person performing
form
ing it.
During the course of their work, job analysts often become aware of certa
During
certain
in proble
problems
ms
within
wit
hin an organiza
organizatio
tion.
n. For exa
example,
mple, during a job analys
analysis
is interview
interview,, an employe
employeee
may indicat
indicatee tha
thatt she does not know how she is ev
evaluat
aluated
ed or to whom she is supposed to re
report
port.. The discove
discovery
ry of such lapses in or
organi
ganizat
zational
ional commun
communicat
ication
ion can
then
the
n be used to corr
correct
ect problem
problemss and help an organiza
organizatio
tion
n funct
function
ion bett
better.
er. For example, while conduc
conductin
tingg job analy
analysis
sis inte
intervie
rviews
ws of credi
creditt union posit
positions,
ions, job analyst
Deborah
Debor
ah Peggan
Pegganss discove
discovered
red tha
thatt none of the worke
workers
rs knew how the
their
ir job perfo
perforrmances
manc
es were evaluat
evaluated.
ed. This let the organiza
organizatio
tion
n know it had not done an adequat
adequatee
job of communic
communicati
ating
ng perform
performance
ance stan
standard
dardss to its employ
employees.
ees.
Writin
Wri
tingg a Good Job De
Descr
scripti
iption
on
As mentioned earli
earlier,
er, one of the most useful results of a job analy
analysis
sis is the job descri
descriptio
ption.
n.
A job de
descri
scriptio
ption
n is a relat
elatively
ively short summary of a job and should be about two to five pages
in length
length.. This suggeste
suggested
d length is not really typica
typicall of most job descrip
description
tionss used in industry;; they tend to be only of one page
try
page.. But for a job des
descrip
cription
tion to be of value
value,, it must desc
describe
ribe
a job in enough deta
detail
il tha
thatt deci
decisions
sions about acti
activit
vities
ies such as selecti
selection
on and traini
training
ng can be
made.. Such decisions probably cannot be made if th
made
thee descri
descripti
ption
on is only one page long.
38
CH APTER
APTE R 2
Copyright 2016 Ceng
Copyright
Cengage
age Learning. All Rights Reserv
Reserved.
ed. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial re
revie
view
w has deemed that an
any
y suppressed content does not materially af
affect
fect the overall learning e xperience. Ceng
Cengage
age Learning reserv
reserves
es the right to remo
remov
ve additional content at an
any
y time if subsequent rights restrictions require it.
1725970 – Cengage Learning ©
EMPLOY
EMPL
OYMENT
MENT PROFI
PROFILE
LE
M
Courtesy of Michael G. Aamodt
y compan
companyy conduc
conducts
ts resea
research
rch to deve
develop
lop
Whenn deve
Whe
developi
loping
ng ph
physi
ysical
cal perf
erforma
ormanc
ncee as
asses
sesssand valida
validate
te physica
physicall perfo
performa
rmance
nce and cogment proce
procedure
duress and medical guidel
guideline
ines,s, it is impornitive
niti
ve tests and medical guideline
guidelines.s. To protantt to gather infor
tan
informati
mation
on about the ergono
ergonomic
mic
vide our clie
clients
nts with valid, defens
defensible
ible sele
selectio
ction,
n,
parameters
para
meters that aff
affect
ect the wor
workpl
kplace
ace and the wor
worker
ker..
evaluatio
eval
uation,
n, an
andd promo
promotion
tion instr
instrumen
uments,
ts, we con
conduct
duct
Ergono
Erg
onomics
mics appli
applies
es kno
knowled
wledge
ge of huma
humann capabil
capabilities
ities
detailed
deta
iled job ana
analyses
lyses to dete
determi
rmine
ne job requir
requireme
ements.
nts.
and requir
requiremen
ements
ts to the de
design
sign of work devic
devices,
es,
Job ana
analysi
lysiss provide
providess the found
foundatio
ationn for esta
establishin
blishingg
systems,s, and the phy
system
physica
sicall work set
setting.
ting. Ergonom
Ergonomicic
the vali
validity
dity of selec
selection
tion an
andd promoti
promotion
on proc
procedur
edures.
es. To
evaluatio
eval
uations
ns can involve specif
specificic anal
analysis
ysis of wo
worki
rking
ng
develop
deve
lop valid, defe
defensi
nsive
ve proced
procedures
ures that ref
reflect
lect the
postures
post
ures and the
theirir eff
effect
ect on musc
muscle
le fa
fatigue
tigue or gene
general
ral
essenti
ess
ential
al job functi
functions
ons,, the job task
tasks,s, knowle
knowledge,
dge,
gatheri
gath
ering
ng of da
data
ta such as height
heights,s, weigh
weights,
ts, an
andd fo
force
rcess
skills,
ski
lls, and abiliti
abilities
es must be define
defined.
d. Con
Conducti
ducting
ng the
involved
invo
lved in task perfor
performanc
mance.
e. This again involves onDeborah
Debo
rah
job ana
analysi
lysiss can be on
onee of th
thee most rewardi
rewarding
ng aspe
aspects
cts
site measur
measureme
ements
nts and obser
observati
vations
ons.. For ins
instan
tance,
ce, we
of a projec
projectt be
becau
cause
se the job analys
analystt is exposed to L. Gebha
obtained
ined mea
measure
suremen
ments
ts of the for
force
ce requi
required
red to open
Gebhardt,
rdt, Ph.D
Ph.D.. obta
Presiden
Pres
ident,t, Human
new envi
environ
ronmen
ments
ts and new people
people..
the hatc
hatches
hes and doors on navy destro
destroyers
yers and in
Performanc
Perfo
rmancee Systems
Systems,, Inc.
To be
becom
comee an eff
effect
ective
ive job an
anaalys
lyst,t, one mu
must
st be
nuclear
nucle
ar power plant
plants.s. In anoth
another
er study, learn
learning
ing to
able
ab
le to lea
learn
rn the deta
details
ils in
invo
volved
lved in an
anoth
other
er pe
perso
rson’
n’ss jo
job. Th
This isis a
climb teleph
telephone
one poles was nece
necessary
ssary to obtain the ergo
ergonomic
nomic data
highli
hi
ghlight
ght of th
thee proc
process
ess bec
becaus
ausee it af
affor
fords
ds us th
thee oppo
opportun
rtunity
ity to vi
visit
sit jo
jobb
needed
nee
ded to determi
determine
ne whether men an
andd wome
womenn used differ
different
ent climbsisites
tes and int
interv
erview
iew inc
incum
umben
bentts. The
These
se sit
sitee visi
visits
ts ha
have
ve pr
provi
ovide
dedd us wit
withh
ing tech
techniques.
niques.
some
so
me exc
exciititing
ng and in
inter
tereest
sting
ing exp
experi
erienc
encees. For ex
examp
ample,
le, our wor
workk in the
Conducti
Con
ducting
ng a job analys
analysisis provi
provides
des an appr
appreci
eciati
ation
on and unde
underrnatur
na
tural
al ga
gass ind
indus
usttry in
involv
volved
ed obs
obser
erving
ving wor
workk per
perfforme
ormedd on a dri
drilllling
ing
standing
stan
ding of the ingen
ingenuity
uity of the Amer
America
icann wor
workfo
kforce
rce.. We observe
observedd
plat
pl
atfor
form
m 10
1000 mil
miles
es out in the Gu
Gulflf of Mexi
Mexico
co to lea
learn
rn how to repa
repairir
firstha
fir
sthand
nd the adva
advances
nces in mech
mechani
anized
zed and elec
electronic
tronic con
control
trol system
systemss
engine
en
giness wit
withh 5-f
5-fooot
ot-l-long
ong pis
pisto
tonns. Si
Simi
milar
larly,
ly, in
inter
tervi
vieewi
wing
ng wor
workker
erss in a
and admi
adminis
nistrat
trative
ive proc
procedures
edures that have incr
increas
eased
ed produc
productivi
tivity,
ty, made
manho
ma
nhole
le whi
while
le the
heyy rep
epai
airr tel
telep
ephhon
onee cab
cable
le prov
proviide
dess a tr
true
ue unde
underst
rstand
andiing
work environ
environments
ments more plea
pleasan
sant,t, and decre
decrease
asedd work-r
work-rela
elated
ted
of why the
there
re may be oc
occcas
asiion
onaal st
stat
atiic on your ho
home
me pho
phone
ne lin
line.
e.
injuries
injur
ies..
Eachh proje
Eac
project
ct prov
provides
ides new cha
challen
llenges
ges to the job analyst in captur
captur-If you are conduc
conducting
ting a job analysi
analysis,s, the best advic
advicee I can of
offer
fer is
ing the purpose and details associ
associate
atedd with the job task
tasks.s. In man
manyy
to ge
get in
involved in
in th
the pr
process by
by le
learning as
as mu
much as
as po
possible ab
about
instanc
ins
tances,
es, this inform
informatio
ationn is best obtain
obtained
ed by ac
accompan
companying
ying the
the job. All jobs are not excit
exciting,
ing, but for a job an
analyst
alyst it is impo
importa
rtant
nt
worker
work
er on a shi
shift
ft and part
partici
icipati
pating
ng in the work
work.. To under
understand
stand the
to be inter
interest
ested
ed in the job an
andd allo
allow
w th
thee in
incumb
cumbent
ent to provi
provide
de
work of public safet
safetyy pers
personn
onnel,
el, we rode with parame
paramedics
dics in New Yor
Yorkk
relevant
rel
evant inform
informatio
ation.
n. This require
requiress askin
askingg many questio
questions
ns about
City, follo
followed
wed firef
firefighte
ighters
rs into a bur
burnin
ningg buildin
uilding,
g, and answer
answered
ed
the work to obtain detai
detailed
led informa
information.
tion. To do this effec
effectivel
tivelyy , the
domestic
dome
stic dispute calls with police off
office
icers.
rs.
job analys
analystt must be fully and genuine
genuinely
ly engaged in the proces
process.s.
