Topic 2 Job Analysis

7/28/2019 Topic 2 Job Analysis

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Copyright 2010 McGraw-Hill Australia Pty Ltd

PowerPoint slides to accompany Kalliath et al., Organisational Behaviour 2-1

Topic 2

Job Analysis



Outline

• What is job analysis?• How are jobs classified?

• What are the outcomes of job analysis?

• What are KSAOs?

• What methods are used for job analysis?

• Are these methods reliable and valid?

• Future developments

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PowerPoint slides to accompany Kalliath et al., Organisational Behaviour



Learning Objectives

1. Explain what a job analysis is and what itis used for.

2. Understand why jobs are classified intostructured hierarchies and be able to

describe the DOT and O*NET.3. Understand the role of job analysis in

producing job descriptions, jobspecifications and job evaluations.

4. Describe KSAOs and the criteria on whichthey are rated.

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Learning Objectives

5. Understand some of the recent changesin employment and how these changes will

influence job analysis.

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What is Job Analysis?

• A job analysis ‘defines and describes a job’ (page 33)

• Job Analysis:

• Provides objective assessment and

testing• Ensures each job is clearly defined

• Allows a ‘fit’ between an employee and a job

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What is Job Analysis?

• Functions of a job analysis include:• Classifying jobs

• Classifying workers

• Generating job descriptions;• Conducting performance appraisal

• Identifying training needs

• Job restructuring• Staff planning

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Why Use Job Analysis ?

• Maximises chances of finding the best personfor the job

• Enables suitable selection and appraisal

methods to be identified

• Improves legal defensibility

• Is pivotal to many other HR systems



Job Analysis Outcomes

• Outputs from a job analysis include:

• A job description is used to inform job

applicants/incumbents of their core duties and

responsibilities (Kalliath et al, page 37).

• A job specification details the minimum

acceptable skills and characteristics required by

the incumbent to perform the job effectively

(Kalliath et al, page 37).

• A job evaluation describes the monetary value of

a specific job within an organisation (Kalliath et al,page 38).

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Job vs. Worker Orientations

• Job-oriented: examines the tasks performed; theduties, functions & responsibilities of the worker

• Development of task statements: concise

expressions of tasks performed

• Rating of task• Statements by SME’s

• Worker-oriented: examines the human attributes

needed to perform the job successfully

• Development of KSAO statements: knowledge,skills, abilities & other attributes

• Rating of KSAO statements by SME’s

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Knowledge, Skills, Abilities andOther Attributes (KSAOs)

• KSAOs are an outcome of job analysis.• They ‘identify the characteristics required

by the job incumbent in order to perform

the job effectively’ (page 38).

• They can include:

• Educational qualifications;

• Personality traits;

• Job-specific skills.

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What are KSAOs?

• Knowledge: information or technical facts neededto do the job. Can generally be taught.

• Skills: proficiencies needed to perform a task

(usually demonstrated by doing rather than saying

something) using tools, equipment or machinery• Abilities: enduring and innate (e.g. cognitive

ability, spatial ability) not necessarily using tools or

equipment

• Other Attributes: personal or dispositionalqualities (e.g. conscientiousness, keeping calm

under pressure)

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KSAOs - Fire-fighter

• Knowledge: Knowledge of different firefighting techniques for various types of fires

• Skills: Use fire equipment to extinguish fire

• Abilities: Reaction time; manual dexterity• Other attributes: able to work under

pressure; able to work at heights and in

confined spaces

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Copyright Ltd


K l d Skill Abili i d



Knowledge, Skills, Abilities andOther Characteristics (KSAOs)

• Process of KSAO identification:• Involvement of incumbents/supervisors

for subject matter expert input

• These SMEs look at important and

necessary criteria on the basis of four criteria:• If it is necessary for new workers

• If it is practical to expect

• The degree of trouble likely if the KSAOis absent

• If the KSAO distinguishes superior workers from the average

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Job Analysis Methods

• How are job analyses conducted? Whathappens for particular jobs?

• Question SMEs to gather insights into

different tasks

• Observe how tasks are performed, and thenrecord these tasks which are subjective and

objective aspects of the job

• Produce a list of common tasks of a job and

then Survey incumbents to determine if theseare accurate.

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Job Analysis Outcome

• When tasks have been determined, theKSAOs of the job can be evaluated to find:

• The level of qualification required

• Type of personality characteristics needed

• Availability of these KSAOs in the labour

market

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Qualitative Job Analysis

• Job Observation• Useful for new or difficult to assess jobs

• Considers the job environment

• Need to consider: influence of being

observed; period of observation; number of

workers observed; data collection method

• Job Participation

• Analyst performs the job• Need to consider: influence of presence; time

involved; risks; data collection method

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Quantitative Job Analysis

• Job-oriented

• Functional job analysis

• Job element method

• Task analysis

• Worker-oriented• Critical incident technique

• Position Analysis questionnaire

• Mixed methods

• Combination job analysis method

• Multi-method job design questionnaire

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Functional Job Analysis

• Examines detailed information describedby a DOT or O*NET entry or locally

www.myfuture.edu.au.

• It focuses on the actual job functions

including and describes these functions

with precise task definitions.

• Often used in training and rehabilitation

processes.

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Generic Systems

• Myfuture: Australian based electronicdatabase of occupational information

• www.myfuture.edu.au

• O*NET: US based electronic database

replaced the existing Dictionary of

Occupational Titles

• http://online.onetcenter.org/

http://www.myfuture.edu.au/





More about O*NET

• Watch this video to hear more about O*NETand how it us used

http://www.youtube.com/watch?v=M8j7yG0f4wY

• There are questionnaires that are used in data

collection that can be used for the purpose of

conducting interviews

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R li bilit d V lidit f J b





Reliability and Validity of JobAnalysis Methods

• Methods require inter-rater judgment andtest –retest reliability.

• Research outcomes:

• Job analysts rather than incumbents

produce the more reliable data;

• Specific task data (rather than

generalised job analysis methods)

produce reliable data.• Validity of results is also important.

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F t D l t i J b



Future Developments in JobAnalysis

• Many of these developments relate to changesin jobs including:

• Shift away from manufacturing and a growth in

service industries;

• Blurring of job boundaries;• Increase in technology.

• Does the term work analysis rather than job

analysis describe these changes?

• Strategic job analysis aims to predict new jobsand competencies required for the future.

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Summary

• The main function of job analysis is: – Classifying jobs (examples are DOT,

O*NET and ANZSCO);

– Identifying skills and abilities (KSAOs)

required by workers to perform a jobsuccessfully.

• Job descriptions, job specifications and jobevaluations are produced by a job analysis

so the job analysis influence selection,performance management andcompensation decisions.

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Topic 2 Job Analysis

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