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Part 2
Support Activities

Chapter 4:

Job Analysis and Rewards

McGraw-Hill Education

Copyright © 2015 by McGraw-Hill Education, All Rights Reserved.

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection:
Measurement, external, internal

Employment:
Decision making, final match

Staffing Organizations Model

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Chapter Outline

Changing Nature of Jobs
Job Requirements Job Analysis
Job Requirements Matrix
Job Descriptions and Job Specifications
Collecting Job Requirements Information
Competency-Based Job Analysis
Nature of Competencies
Collecting Competency Information
Job Rewards
Types of Rewards
Employee Value Proposition
Collecting Job Rewards Information
Job Analysis for Teams
Legal Issues
Job Relatedness and Court Cases
Essential Job Functions
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Learning Objectives for This Chapter

Understand the rationale behind job analysis
Know the difference between a job description and job specification
Learn about methods for collecting job requirements
Understand why competency-based job analysis has grown in prominence
Learn about methods for collecting competencies
Recognize the types of rewards associated with jobs
Become familiar with the legal issues surrounding job analysis
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Discussion Questions for This Chapter

What is the purpose of each type of job analysis, and how can the three types described in this chapter be combined to produce an overall understanding of work in an organization?
How should task statements be written, and what sorts of problems might you encounter in asking a job incumbent to write these statements?
Would it be better to first identify task dimensions and then create specific task statements for each dimension, or should task statements be identified first and then used to create task dimensions?
What would you consider when trying to decide what criteria (e.g., percent time spent) to use for gathering indications about task importance?
What are the advantages and disadvantages of using multiple methods of job analysis for a particular job? Multiple sources?
What are the advantages and disadvantages of identifying and using general competencies to guide staffing activities?
Referring to Exhibit 4.18, why do you think HR professionals were not able to very accurately predict the importance of many rewards to employees? What are the implications for creating the EVP?
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The Need for Job Analysis

The process of studying jobs in order to gather, analyze, synthesize, and report information about job requirements and rewards
Three main types
Job requirements
Competency-based
Job rewards
Exhibit 4.1 Comparison of Types of Job Analysis

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Job requirements Competency Job rewards
Method Collect information on activities performed on the job to assess needed KSAOs for each job Collect information on company strategy to determine KSAOs and behavioral capabilities across the organization Collect information from employees on preferences and outcomes of jobs
Process Collect data on tasks, duties, responsibilities from incumbents and supervisors, develop job requirements matrix Discuss strategy with executives, then review how each job fits with the overall goals Develop lists of potential rewards for a job and survey job incumbents and leaders
Staffing implications Documents task requirements for legal purposes, determines specific KSAOs for selection Links organizational strategy with planning process and determines broad KSAOs for selection Provides guidance for how to develop recruiting materials and retention strategies
Changing Nature of Jobs

Major sources of change
Jobs are constantly evolving
Need for greater flexibility
Team- based work
Employees need to go beyond “tasks and duties as written”
Implication
Job analyses must be able to adapt to these conditions
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Job Requirements Job Analysis: Overview

Definition
Process of studying jobs to gather, analyze, synthesize, and report information about job requirements
Two major forms
Job requirements
Specific KSAOs for the job
Competency based
General KSAOs for all applicants
Has different degrees of relevance to staffing activities
Support activity for staffing activities
Provides foundation for successful staffing systems
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Ex. 4.2: Job Requirements
Approach to Job Analysis

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Ex. 4.3 Job Requirements Matrix

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Task statements

Definition
objectively written descriptions of the behaviors or work activities engaged in by employees in order to perform the job
Each statement should include
What the employee does, using a specific action verb
To whom or what the employee does what he or she does, stating the object of the verb
What is produced, indicating the expected output of the verb
What equipment, materials, tools, or procedures, are used
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