Though I/O psychol
psychologists
ogists believ
believee tha
thatt job descri
descripti
ptions
ons should be deta
detailed
iled and
lengthy, many pr
lengthy,
professiona
ofessionals
ls in or
organiz
ganizati
ations
ons res
resist
ist such effor
efforts.
ts. These pro
professi
fessionals
onals
worryy tha
worr
thatt listin
listingg each acti
activit
vityy will limit their ability to direct employe
employees
es to perfo
erform
rm
tasks not listed on the job descrip
description
tion.. The concern is tha
thatt an employe
employee,
e, refe
referri
rring
ng to
the job descr
descript
iption
ion as support
support,, might respo
respond,
nd, “It’s not my job.” This fear, howeve
however,
r,
can be counter
countered
ed with two argument
arguments.
s. The first is that duti
duties
es can always be add
added
ed
to a job descrip
description
tion,, whic
which
h can, and should, be updat
updated
ed on a regular basis. The second
is th
that
at the phra
hrase
se “an
and
d per
perfor
forms
ms oth
other
er job-rela
job-related
ted duties as assigned” should be
included
includ
ed in the job desc
descript
ription.
ion. In fact
fact,, one employ
employer
er has a policy stati
stating
ng that the university
vers
ity can require employe
employees
es to perfor
perform
m any dutie
dutiess not on the employee
employeess’ job
descript
descr
iptions
ions for a pe
period
riod not to exceed thre
threee months
months.. After three months, the duty
must eith
either
er be eliminat
eliminated
ed or permane
permanently
ntly adde
added
d to the emplo
employee
yee’’s job descr
descripti
iption,
on, at
JOB ANAL YSI S AND E VALUATI
VAL UATI ON
39
Copyright
Cop
yright 2016 Ceng
Cengage
age Learning. All Rights Reserv
Reserved.
ed. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial re
revie
view
w has deemed that an
any
y suppressed content does not materially af
affect
fect the overall learning e xperience. Ceng
Cengage
age Learning reserv
reserves
es the right to remo
remov
ve additional content at an
any
y time if subsequent rights restrictions require it.
1725970 – Cengage Learning ©
which time a revi
which
review
ew will also be made to determ
determine
ine if the additi
addition
on is signific
significant
ant
enough to merit a salary incr
increase
ease..
Job descript
descriptions
ions can be wri
writte
tten
n in many way
ways,
s, but the form
format
at discussed here has
been used successf
successfully
ully for many jobs and is a combinat
combination
ion of meth
methods
ods used by many
organiza
organ
ization
tionss and is consiste
consistent
nt with the form
format
at suggest
suggested
ed by Hurtz and Wright (2012)
for wor
work
k descrip
description
tions.
s. A job descr
descript
iption
ion should cont
contain
ain the following eight section
sections:
s:
job title, brief summa
summary,
ry, work activ
activitie
ities,
s, tools and equipme
equipment
nt used, work context, performance
form
ance stan
standard
dards,
s, compens
compensatio
ation
n informa
informatio
tion,
n, and persona
personall requirem
requirements.
ents.
Job Title
A job title is import
important
ant for several reason
reasons.
s. An accurate tit
title
le describe
describess the natur
naturee of the
job, its power and st
status
atus level, and the compet
competencies
encies needed to perfo
perform
rm the job
(Martine
(Mar
tinez,
z, Laird, Martin
Martin,, & Ferri
Ferris,
s, 2008). Whe
When
n industri
industrial
al psycho
psychologist
logist David Faloona
started
star
ted a new job at Washi
Washington
ngton Nationa
Nationall Insura
Insurance
nce in Chi
Chicago,
cago, his offic
official
ial title was
“psy
psychom
chometr
etric
ic tech
technici
nician.
an.”” Unfort
Unfortunately
unately,, none of the othe
otherr worker
workerss knew what he did.
To corre
correct
ct that problem
problem,, his title was change
changed
d to “person
personnel
nel assista
assistant,
nt,” and supervi
supervisors
sors
then
the
n began consult
consulting
ing wit
with
h him on human reso
resources
urces related problem
problems.
s. A job analy
analysis
sis
thatt I conducte
tha
conducted
d provide
providess anot
another
her example. After analy
analyzin
zingg the posit
position
ion of “sec
secret
retary
ary”
for one credit union, I found that her dutie
dutiess were actua
actually
lly those of a posit
position
ion that other
credit
cred
it unions labeled “loan offi
officer.
cer.” Th
This
is chang
hangee in title re
resulte
sulted
d in th
thee employee
employee’’s recei
eceivving a high
higher
er salar
salaryy as well as vind
vindicat
ication
ion th
that
at she was indee
indeed
d “more than a secr
secreta
etary.
ry.”
An accur
ccuraate titl
itlee also aids in emp
mploye
loyeee sele
selectio
ction
n and rec
ecrui
ruitm
tmen
ent.
t. If the jo
job
b ti
title
tle indi
di-cate
ca
tess the tr
true
ue na
natu
ture
re of the job
job,, pot
poteent
ntia
iall app
appli
lican
cants
ts for a po
positi
sition
on wi
will
ll be bett
better
er able to
deter
de
termi
mine
ne whe
wheth
ther
er th
thei
eirr ski
skills
lls and expe
experie
rienc
ncee ma
match
tch tho
those
se requ
requir
ired
ed for th
thee job
job.. In the
example
exa
mple gi
give
ven
n in th
thee pr
prev
eviiou
ouss pa
para
ragrap
graph
h, app
appli
lica
can
nts for a sec
secreta
retary
ry’’s job in the usua
usuall
sens
se
nsee mi
migh
ghtt no
nott pos
posse
sess
ss the le
lendin
ndingg and de
decis
cisionion-ma
makin
kingg skil
skills
ls nee
neede
ded
d by a loa
loan
n off
office
icer.
r.
When
Whe
n conducti
conducting
ng a job analys
analysis,
is, it is not unusual for an analyst to disc
discover
over that
some workers do not have job tit
titles.
les. Job title
titless prov
provide
ide workers with some form of
identit
iden
tity.
y. In
Instea
stead
d of just sayi
saying
ng th
that
at sh
shee is a “worke
workerr at the fo
foundry
undry,,” a wom
woman
an ca
can
n
say that she is a “weld
welder
er” or a “machin
machinist.
ist.” At mos
mostt uni
univers
versitie
ities,
s, students receiv
receiving
ing
financia
fina
nciall aid are called “work-st
work-study
udy students” rat
rather
her tha
than
n “clerks,” “compute
“computerr operators,,” or “mail sorte
tors
sorters.
rs.” This inaccur
inaccurate
ate title causes many stud
students
ents to thi
think
nk tha
thatt they
are suppo
supposed
sed to study as they work rath
rather
er than sort mail or opera
operate
te a computer
computer..
Job titles can also affe
affect
ct perc
percepti
eptions
ons of the statu
statuss and wort
worth
h of a job. For example,
job descri
descripti
ptions
ons contai
containing
ning gender
gender-neut
-neutral
ral title
titless such as “admini
administr
strativ
ativee assista
assistant
nt” are
evaluated
evalu
ated as being worth more mone
moneyy than ones containi
containing
ng titles with a female sex
linkage such as “execut
xecutive
ive secre
secretar
taryy” (Naught
(Naughton,
on, 1988). As another example, Smith,
Hornsby,
Hornsb
y, Benso
Benson,
n, and Wesolow
Wesolowski
ski (1989) had subjects read ide
identic
ntical
al job descr
descript
iptions
ions
thatt diff
tha
differed
ered only in the status of the title
title.. Jobs with higherhigher-stat
status
us titles were evaluate
evaluated
d
as bein
beingg worth more money tha
than
n jobs wit
with
h lower-sta
lower-status
tus titles. Some auth
authors,
ors, howev
however,
er,
havee questione
hav
questioned
d the gender eff
effects
ects assoc
associate
iated
d with title
titless (Mount & Ellis, 1989; Rynes
Rynes,,
Weber,
Webe
r, & Milkovich
Milkovich,, 1989).
Though some organi
organizat
zations
ions allow their employe
employees
es to create their own title
titles,
s, it is
importa
impo
rtant
nt tha
thatt employ
employees
ees who are doing the same job have the same title and that the
title
tit
le ac
accurat
curately
ely reflec
reflectt th
thee na
nature
ture of the job. Br
Broad
oad titles such as Offic
Officee Supp
Support
ort
Workerr often ignore potent
Worke
potential
ial salary marke
markett differ
difference
encess and responsi
responsibili
bility
ty diffe
differenc
rences
es
found in more speci
specific
fic title
titless such as admi
administ
nistrati
rative
ve assistant
assistant,, secreta
secretary,
ry, and accounting clerk. In conduc
conductin
tingg salary equit
equityy analyses, it is not unusual to find tha
thatt compensation
sati
on differ
difference
encess betw
between
een two people in the same job title are due to the fact that,
although
alth
ough they sha
share
re the same title
title,, they are per
perform
forming
ing very diff
differe
erent
nt work.
40
CH APTE R 2
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age Learning. All Rights Reserv
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view
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age Learning reserv
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es the right to remo
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ve additional content at an
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y time if subsequent rights restrictions require it.
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Brief
Bri
ef Summ
Summary
ary
The summa
summary
ry need be only a para
paragrap
graph
h in length but should briefly describ
describee the
nature
natu
re and purpose of the job. This summa
summary
ry can be used in help-wa
help-wanted
nted adver
advertise
tise-ments,
ment
s, inter
internal
nal job postings, and compa
company
ny broch
brochures.
ures.
Work Activi
Activitie
tiess
The work acti
activit
vities
ies section lists the tasks and activ
activiti
ities
es in which the wor
worker
ker is
involved.
invo
lved. These ta
tasks
sks and activit
activities
ies sh
should
ould be organiz
organized
ed int
into
o mea
meaningf
ningful
ul cate
categorie
goriess
to make the job descr
descripti
iption
on easy to read and unders
understand
tand.. The category labels are
also convenie
convenient
nt to use in the brief summar
summary.
y. As you can see in the sample jo
job
b
descript
descr
iption
ion in Table 2.1, the 72 work activ
activitie
itiess perfor
performed
med by the bookkeep
bookkeeper
er are
divided
divi
ded into seve
seven
n main areas: accounti
accounting,
ng, cleri
clerical,
cal, teller, share dra
draft,
ft, collecti
collections,
ons, payroll and data proc
processin
essing,
g, and financi
financial
al operat
operations.
ions.
Tools and Equipm
Equipment
ent Used
A section should be includ
included
ed that lists all the tools and equipment used to perform
the wor
work
k acti
activit
vities
ies in the previ
previous
ous section. Even th
though
ough tools and equipm
equipment
ent may
havee been menti
hav
mentioned
oned in the activit
activities
ies se
secti
ction,
on, placi
placing
ng them in a separa
separate
te secti
section
on
makes their identi
identifica
fication
tion si
simpler
mpler.. Infor
Informat
mation
ion in th
this
is sect
section
ion is used prim
primari
arily
ly for
employee
emplo
yee selec
selection
tion and tra
trainin
ining.
g. That is, an appli
applicant
cant can be asked if she can opera
operate
te
an addin
addingg machine
machine,, a comput
computer,
er, and a credit his
history
tory machine
machine..
Job Context
This se
This
secti
ction
on desc
scri
rib
bes th
thee en
envir
viron
onm
ment in whic
hich
h the em
employ
ployee
ee wo
works
rks and ment
mention
ionss st
stre
ress
ss
leveel, wor
lev
work
k sche
schedule
dule,, phy
physica
sicall de
dema
mands,
nds, leve
levell of resp
responsi
onsibili
bility,
ty, tem
temp
per
erat
ature,
ure, num
number
ber of
cowor
cow
orker
kers,
s, de
degre
greee of dan
danger,
ger, an
and
d any oth
other
er re
rele
levant
vant in
info
form
rmaati
tion.
on. This in
info
form
rmaati
tion
on is
especi
esp
eciall
allyy imp
impo
ort
rtant
ant in pr
prov
ovid
iding
ing app
appli
lica
cants
nts wit
with
h disa
disabili
bilitie
tiess wit
ith
h info
informa
rmation
tion th
they
ey ca
can
n
use to de
dete
termi
rmine
ne th
their
eir abi
bili
litty to pe
perf
rfor
orm
m a job un
under
der a pa
part
rticul
icular
ar set of cir
ircums
cumsttan
ances.
ces.
Work Performa
Performance
nce
The job descr
descript
iption
ion should outline standa
standards
rds of perfo
performan
rmance.
ce. This section conta
contains
ins a
relatively
relat
ively brief descri
descripti
ption
on of how an employe
employeee’s perfo
performan
rmance
ce is evalua
evaluated
ted and what
work stand
standards
ards are expected of the emplo
employee
yee..
Compens
Comp
ensati
ation
on Inf
Informa
ormation
tion
Grade A clus
Grade
cluster
ter of jobs of
similar
simi
lar worth.
This section of the job descr
descripti
iption
on should cont
contain
ain infor
informat
mation
ion on the salary grade,
whethe
whe
therr the positi
position
on is exemp
exempt,
t, and the compen
compensable
sable factor
factorss used to determ
determine
ine salary.
These concepts will be descr
described
ibed later in the chap
chapter.
ter. The employee
employee’’s actua
actuall salary or
salaryy range should not be listed on the job descript
salar
description.
ion.
Job specifi
specifications
cations A re
relat ivel
velyy dat
dateed term th
that
at refe
refersrs to th
thee
know
kn
owledg
ledge,
e, sk
skills
ills,, and ab
abiliti
ilities
es
need
ne
eded
ed to succe
uccessfu
ssfully
lly pe
perfor
rform
ma
job.
jo
b. “Competencies” is th
thee more
common
co
mmon term used to
today.
day.
Job Compete
Competencies
ncies
Competencies
Competenc
ies The kno
knowledge,
wledge,
skills,s, abiliti
skill
abilities,
es, and othe
otherr characte
character-risticss needed to perf
istic
perform
orm a job.
This sect
This
section
ion cont
contaain
inss wha
whatt are comm
commonly
only ca
calle
lled
d jo
job
b sp
spec
ecifica
ification
tionss or com
compe
petenc
tencies
ies.
These
Th
ese ar
aree th
thee kno
nowl
wled
edge
ge,, sk
skills
ills,, abi
bili
littie
ies,
s, and ot
other
her cha
charac
racteri
terist
stic
icss (K
(KSAOs)
SAOs) (su
(such
ch as in
inter
ter-est,, pe
est
perso
rsonali
nalitty, and trai
ain
nin
ing)
g) that are ne
nece
cessa
ssary
ry to be suc
uccess
cessful
ful on the job. Com
Comp
pet
eten
enci
ciees
aree de
ar
dete
termi
rmine
ned
d by de
decid
cidin
ingg wha
whatt typ
typees of KSAO
KSAOss are ne
need
edeed to pe
perf
rform
orm th
thee task
taskss ide
identi
nti-fied
fi
ed in th
thee job ana
naly
lysis.
sis. Th
These
ese KS
KSAOs
AOs can be det
determ
ermine
ined
d th
throu
rough
gh a com
combi
binati
nation
on of logi
logic,
c,
rese
re
searc
arch,
h, and us
usee of sp
spec
ecif
ific
ic job an
analys
alysiis tec
techni
hniqu
ques
es di
discus
scussed
sed lat
later
er in th
this
is cha
chapte
pter.
r.
The compete
competencie
nciess section should be divi
divided
ded into two subsectio
subsections.
ns. The firs
firstt contains
tai
ns KSAOs tha
thatt an employ
employee
ee must have at the time of hiri
hiring.
ng. The second subsectio
subsection
n
JOB ANAL YSI S AND E VALUATI
VAL UATI ON
41
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age Learning. All Rights Reserv
Reserved.
ed. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial re
revie
view
w has deemed that an
any
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age Learning reserv
reserves
es the right to remo
remov
ve additional content at an
any
y time if subsequent rights restrictions require it.
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Table
Tab
le 2.1 Exa
Example
mple of a Job Descr
Description
iption
Under the genera
Under
generall supervis
supervision
ion of the office manager
manager,, the bookke
bookkeeper
eper is res
respponsible for all of the account
accounting
ing dutie
dutiess of the off
office.
ice. Speci
Specific
fically,
ally, the bookkeeper
kee
per is respo
responsib
nsible
le for keep
keeping
ing all finan
financia
ciall rec
record
ordss accur
accurate
ate and up-to
up-to-da
-date;
te; proc
process
essing
ing loan
loans;s; and prepa
preparing
ring and post
posting
ing stat
statemen
ements,
ts, repo
reports
rts,, and bonds.
The work acti
activitie
vitiess of the bookk
bookkeepe
eeperr are divided into seven main functi
functiona
onall are
areas:
as:
Preparess quarter
Prepare
quarterly
ly incom
incomee stateme
statements
nts
Maintains
Main
tains and posts all tran
transactio
sactions
ns in gener
general
al ledger book
Pays credit union bills
Prepare
Prep
aress statis
statistica
ticall reports
Updates
Upda
tes undi
undivided
vided ear
earnin
nings
gs accou
account
nt
Prepare
Prep
aress and files tax retu
returns
rns and stat
statemen
ements
ts
Complete
Comp
letess IRA forms and repor
reports
ts in coope
cooperat
ration
ion with CUN
CUNAA
Annually
Ann
ually com
computes
putes Cumi
Cumiss Bond
Balances
Bala
nces journa
journall and cash record
recordss
Looks up membe
Looks
members’
rs’ accoun
accountt infor
informati
mation
on when req
requeste
uestedd
Answers
Ans
wers phone
Makes
Mak
es copie
copiess of trans
transact
action
ionss for member
memberss
Drafts
Dra
fts stat
stateme
ements
nts of acc
account
ount to membe
members
rs
Typess certi
Type
certific
ficates
ates of deposit
Makes
Mak
es copie
copiess of letter
letterss that are sent to membe
members
rs
Pickss up, sorts, and dispe
Pick
disperse
rsess credi
creditt union mail
Folds mon
monthly
thly and quart
quarterly
erly stat
stateme
ements
nts and plac
places
es into an env
envelope
elope to be maile
mailedd to membe
members
rs
Process
Proc
esses
es and mail
mailss savin
savings
gs and share draft state
statemen
ments
ts
Sortss chec
Sort
checks
ks or copie
copiess of chec
checks
ks in numeri
numerical
cal ord
order
er
Orders
Orde
rs suppli
supplies
es
Typess report
Type
reportss and minute
minutess from boar
boardd meetin
meetings
gs
Maintains
Main
tains and update
updatess files for members
Prepare
Prep
ares,s, types, and files corr
correspo
esponde
ndence
nce
Enters
Ent
ers cha
change
nge-of
-of-add
-addres
resss inform
informatio
ationn into the compu
computer
ter
Enrolls new memb
Enrolls
members
ers and open
openss and close
closess acco
accounts
unts
Reconci
Reco
nciles
les acc
accounts
ounts
Issuess money ord
Issue
orders
ers and trave
traveler’s
ler’s che
checks
cks
Conducts
Con
ducts history of acc
accoun
ounts
ts
Process
Proc
esses
es and issu
issues
es rece
receipts
ipts for transa
transactio
ctions
ns
Askss for ident
Ask
identific
ification
ation if perso
personn makin
makingg transa
transacti
ction
on is not known
Daily
Dai
ly enter
enterss trans
transact
action
ion tota
totalsls onto a list sent to the bank
Orders
Orde
rs new or repla
replacem
cement
ent che
checks
cks for member
memberss
Prints
Prin
ts and issue
issuess chec
checks
ks
Makes
Mak
es prope
properr refer
referral
ralss
Deducts fee fro
Deducts
from
m member’
member’ss acco
account
unt when a sha
share
re is return
returned
ed
Process
Proc
esses
es stat
statemen
ements
ts for shar
sharee draft ac
accoun
counts
ts
42
CH APTE R 2
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age Learning. All Rights Reserv
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Editorial re
revie
view
w has deemed that an
any
y suppressed content does not materially af
affect
fect the overall learning e xperience. Ceng
Cengage
age Learning reserv
reserves
es the right to remo
remov
ve additional content at an
any
y time if subsequent rights restrictions require it.
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Issues stop paymen
Issues
payments
ts and sends copy of form to member
Deducts
Deduc
ts fee in form of an over
overdra
draft
ft when more than three transf
transfers
ers hav
havee occur
occurred
red for any one mem
member
ber in a month
Checks
Che
cks and recor
records
ds share drafts or addit
addition
ionss from previ
previous
ous day
Receives
Rece
ives share dra
draft
ft totals for each memb
member
er from CUN
CUNAA data
Decides
Dec
ides on an indiv
individual
idual basi
basiss wheth
whether
er over
overdraf
drafts
ts will be covere
coveredd by credi
creditt union
Determi
Dete
rmines
nes if over
overdraf
drafts
ts on acco
account
unt have bee
beenn paid
Checks
Che
cks to see if shar
sharee drafts have clear
cleared
ed
Telephones
Tele
phones Cha
Chasese-Man
Manhat
hattan
tan Bank when a member does not have enough money to cover a share draft
Withholds
Withhol
ds money fro
from
m member’
member’ss chec
checkk in order to meet loa
loann paymen
payments
ts
Decides
Dec
ides if a member who has a delin
delinquent
quent loan will be able to take mon
money
ey out of accoun
accountt
Locates
Loca
tes and com
communi
municat
cates
es with membe
members
rs havin
havingg delinque
delinquent
nt loans
Complete
Comp
letess garni
garnishe
sheee form to send to courts on delin
delinquent
quent loans
Resubmits
Resub
mits garn
garnishee
ishee form once ever
everyy three mont
months
hs until delin
delinquen
quentt loan has been paid in full by member
Makes
Mak
es colle
collecti
ction
on on delinq
delinquent
uent loan
loanss
Checks
Che
cks on previous membe
member’s
r’s address and curren
currentt job to see if loan payme
payments
nts ca
cann be made
Determi
Dete
rmines
nes numbe
numberr and length of time of delin
delinquen
quentt loans
Sends
Sen
ds judgmen
judgmentt form to court, whic
whichh sends it to delinque
delinquent
nt member
If a member is delin
delinquen
quent,t, finds out if he or she is sic
sickk or on vacati
vacation
on
Checks and verifi
Checks
verifies
es payro
payrollll run for all neces
necessar
saryy deductio
deductions
ns
Readss and inter
Read
interpret
pretss compute
computerr printo
printouts
uts
Computes
Comp
utes and subtr
subtract
actss deducti
deductions
ons fro
from
m payrol
payrolll
Sets up and chan
changes
ges deduc
deduction
tion amounts for payroll savin
savings
gs plan
Runs payr
payroll
oll on comput
computer
er
Annually
Ann
ually sen
sends
ds out backup disk to outsi
outside
de vendor who transf
transfers
ers inform
informatio
ationn to a magne
magnetic
tic tape that is sen
sentt to IRS
Computes
Comp
utes payr
payroll
oll
Runs dail
dailyy trial balan
balances
ces and transa
transacti
ction
on regis
registers
ters
Loads paper into prin
printer
ter
Makes
Mak
es back
backup
up copies of all daily com
computer
puter tra
transa
nsactio
ctions
ns
Runs quar
quarterl
terlyy and/or monthly state
statemen
ments
ts on comput
computer
er
Scans busin
Scans
business/
ess/finan
financia
ciall envi
environ
ronmen
mentt to ident
identify
ify poten
potentia
tiall threat
threatss and opportu
opportuniti
nities
es
Makes
Mak
es reco
recommen
mmendations
dations to the boar
boardd regar
regarding
ding inves
investmen
tments
ts
Invests
Inve
sts all exce
excess
ss mone
moneyy into acco
accounts
unts that will earn inter
interest
est
Computes
Comp
utes prof
profits
its and amo
amounts
unts to be used for inves
investmen
tments
ts
Prepare
Prep
aress statem
statements
ents of financ
financial
ial cond
conditio
itionn and feder
federal
al opera
operating
ting fee report
Obtains
Obta
ins eno
enough
ugh funds for day-today-to-day
day opera
operation
tion of branch
Notifie
Noti
fiess and makes availab
available
le inves
investmen
tmentt funds to the NCUA
Adding machin
Adding
machinee
Computer
Comp
uter
Computer
Comp
uter prin
printer
ter
Credit
Cre
dit histo
history
ry mach
machine
ine
Motorr vehic
Moto
vehicle
le
Photoco
Phot
ocopy
py machi
machine
ne
Folding
Foldi
ng mach
machine
ine
Microfiche
Micr
ofiche reader
Continued
Contin
ued
JOB ANAL YSI S AND E VALUATI
VAL UATI ON
43
Copyright
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yright 2016 Ceng
Cengage
age Learning. All Rights Reserv
Reserved.
ed. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial re
revie
view
w has deemed that an
any
y suppressed content does not materially af
affect
fect the overall learning e xperience. Ceng
Cengage
age Learning reserv
reserves
es the right to remo
remov
ve additional content at an
any
y time if subsequent rights restrictions require it.
1725970 – Cengage Learning ©
Table
Tab
le 2.1 Exa
Example
mple of a Job Descr
Description
iption (Continue
Continuedd )
Safe
Safe
Telephone
Tele
phone
Security
Sec
urity check writ
writer
er
The bo
bookk
okkeep
eeper
er spen
spends
ds the majority of titime
me mak
making
ing entrie
entriess in and ba
balanc
lancing
ing journal
journalss and ledge
ledgers.
rs. The work
workday
day is spent in a cli
climate
mate-co
-contr
ntrolle
olledd offic
officee
with four cowor
coworker
kers.s. Physica
Physicall dem
demands
ands are minima
minimall and sitti
sitting
ng is req
require
uiredd for most of the day. Work hours are Monday–
Monday–Frida
Fridayy fro
from
m 8:
8:00
00 a.m. to
5:000 p.m., with an unpaid hour for lunch. No wee
5:0
weeken
kendd or holida
holidayy wor
workk is requi
required
red and ove
overtim
rtimee seldom occur
occurs.s. Psycholo
Psychologic
gical
al str
stress
ess is usua
usually
lly low
but becomes mode
moderate
rate when dealin
dealingg with an angr
angryy cust
custome
omer.r.
The book
bookkee
keeper
per is eva
evaluate
luatedd an
annual
nually
ly by the off
office
ice mana
manager
ger using the cr
credit
edit union
union’s’s stand
standard
ard perfor
performan
mance
ce apprai
appraisal
sal system
system.. To rece
receive
ive an exc
excellent
ellent
perform
perf
ormanc
ancee apprais
appraisal,
al, the boo
bookke
kkeeper
eper sho
should:
uld:
Maintain
Main
tain neat and acc
accura
urate
te recor
records
ds
Meet all deadline
deadliness
Maintain
Main
tain an orderl
orderlyy office
Makee sure all ledger
Mak
ledgerss and journa
journalsls balanc
balancee
Perform
Perf
orm dutie
dutiess of other jobs when the need aris
arises
es
Have a good atten
attendan
dance
ce rec
record
ord
Grade: 6
Grade:
FLSA Statu
Status:s: Not exemp
exemptt
Upon hire
hire,, the boo
bookke
kkeeper
eper must:
Have a high sch
school
ool diplom
diplomaa and a basic kno
knowledge
wledge of math and English
Understand
Unde
rstand fina
financial
ncial docum
documents
ents
Be able to mak
makee limited fin
financ
ancial
ial deci
decisio
sions
ns
Have complet
completed
ed advanc
advanced
ed cours
coursewor
eworkk in accoun
accountin
tingg and finan
finance
ce
Be ski
skilled
lled in using Micr
Microso
osoft
ft Exce
Excell and Word
After hire, the bookke
After
bookkeeper
eper must:
Learnn gener
Lear
general
al offic
officee proce
procedures
dures
Learnn the style of cred
Lear
creditit union acc
accounting
ounting proc
procedur
edures
es and regula
regulation
tionss
Learnn how to comple
Lear
complete
te the vario
various
us forms
contains the KSAOs that are an import
contains
important
ant part of the job but can be obta
obtained
ined after
beingg hir
bein
hired.
ed. The fi
first
rst set of KSAOs is used for employe
employeee sele
selectio
ction
n and the se
second
cond
for trai
training
ning purp
purposes
oses (Woot
(Wooten,
en, 1993).
Preparing for a Job Analysis
Prior to conducti
Prior
conducting
ng a job analysi
analysis,
s, sever
several
al decision
decisionss must be made that will influence
how it is conduct
conducted.
ed.
Who Will Conduct the Anal
Analysi
ysis?
s?
Typically,, a job analysi
Typically
analysiss is conducte
conducted
d by a train
trained
ed indiv
individua
iduall in the Human Resour
Resources
ces
departm
depa
rtment,
ent, but it can also be conducte
conducted
d by job incu
incumbent
mbents,
s, superviso
supervisors,
rs, or outside
consultant
consult
ants.
s. If job incumben
incumbents
ts or supervi
supervisors
sors are used, it is essentia
essentiall that they be
44
CH APTE R 2
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ghts, some third party content may be suppressed from the eBook and/or eChapter(s).
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thoroughly traine
thoroughly
trained
d in job analysis proc
procedure
edures.
s. The Unifor
Uniform
m Guid
Guidelines
elines stat
statee that a job
analysis
analy
sis must be “profe
professiona
ssionally
lly conduc
conducted,
ted,” and a job analy
analyst
st certa
certainly
inly cannot be
called a prof
professional
essional unless she has been tra
trained
ined.. In addit
addition,
ion, rese
research
arch in
indica
dicates
tes
thatt analys
tha
analysts
ts who have been tra
trained
ined produce sligh
slightly
tly diff
differen
erentt results from those produced by untrai
untrained
ned analy
analysts
sts (Cellar, Curtis, Kohlepp
Kohlepp,, Pocz
Poczapski
apski,, & Mohi
Mohiuddin
uddin,, 1989;
Surrette
Surre
tte,, Aamodt, & Johnson, 1990).
Time is alway
alwayss an issue when using supervis
supervisors
ors or incumben
incumbents.
ts. Telling a superv
superviisor to “wri
write
te job descri
descripti
ptions
ons in your spar
sparee tim
timee” is not likely to go over well. Thus,
supervisor
super
visorss and employ
employees
ees will need to be released from other duties
duties—
—a situa
situation
tion that
is seldom possib
possible.
le.
The state of Virgin
Virginia
ia develop
developed
ed a sys
system
tem in wh
which
ich all em
employe
ployees
es were asked to
follow set guideline
guideliness and write their own job descri
descripti
ptions.
ons. The syste
system
m itself was well
conceived
conce
ived,, but employ
employees
ees were not given enough job analysis tra
trainin
ining,
g, whic
which
h resulte
resulted
d
in substan
substantial
tial conf
confusion
usion and, in some cases, ina
inaccura
ccurate
te job descript
descriptions.
ions.
Consultant
Consu
ltantss are a good choice for conduct
conductiing a job analy
analysis
sis because they are well
trained
tra
ined and have extensi
extensive
ve experie
experience.
nce. The main drawba
drawback,
ck, though, is the
their
ir expense.
Consultant
Consu
ltantss typica
typically
lly charge betwe
between
en $100 and $500 per hour based on their degre
degree,
e, experience,
rien
ce, and rep
reputat
utation.
ion. Given th
that
at 10 ho
hours
urs is pr
probabl
obablyy th
thee least amount of time that will be
spent analy
analyzing
zing the simp
simplest
lest job, and th
thee most complex j obs can take we
weeks
eks of analysis, an
organiza
organ
ization
tion must care
carefully
fully weigh the benef
benefits
its of consulta
consultants
nts against their cost.
An intere
interesting
sting altern
alternativ
ativee to consul
consultant
tantss is the use of college inter
interns.
ns. Graduat
Graduatee
students
stude
nts from I/O psycho
psychology
logy program
programss ten
tend
d to have job analy
analysis
sis traini
training
ng and exp
experi
eri-ence and can be emplo
employed
yed for a relati
relatively
vely small cost (ofte
(often,
n, at no cost). For example,
such I/O gradua
graduate
te pro
programs
grams as Rad
Radfor
ford
d Univer
University
sity,, Unive
Universit
rsityy of Tulsa, Min
Minnesot
nesotaa
Statee Univers
Stat
University
ity at Ma
Mankato
nkato,, Middle Tennessee State Univer
University
sity,, and the Unive
Universit
rsityy
of South
Southern
ern Missi
Mississip
ssippi
pi have project
projectss in whic
which
h gradua
graduate
te stude
students
nts obtain job ana
analysis
lysis
experienc
exper
iencee by conduct
conducting
ing job analy
analyses
ses for compa
companies
nies as we
well
ll as for such local nonprofit
prof
it agenc
agencies
ies as school syst
systems,
ems, towns, and hosp
hospita
itals.
ls. In this way
way,, gradua
graduate
te studen
students
ts
obtain
obta
in experien
experience,
ce, and the organi
organizat
zations
ions receiv
receivee prof
profession
essional-qual
al-quality
ity job analyse
analysess and
job descri
descripti
ptions
ons at a reduc
reduced
ed cost.
How Ofte
Oftenn Should a Job Descri
Description
ption Be Updated
Updated??
Job crafting A proces
processs in
which employe
employees
es unoff
unofficial
iciallyly
change
chan
ge their job du
duties
ties to bette
betterr
fit their interes
interests
ts and skills.
The typi
The
typical
cal ans
answer
wer to thi
thiss tou
tough
gh que
questio
stion
n is th
that
at a job desc
descrip
ripttio
ion
n shou
should
ld be upd
update
ated
d if
a job cha
changes
nges sign
signifi
ificcan
anttly
ly.. Wit
With
h hig
high-te
h-tech
ch jobs
jobs,, thi
thiss is prob
probably
ably fair
fairly
ly oft
often
en.. Wit
With
h job
jobss
such
suc
h as pac
packa
kage
ge ha
hand
ndli
ling,
ng, the job mi
might
ght not ch
chaange su
subst
bstant
antiall
iallyy for 20 yea
years.
rs. A st
stud
udyy
by Vi
Vinc
ncent
ent,, Rai
Raine
ney,
y, Faul
Faulkner
kner,, Mas
Mascio
cio,, and Zi
Zind
ndaa (200
(2007)
7) com
compar
pareed the st
stabili
ability
ty of job
descri
de
scrip
pti
tions
ons at in
inter
tervals
vals of 1, 6, 10, 12, and 20 yea
years.
rs. Afte
Afterr one yea
year,
r, 92% of the tas
tasks
ks
listted in th
lis
thee old and upda
update
ted
d job desc
descrip
ription
tionss we
were
re the sa
same
me,, dr
droppi
opping
ng to 54
54%
% af
afte
terr
10 ye
year
ars.
s. As one wou
would
ld expe
expect,
ct, th
thee stab
stabilit
ilityy of task
taskss per
perfo
forme
rmed,
d, th
thee to
tools
ols and equip
equipmen
mentt
used,
use
d, an
and
d KS
KSAO
AOss nee
needed
ded to pe
perf
rform
orm the job va
varie
ried
d by the com
compl
plex
exit
ityy of th
thee job
job..
An int
inteere
rest
sting
ing rea
reason
son th
that
at job desc
descrip
ripttio
ions
ns ch
chan
ange
ge ac
acro
ross
ss tim
timee is jo
job
b cra
craftin
fting
g—the
info
in
forma
rmall cha
change
ngess th
that
at em
empl
ploy
oyees
ees ma
make
ke in th
thei
eirr job
jobss (Wr
(Wrzes
zesni
niew
ewski
ski & Dutt
Dutton,
on, 2001
2001).
).
That
Th
at is, it is com
commo
mon
n for empl
employe
oyees
es to quie
quietly
tly exp
expand
and the scop
scopee of th
their
eir jo
jobs
bs to add
tasks
ta
sks the
theyy wa
want
nt to per
perfform and to re
remo
move
ve task
taskss th
that
at the
theyy do
don
n’t wa
want to
to pe
perform. In
In a
study
st
udy of sa
sales
les re
repr
prese
esent
ntaati
tives,
ves, 75
75%
% enga
engaged
ged in job cra
craft
fting
ing in ju
just
st on
onee yea
yearr (Ly
(Lyons,
ons, 2008
008)!
)!
Whichh Employ
Whic
Employee
eess Sho
Should
uld Parti
Particip
cipate?
ate?
For orga
For
organiza
nizati
tion
onss wi
with
th re
relati
latively
vely few pe
people
ople in each jo
job
b, it is advi
dvisa
sable
ble to have all emplo
mployyeess par
ee
partici
ticipat
patee in the job anal
analysi
ysis.
s. In or
organi
ganizzat
atiion
onss in whi
whicch man
manyy pe
peop
ople
le pe
perfo
rform
rm the
same
sa
me job (e.g
(e.g.,., te
teac
ach
her
erss at a univ
universi
ersity
ty,, ass
assemb
emblers
lers in a fa
facctory
tory),
), eve
every
ry pers
person
on nee
need
d no
nott
JOB ANAL YSI S AND E VALUATI
VAL UATI ON
45
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age Learning. All Rights Reserv
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ed. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial re
revie
view
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any
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es the right to remo
remov
ve additional content at an
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y time if subsequent rights restrictions require it.
1725970 – Cengage Learning ©
participa
partic
ipate.
te. If eve
every
ry in
incum
cumben
bentt is no
nott goi
goin
ng to pa
part
rtici
icipa
pate,
te, the quest
question
ion bec
become
omes,
s, “Ho
How
w
many
ma
ny peop
people
le ne
need
ed to be inc
includ
ludeed in the job ana
analysi
lysis?
s?” Th
This
is is a dif
diffi
ficult
cult quest
question
ion,, on
onee
that
th
at I no
norm
rmaally ans
answ
wer by adv
advis
isin
ingg job an
analy
alysts
sts to ke
keep
ep int
inteervi
rview
ewin
ingg in
incumb
cumbent
entss unt
until
il
they
th
ey do not hea
hearr an
anyyth
thing
ing new
new.. An
Anec
ecdota
dotally,
lly, th
this
is se
seems
ems to be af
aftter the thi
thirrd or four
fourth
th
incum
in
cumben
bentt for a pa
parti
rticul
cular
ar job
job.. Alth
Although
ough a jo
job
b ana
analys
lystt ma
mayy stop hear
earing
ing ne
new
w in
inform
formati
ation
on
aftter only a fe
af
few
w in
inte
tervi
rview
ews,
s, it is ofte
often
n adv
adviisa
sable
ble to co
conti
ntinue
nue to con
ondu
duct
ct mo
more
re in
inter
tervi
views
ews so
that
th
at th
thee job ana
naly
lysis
sis re
result
sultss wil
willl bet
better
ter su
survi
rvive
ve a le
lega
gall ch
challe
allenge
nge..
The answer to thi
thiss questi
question
on to some extent depen
depends
ds on wheth
whether
er the job analy
analysis
sis
will be commit
committee-base
tee-based
d or field
field-base
-based.
d. In a commi
committe
ttee-ba
e-based
sed job analysis
analysis,, a group of
subject-ma
subjec
t-matte
tterr expe
experts
rts (peop
(people
le wh
who
o are know
knowledgea
ledgeable
ble about the job and include job
incumbent
incum
bents,
s, superv
supervisors
isors,, custome
customers,
rs, and upper-lev
upper-level
el managem
management)
ent) meet to genera
generate
te
the tasks per
perform
formed,
ed, the condi
conditio
tions
ns under which they are perfor
performed,
med, and the KSAOs
needed
need
ed to perform them. In a field-b
field-based
ased job analysi
analysis,
s, the job analyst indiv
individuall
iduallyy
intervi
inte
rviews/ob
ews/observ
serves
es a number of incumb
incumbents
ents out in the field
field.. Taken toget
together
her,, the
resultss of four studies (Ash, Levine
result
Levine,, Higbee, & Sistru
Sistrunk,
nk, 1982; Maure
Maurerr & Tross, 2000;
O’Lea
Leary,
ry, Rheins
Rheinstein
tein,, & McCaule
McCauley,
y, 1990; Tannenba
Tannenbaum
um & Wesley, 1993) suggest tha
thatt
committ
comm
ittee-ba
ee-based
sed job analyses yie
yield
ld similar resul
results
ts to field-ba
field-based
sed job analyse
analyses.
s.
Rouleau
Roulea
u an
and
d Krain (1975) developed a ta
table
ble to estim
estimate
ate how many incumbe
incumbents
nts
should be included in a jo
job
b analysis
analysis;; their recom
recommend
mendati
ation
on is th
that
at a commi
ommitte
tteeebased approa
approach
ch should have one session of 4 to 6 incumbe
incumbents
nts for jobs hav
having
ing few
fewer
er
than
tha
n 30 incumben
incumbents
ts and two to three sessions for jobs with higher numbers of incumbents.
bent
s. Green and Stutz
Stutzman
man (1986) have suggest
suggested
ed a minimum of three incumb
incumbents,
ents,
and Gael (1988) has suggeste
suggested
d 6 to 10. Unfortu
Unfortunate
nately,
ly, no researc
research
h is availab
available
le to verif
verifyy
the accur
accuracy
acy of thes
thesee estimat
estimates.
es.
Beatty
Bea
tty (1996) compare
compared
d the result
resultss of job analy
analysis
sis samples of 10, 15, 20, and 212
incumbent
incum
bentss in a fede
federal
ral law enforce
enforcement
ment posit
position.
ion. His results indic
indicated
ated tha
thatt the job
tasks and job requirem
requirement
entss resultin
resultingg from the use of 10 versus 212 incumben
incumbents
ts were
nearly
near
ly ident
identical
ical.. These result
resultss support and extend those found by Fletch
Fletcher,
er, Friedm
Friedman,
an,
McCarth
McCa
rthy,
y, McIntyre
McIntyre,, O’ Lear
Leary,
y, and Rheinst
Rheinstein
ein (1993) and Pass and Roberts
Robertson
on (1980),
who found that job analysis samp
samples
les of 10 and 20 yield
yielded
ed compa
comparable
rable result
results.
s.
Mullins (1983) had 97 camp
campus
us police offic
officers
ers at 13 univer
universiti
sities
es generat
generatee crit
critical
ical
incident
inci
dentss as part of a job analy
analysis.
sis. The result
resultss indic
indicate
ated
d that no new incident
incidentss
appeared
appe
ared afte
afterr examining the inciden
incidents
ts from the first three univer
universiti
sities.
es. Furth
Furthermo
ermore,
re,
after
aft
er exami
examining
ning the incide
incidents
nts supplied by the first 19 incumbent
incumbents,
s, no new inci
incident
dentss or
categori
cate
gories
es appeare
appeared.
d.
After
Aft
er the number of part
partici
icipants
pants has been dete
determi
rmine
ned,
d, a decis
decisio
ion
n need
needss to be
madee abo
mad
about
ut whic
which
h partic
particular
ular emplo
employees
yees will par
partic
ticipat
ipate.
e. If ever
everyy emplo
employe
yeee wi
will
ll not participat
tic
ipate,
e, the same samp
sampli
ling
ng rule
ruless used in rese
resear
arch
ch should be used in job ana
analys
lysis.
is. That
is, as disc
discusse
ussed
d in Chap
Chapter
ter 1, parti
participan
cipants
ts shoul
should
d be sele
select
cted
ed in as rand
random
om a way as
practica
pra
cticall ye
yett sti
still
ll be re
repre
presenta
sentati
tive.
ve. The reaso
reason
n for thi
this,
s, accor
according
ding to resea
research,
rch, is tha
thatt
employee
emp
loyee diff
differenc
erences
es in gende
gender,
r, race
race,, job per
perfor
formance
mance leve
level,l, experi
experience,
ence, job enjo
enjoym
ymen
ent,
t,
and perso
persona
nalit
lityy can at time
timess resul
resultt in slig
slightl
htlyy dif
differen
ferentt job ana
analysis
lysis outco
outcomes.
mes.
Sanchez,
Sanch
ez, Prager, Wilson, and Viswe
Viswesvar
svaran
an (1998) and Mullins and
Kimbrough (1988) found that highKimbrough
high-perf
performi
orming
ng employe
employeees genera
generated
ted diff
differen
erentt job
analysis
analy
sis outcom
outcomes
es than did low-perf
low-performi
orming
ng employe
employees;
es; Ansoor
Ansoorian
ian and Shultz (1997)
found modera
moderate
te dif
differe
ferences
nces in physic
physical
al effo
effort
rt mad
madee by emp
employee
loyeess with varyi
varying
ng levels
of expert
expertise;
ise; and both Land
Landyy and Vasey (1991) and Prien, Prien, and Woot
Wooten
en (2003).
If higherhigher-perf
performi
orming
ng emplo
employees
yees genera
generate
te differ
different
ent job analy
analysis
sis results tha
than
n lowe
lowerrperformi
perf
orming
ng employe
employees,
es, a tough decisi
decision
on must be made regard
regarding
ing whic
which
h employe
employees
es to
46
CH APTE R 2
Copyright 2016 Ceng
Copyright
Cengage
age Learning. All Rights Reserv
Reserved.
ed. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial re
revie
view
w has deemed that an
any
y suppressed content does not materially af
affect
fect the overall learning e xperience. Ceng
Cengage
age Learning reserv
reserves
es the right to remo
remov
ve additional content at an
any
y time if subsequent rights restrictions require it.
1725970 – Cengage Learning ©
include in the job analy
include
analysis.
sis. On the one hand, it would be nice to includ
includee a repre
representa
senta-tivee sample of employ
tiv
employees.
ees. On the othe
otherr hand
hand,, do we really want to write a job descri
descripption and select future employ
employees
ees on the basis of how poorly perform
performing
ing employee
employeess do
their
the
ir jobs?
Aamodt,
Aamod
t, Kimbr
Kimbrough,
ough, Keller
Keller,, and Crawf
Crawford
ord (1982); Schmi
Schmitt
tt and Cohen (1989);
Veres, Green, and Boyle
Veres,
Boyless (1991); and Landy and Vase
Vaseyy (1991) report small but significant diff
differen
erences
ces in the ways in which whi
white
te and African Americ
American
an incumbe
incumbents
nts viewed
their
the
ir jobs. Fo
Forr exa
example
mple,, Land
Landyy and Vas
Vasey
ey found that whit
whitee po
police
lice officer
officerss ad
admini
minisstered
ter
ed fir
first
st aid mo
more
re oft
often
en and Afr
African
ican Am
Americ
erican
an off
officer
icerss were mo
more
re invo
involved
lved in
sweeps
swee
ps and raid
raidss relat
related
ed to wide
widespre
spread
ad narcoti
narcotics
cs use. Veres et al. (1991) found tha
thatt
job analy
analysis
sis rat
ratings
ings wer
weree relat
related
ed not only to the race of th
thee incum
incumbent
bent but to the
race of the incum
incumbent
bent’’s coworke
coworkers.
rs.
Landy
La
ndy an
and
d Vase
Vaseyy (199
(1991)
1) foun
found
d po
possi
ssib
ble dif
difffer
erence
encess in th
thee way
wayss men and wome
women
n
viewed
viewe
d the
their
ir jobs
jobs.. Be
Becaus
causee gen
gende
derr was co
conf
nfou
ound
ndeed wit
with
h ex
expe
peri
rienc
ence,
e, th
they
ey wer
weree not ab
able
le
to dra
draw
w any de
defi
finite
nite con
conclusi
clusio
ons
ns.. Sch
Schm
mit
ittt and Co
Cohe
hen
n (198
(1989)
9) fou
found
nd tha
thatt ma
male
le mi
middle
ddle-leveel mana
lev
managers
gers we
were
re mor
moree oft
ofteen invo
involve
lved
d in budg
budgeta
etary
ry or fin
financ
ance-r
e-relat
elateed task
taskss th
than
an
were
we
re th
thei
eirr fema
female
le cou
counte
nterpar
rparts.
ts. Anso
Ansooria
orian
n and Sch
Schult
ultzz (19
(1997
97)) fo
foun
und
d no diff
differ
erenc
ences
es in
thee ph
th
physic
ysicalal-ef
effo
forrt ra
ratin
tings
gs ass
assigne
igned
d by ma
male
le and fema
female
le in
incum
cumben
bentts.
Landy and Vas
Vasey
ey (1991) found that police off
officer
icerss with only a high
school diplo
school
diploma
ma were less involved in court activ
activitie
itiess tha
than
n wer
weree their more educa
educated
ted
counterpa
count
erparts.
rts.
Cucina,
Cuci
na, Vasilopoulo
Vasilopoulos,
s, and Sehg
Sehgal
al (2005) found that the persona
personality
lity of the
incumbent was related to the perso
incumbent
personalit
nalityy traits rated by the incumbent to be important to the job. That is, extrover
extroverted
ted incum
incumbent
bentss rated such traits as frie
friendlin
ndliness,
ess, lead
lead-ership
ersh
ip ability
ability,, and ambiti
ambition
on as bein
beingg impor
importan
tantt for the job where
whereas
as consci
conscient
entious
ious
incumbent
incum
bentss rated such trai
traits
ts as work ethic and attent
attention
ion to detail as being import
important.
ant.
Similarly
Simi
larly,, Ford, Truxillo, Wang, and Bauer (2008) fo
found
und that extro
extrovert
vertss and people
high in agree
agreeable
ableness
ness were likely to inflat
inflatee task and KSAO ratings.
It should be no surprise that peop
people
le wit
with
h diff
differen
erentt perspe
perspecti
ctives
ves on the job
(e.g., incum
(e.g.,
incumbent
bent,, supervi
supervisor,
sor, cust
customer
omer)) produce di
diffe
fferent
rent job ana
analysis
lysis res
results.
ults. For
example,
examp
le, Mueller and Belch
Belcher
er (2000) found that incumb
incumbents
ents (fire captai
captains)
ns) and th
their
eir
supervisor
super
visorss (fire chie
chief,
f, dep
deputy
uty fire chiefs, and divi
division
sion chief
chiefs)
s) produ
produced
ced differ
different
ent task
ratings
rat
ings du
during
ring a job ana
analysis
lysis of the fire ca
captai
ptain
n posi
positio
tion.
n. Truxi
Truxillo,
llo, Paronto, Collins,
and Sulzer (2004) found diff
differen
erences
ces in rati
ratings
ngs provi
provided
ded by police office
officers
rs and distri
district
ct
attorne
att
orneys
ys of the criti
criticali
cality
ty of differ
different
ent aspect
aspectss of report writ
writing
ing for report
reportss wri
writte
tten
n by
policee officer
polic
officers.
s. Wagner (1950) cond
conducte
ucted
d a job analy
analysis
sis of dentist
dentistss and found that
patient
pat
ientss generate
generated
d more incid
incident
entss where pati
patient
ent–denti
entist
st relat
relationsh
ionship
ip was crit
critical,
ical,
whereas
whe
reas dentist
dentistss rep
reporte
orted
d more techn
technical-p
ical-prof
roficie
iciency
ncy incid
incidents
ents.. Likewi
Likewise,
se, Fisher and
Greenis
Gree
nis (1996) and Andersso
Andersson
n and Nilsson (1964) found diff
differen
erences
ces in the criti
critical
cal
incident
inci
dentss generate
generated
d by managers
managers,, incumben
incumbents,
ts, and custom
customers.
ers.
Thee co
Th
consi
nsider
deratio
ation
n of whi
which
ch empl
employee
oyeess ar
aree cho
chosen
sen to part
partic
icip
ipate
ate is an im
impor
porttan
antt
issue
is
sue bec
becaus
ausee a jo
job
b can oft
ofteen be pe
perf
rfo
orm
rmed
ed in se
seve
vera
rall way
ways.
s. If ma
males
les and fe
fema
male
less perform
fo
rm equ
equall
allyy well on a job
job,, yet per
perfor
form
m th
thee job in di
diffe
fferrent wa
wayys, the job ana
analy
lyse
sess mus
mustt
contai
con
tain
n inf
infor
ormat
matiion abo
about
ut bo
both
th st
styl
yles.
es. Fo
Forr exa
example
mple,, supp
suppose
ose res
reseear
arch
ch in
indi
dicate
catess tha
thatt
male
ma
le supe
supervi
rvissor
orss le
lead
ad by sett
setting
ing goa
goals
ls and bei
bein
ng di
dire
rect
ctiive an
and
d fe
female
male supe
supervi
rvisor
sorss use
JOB ANAL YSI S AND E VALUATI
VAL UATI ON
47
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more of a par
more
parttic
icipat
ipativ
ivee app
approa
roach
ch.. Co
Cons
nsequ
equent
ently
ly,, a job ana
analysi
lysiss con
conduct
ducteed only on male
supeerv
sup
rvisor
isorss wou
would
ld res
result
ult in a di
diff
fferen
erentt set of KSAO
KSAOss th
than
an a job ana
analy
lysi
siss usi
using
ng bot
both
h male
and fema
female
le sup
supeerv
rvisor
isors.
s. Be
Becaus
causee job an
anaaly
lysis
sis is the bas
basiis fo
forr ev
eveery per
personn
sonnel
el de
deci
cisi
sion,
on, it
can
ca
n be seen th
that
at equa
equall opp
oppo
ort
rtun
uniity eff
efforts
orts beg
begin
in as ea
early
rly as th
thee job ana
analy
lysis.
sis.
The issue of using the best employ
employees
ees or the typi
typical
cal employe
employees
es is also impo
importan
rtant.
t.
Duringg a job ana
Durin
analysis
lysis at a large printi
printing
ng facto
factory,
ry, it was discov
discovered
ered that one employe
employeee
performe
perf
ormed
d his job diffe
different
rently
ly from the employ
employees
ees on the othe
otherr two shift
shifts.
s. Further
investiga
inve
stigation
tion reveale
revealed
d tha
thatt the one employee was also rated much high
higher
er in job performance
form
ance tha
than
n the other two. Thus, it appea
appeared
red tha
thatt the logica
logicall thing to do was writ
writee
the job an
analysi
alysiss result
resultss based on the way the best employee perform
performed
ed the job and
then
the
n retrai
retrain
n the other tw
two.
o.
What Type
Typess of Info
Informat
rmation
ion Should Be Obtaine
Obtained?
d?
An import
important
ant decis
decision
ion concern
concernss th
thee level of specific
specificity
ity.. That is, should the job analy
analysis
sis
break
brea
k a job down into very minut
minute,
e, specific behavi
behaviors
ors (e.g.
(e.g.,, “tilt
tiltss arm at a 90-degr
90-degree
ee
angle” or “move
movess foot forwa
forward
rd three inches”), or should the job be analy
analyzed
zed at a
more general level (“make
makess financi
financial
al decisi
decisions,
ons,” “speaks
“speaks to clients
clients””)? Although most
jobs are analyz
analyzed
ed at levels so
som
mewh
ewhere
ere bet
between
ween these two extrem
extremes,
es, ther
theree are times
when
whe
n the level of analysis will be closer to one end of the spect
spectrum
rum than the oth
other.
er.
Forr some jo
Fo
jobs
bs tha
thatt invo
involve
lve int
intric
ricate
ate wor
work,
k, exte
extensiv
nsivee and exp
expens
ensiv
ivee eff
efforts
orts ha
have
ve be
been
en
unde
un
dert
rtake
aken
n to ide
ident
ntify
ify the opt
optima
imall wa
wayy in whi
which
ch ta
tasks
sks sho
shou
uld be per
perform
formed.
ed. Fo
Forr ex
exam
am-ple,
pl
e, in a win
indo
dow
w ma
manuf
nufac
actur
turin
ingg pla
plant,
nt, job ana
analysi
lysiss de
deter
termine
mined
d that many mor
moree wi
winndow
do
ws cou
could
ld be moun
mounted
ted in fr
fram
ames
es by lif
lifttin
ingg th
thee gla
glass
ss just six in
inches
ches and the
then
n slid
slidin
ingg it
into
in
to pla
place
ce,, tha
than
n by lift
lifting
ing th
thee gla
glass
ss high
higher
er and pla
placin
cingg it in the fra
fram
me. In suc
such
h a sit
situa
ua-tion,
ti
on, th
thee wor
work
k obvi
obviousl
ouslyy mu
must
st be pe
perfor
rformed
med in a spe
specif
cific
ic ma
manner
nner for the gre
greate
atest
st fina
finanncial
ci
al savi
savings
ngs.. Th
Thus
us,, th
thee job ana
analysi
lysiss is mor
moree ef
effe
fectiv
ctivee at a mor
moree deta
detaile
iled
d leve
level.l.
A related decisi
decision
on addresse
addressess the issue of formal versus infor
informal
mal requirem
requirements
ents..
Formal
Form
al require
requirement
mentss for a secret
secretary
ary migh
mightt include typi
typing
ng letter
letterss or filing memos.
Informal
Infor
mal requireme
requirements
nts might involv
involvee making coffee or picking up the boss’s child
children
ren
from school. Includi
Including
ng inform
informal
al require
requirement
mentss has the advant
advantages
ages of ident
identify
ifying
ing and
eliminat
elimi
nating
ing duties that may be illegal or unnecessa
unnecessary.
ry. For exampl
example,
e, suppose a job analysis revea
reveals
ls that a secret
secretary
ary in one depart
department
ment picks up the boss’s childr
children
en from
schooll and takes them to a day-car
schoo
day-caree cente
center.
r. This is an import
important
ant findin
findingg because the
company
comp
any may not want this to occur. However
However,, beca
because
use th
thee manag
manager
er makes $200,000
per yea
year,
r, the comp
company
any may pr
prefer
efer th
that
at the lowe
lower-pa
r-paid
id secret
secretary
ary rather th
than
an the
higher-p
high
er-paid
aid execut
executive
ive take an hour a day to pick up the childre
children.
n. If this task is in the
job descri
descripti
ption,
on, an appli
applicant
cant will know about this duty in adva
advance
nce and can decide at
the tim
timee of hire whet
whether
her it is accepta
acceptable.
ble.
In additi
addition,
on, infor
informal
mal requir
requirement
ementss (e
(e.g.,
.g., picki
picking
ng up mail) may need to be made
more formal to red
reduce
uce potent
potential
ial confusi
confusion
on regardi
regarding
ng who is respo
responsible
nsible for the task.
At one cred
credit
it union, a contin
continued
ued source of bickeri
bickering
ng in
involved
volved whose job or whose
turn it was to pic
pick
k up the mail, especi
especially
ally when the weat
weather
her was bad and post office
parking
parki
ng bec
became
ame li
limite
mited.
d. This proble
problem
m could have be
beeen eli
elimina
minated
ted if the ta
task
sk wer
weree
assigned
assign
ed to one individ
individual.
ual.
Conducting a Job Analysis
Although there are many ways to conduct a job analysi
Although
analysis,
s, the goal of most job analy
analyses
ses
is to iden
identif
tifyy the tasks perform
performed
ed in a job, the cond
conditi
itions
ons under which th
thee tasks are
performe
perf
ormed,
d, and the KSAOs nee
needed
ded to perf
perform
orm the ta
tasks
sks under the conditi
conditions
ons
48
CH APTE R 2
Copyright 2016 Ceng
Copyright
Cengage
age Learning. All Rights Reserv
Reserved.
ed. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial re
revie
view
w has deemed that an
any
y suppressed content does not materially af
affect
fect the overall learning e xperience. Ceng
Cengage
age Learning reserv
reserves
es the right to remo
remov
ve additional content at an
any
y time if subsequent rights restrictions require it.
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© Hisham Ibr
Ibrahlm/Pho
ahlm/PhotoDisc/
toDisc/Getty
Getty Images
Some jobs requ
Some
require
ire
tremen
tre
mendous
dous atte
attenti
ntion
on
to detai
detail.l.
identified.
identif
ied. This sect
section
ion will begin with a commonly used strat
strategy
egy for conduct
conducting
ing a job
analysis
analy
sis and conclude wit
with
h descri
descripti
ptions
ons of alter
alternat
native
ive meth
methods.
ods.
Stepp 1: Identif
Ste
Identifyy Tasks Perform
Performed
ed
The first step in conducti
conducting
ng a job analy
analysis
sis is to ident
identify
ify the majo
majorr job dimensio
dimensions
ns and
the tasks perf
performe
ormed
d for each dimen
dimension,
sion, the tools and equipmen
equipmentt used to perf
perform
orm the
tasks, and the conditi
conditions
ons under whic
which
h the tasks are perfor
performed.
med. This informa
information
tion is
usually gath
gathered
ered by obtai
obtaining
ning previ
previous
ous informa
informatio
tion
n on the job, interv
interview
iewing
ing job
incumbent
incum
bents,
s, observi
observing
ng perfor
performance
mance,, or actually perf
performi
orming
ng the job itself.
Priorr to inter
Prio
intervie
viewing
wing incumb
incumbents
ents,, it is alwa
always
ys a good idea
to gath
gather
er infor
informat
mation
ion that has already been obtai
obtained.
ned. For example
example,, one might gathe
gatherr
existing
exist
ing job descri
descripti
ptions,
ons, task inven
inventori
tories,
es, and trai
training
ning manuals. This informa
information
tion
mightt come from the organiz
migh
organizatio
ation
n with which you are working, other organiz
organizatio
ations,
ns,
trade
tra
de publi
publicati
cations,
ons, and journa
journall artic
articles.
les. Examp
Examples
les of external sources are occupat
occupationa
ionall
and caree
careerr info
informa
rmation
tion system
systemss such as O*NET, emplo
employme
yment
nt advert
advertiseme
isements,
nts, cert
certifiification
cati
on and train
training
ing resourc
resources,
es, and tech
technica
nicall and resea
research
rch repo
reports
rts (Dier
(Dierdor
dorff,
ff, 2012).
Subject-matter
Subject-ma
tter experts
(SMEs)) Sourc
(SMEs
Sources
es such as sup
superervisorsrs and incumb
viso
incumbents
ents who are
knowledgea
know
ledgeable
ble about a job.
Job analyst The person conducting
ducti
ng the job analys
analysis.
is.
SME co
conferenc
nferencee A group jo
jobb
analysis
analy
sis intervi
interview
ew consis
consisting
ting of
subjectsubj
ect-matter
matter experts (SMEs).
Thee most comm
Th
common
on meth
method
od of co
con
ndu
duct
ctin
ingg a job ana
analylysis is to in
sis
inte
terv
rviiew subj
subjec
ect-m
t-mat
atter
ter exp
experts
erts (SME
(SMEs)
s).. SME
SMEss are peo
peop
ple who are kno
knowl
wl-edge
ed
geable
able abo
about
ut the job an
and
d inc
include
lude jo
job
b incu
incumbe
mbent
nts,
s, su
supe
pervi
rviso
sors,
rs, cus
custo
tome
mers,
rs, and
uppe
up
per-le
r-level
vel ma
manag
nageme
ement.
nt. Job ana
analys
lysis
is int
inteerv
rviews
iews di
diff
ffer
er gre
greatly
atly fr
from
om emp
emplo
loym
yment
ent inte
interrviews
vi
ews in tha
thatt th
thee pur
purpose
pose of th
thee job anal
analysi
ysiss int
inteerv
rvie
iew
w is to obt
obtai
ain
n info
informa
rmatio
tion
n abo
about
ut the
job itse
itself
lf ra
ratthe
herr th
than
an ab
abou
outt the pe
perrso
son
n doin
doingg the job
job.. Job anal
analyysi
siss inte
intervi
rviews
ews com
comee in
two
tw
o mai
main
n for
forms:
ms: ind
indiv
ividua
iduall and grou
group.
p. In the indi
individ
vidua
uall int
inteerv
rvie
iew,
w, the job anal
analyst
yst int
inter
er-views
vi
ews only one empl
employee
oyee at a tim
time.
e. In the grou
group
p inte
intervi
rvieew, or SME conf
conferen
erence
ce,, a la
larger
numb
num
ber of em
empl
ploy
oyees
ees are in
inter
tervi
viewe
ewed
d to
togeth
gether.
er. As me
menti
ntion
oned
ed ea
earli
rlier
er in th
thee ch
chapt
apter,
er,
indi
in
divid
vidua
uall in
inte
terv
rviiew
ewss te
tend
nd to yi
yield
eld si
simi
milar
lar resu
result
ltss to grou
group
p in
inte
tervi
rviews
ews..
JOB ANAL YSI S AND E VALUATI
VAL UATI ON
49
Copyright
Cop
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Cengage
age Learning. All Rights Reserv
Reserved.
ed. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
Editorial re
revie
view
w has deemed that an
any
y suppressed content does not materially af
affect
fect the overall learning e xperience. Ceng
Cengage
age Learning reserv
reserves
es the right to remo
remov
ve additional content at an
any
y time if subsequent rights restrictions require it.
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PhotoDisc/Getty
ty Images
Interviews
Intervi
ews are a
common
com
mon job analys
analysisis
techn
tec
hnique
ique..
Regardless
Regar
dless of whe
whethe
therr individ
individual
ual or group int
intervi
erviews
ews are used, cert
certain
ain guideli
guidelines
nes
should be follow
followed
ed that will make the inte
intervi
rview
ew go more smoothly
smoothly..
1. Prep
Prepare
are for the inter
interview
view by announcin
announcingg the job analys
analysis
is to the employe
employees
es
well in advanc
advancee by selectin
selectingg a quiet and privat
privatee interv
interview
iew locat
location.
ion.
2. Op
Open
en the inter
interview
view by esta
establish
blishing
ing rappor
rapport,
t, putti
putting
ng the worker at ease, and
explaining
explai
ning the purp
purpose
ose of the interv
interview
iew..
3. Con
Conduct
duct the inte
intervie
rview
w by asking open-end
open-ended
ed questio
questions,
ns, using easyto-underst
to-un
derstand
and vocab
vocabulary
ulary,, and allowing suffi
sufficien
cientt time for the empl
employ
oyee
ee to
talk and answe
answerr question
questions.
s. Avoid being conde
condescend
scending
ing and disagr
disagreeing
eeing wit
with
h
the incum
incumbent
bent..
Most worker
workerss are proud of their jobs and are willing to talk about them in great
detail. Once the initia
detail.
initiall appre
apprehen
hensions
sions and jitter
jitterss are over, most job analysis inter
interview
viewss
go well. A good way to star
startt the actua
actuall interv
interview
iew is by asking the employ
employee
ee to descr
describe
ibe
whatt she do
wha
does
es from the moment she first enter
enterss the parkin
arkingg lo
lott at wor
work
k to the
moment
mome
nt she arri
arrives
ves back home. A questi
question
on such as this provide
providess some struc
structure
ture for
the employee in reca
recalling
lling the vari
various
ous aspect
aspectss of her job and also provi
provides
des the inte
interrviewer
view
er with many follow
follow-up
-up questions and areas that will prov
provide
ide additi
additional
onal
informat
info
rmation.
ion.
50
CH APTER
APTE R 2
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Ammerman technique A
Ammerman
job analys
analysisis method in which a
group of job experts identifie
identifiess
the objec
objectives
tives and stan
standards
dards to
be met by the ideal worker.
With
Wit
h a committ
committee-b
ee-based
ased approa
approach,
ch, a commit
committee
tee of SMEs meet
meetss to brain
brainstor
storm
m the
major duti
duties
es involved in a job. Once this has been done, the commi
committe
tteee identif
identifies
ies
the tasks (work(work-relat
related
ed activit
activities)
ies) that must be complete
completed
d for each of the duties. The
resultss are then summar
result
summarized
ized in job descrip
descriptio
tions
ns or a job analysis repo
report.
rt.
An excellent jo
job
b analysis in
interv
terview
iew te
technique
chnique was developed by Ammerman
(1965) and re
report
ported
ed by Robi
Robinson
nson (1981). The basi
basicc steps for th
thee Ammerma
Ammerman
n
technique
tech
nique are as follows:
1. Conven
onvenee a panel of exper
experts
ts that includes repre
representa
sentativ
tives
es from all levels of the
organiza
organ
ization
tion..
2. Hav
Havee the panel identi
identify
fy the objecti
objectives
ves and standar
standards
ds that are to be met by the
ideall incumben
idea
incumbent.
t.
3. Hav
Havee the panel list the speci
specific
fic beha
behavior
viorss neces
necessary
sary for each obje
objectiv
ctivee or
standard
stan
dard to be attai
attained.
ned.
4. Hav
Havee the panel ident
identify
ify wh
which
ich of the beha
behavior
viorss from step 3 are “crit
critical
ical” to
reaching
reac
hing the objec
objectiv
tive.
e.
5. Hav
Havee the panel rank-or
rank-order
der the obje
objectiv
ctives
es on the basi
basiss of impor
importan
tance.
ce.
The result
resultss of the
these
se proce
procedure
duress will yield a set of impor
important
tant object
objectives
ives and the
behaviors
behavio
rs necessa
necessary
ry to mee
meett them. These beha
behavio
viors
rs can be used to creat
createe employ
employee
ee
selectio
selec
tion
n tests, devel
develop
op train
training
ing progra
programs,
ms, or evalua
evaluate
te the pe
perfor
rformance
mance of curr
current
ent
employees
emplo
yees.. An example of Amm
Ammerm
erman-st
an-style
yle object
objectives
ives and be
behav
haviors
iors is show
shown
n in
Figuree 2.1.
Figur
Observations
Observati
ons A job analysis
methodd in which the job analyst
metho
watches
watch
es job in
incumb
cumbents
ents perform
their jobs
jobs..
Observati
Obse
rvations
ons are useful job analysi
analysiss metho
methods,
ds, especiall
especiallyy when
used in conjuncti
conjunction
on with othe
otherr meth
methods
ods such as interv
interview
iews.
s. Durin
Duringg a job analysi
analysiss
observat
obser
vation,
ion, the job analyst obser
observes
ves incumbe
incumbents
nts perfor
performing
ming their jobs in the work
setting.
sett
ing. The advanta
advantage
ge to this metho
method
d is that it lets the job analy
analyst
st actually see the
workerr do her job and thus obtain inform
worke
informati
ation
on that the worker may have forgott
forgotten
en
to mention during the inter
interview
view.. This is espec
especially
ially impor
important
tant because many employe
employees
es
havee diffi
hav
difficulty
culty descri
describing
bing exactly wha
whatt the
theyy do; to them, perform
performing
ing the
their
ir job is second natur
naturee and takes little thou
thought.
ght. A good de
demonst
monstrat
ration
ion of this point is people’s
difficult
dif
ficultyy in nami
naming
ng the locati
location
…