BHR4601 Columbia Southern Poorly Written and Well Written Job Descriptions Using the Web browser of your choice, identify two poorly written and two well-w
BHR4601 Columbia Southern Poorly Written and Well Written Job Descriptions Using the Web browser of your choice, identify two poorly written and two well-written job descriptions. Please copy and
paste the descriptions into your Word document and include references in APA format.
Discuss:
What makes the poorly written job descriptions weak? What makes the better job descriptions more effective? Respond to
each question with a minimum of 250 words.
Now, select one of the weaker job descriptions and rewrite them by utilizing O*NET (http://www.onetonline.org/) as one of
your sources.
When responding to the questions, be sure to utilize the information from the required reading and the Unit III Study
Guide.
All sources cited, including the textbook, must be cited and referenced according to APA standards. Utilize APA formatting
for your title and reference pages. COPYRIGHT © 2015 PEARSON EDUCATION, INC.
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Chapter 4 – Strategic Job
Analysis and Competency
Modeling
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Learning Objectives
After studying this chapter, you should be able
to:
Explain why job analysis can be strategic.
Describe different types of job analyses, and what
they are used for.
Define “job description” and “person specification”
and describe how they are used.
Describe the advantages and disadvantages of
different job analysis methods.
Describe how to plan a job analysis.
Describe how to conduct a job analysis.
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Job Analysis
Definition: a systematic process of identifying and
describing the important aspects of a job and the
characteristics workers need to perform the job well
Job analyses are used for multiple purposes, including:
Determining job entry requirements
Developing a company’s strategic recruiting plan
Selecting individuals for employment
Developing employee training plans
Designing compensation systems
Developing performance evaluation measures
Job analyses also help group jobs into job families or
groupings of jobs that either call for similar worker
characteristics or contain parallel work tasks
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Job Families
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Job Analysis for Staffing
A job analysis that produces a valid selection system
identifies worker characteristics that:
Distinguish superior from average and unacceptable workers;
Are not easily learned on the job; and
Exist to at least a moderate extent in the applicant pool.
Future-oriented job analysis: job analysis technique for
analyzing new jobs or analyzing how jobs will look in the
future
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Job-Worker Match
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Legal Requirements
To meet legal requirements, a job analysis must:
Be valid and identify the worker knowledge, skills,
abilities, and other characteristics necessary to perform
the job and differentiate superior from barely acceptable
workers
Be in writing and relevant to the particular job in question
Be derived from multiple sources
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Practical Reasons to do a
Job Analysis
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Job Description
A written description of the duties and responsibilities
associated with the job itself.
Job descriptions usually include:
The size and type of organization
The department and job title
The salary range
Position grade or level
To whom the employee reports and for whom the employee is responsible
Brief summary of the main duties and responsibilities of the job
Brief summary of the occasional duties and responsibilities of the job
Any special equipment used on the job
Any special working conditions (e.g. shift or weekend work, foreign travel,
etc.)
Purpose and frequency of contact with others
The statement, “Other duties as assigned” to accommodate job changes and
special projects
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Person Specification
Person specification: summarizes the
characteristics of someone able to perform the job
well
Essential criteria: job candidate characteristics that
are critical to adequate performance of a new hire
Desirable criteria: job candidate criteria that may
enhance the new hire’s job success, but that are
not essential to adequate job performance
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Outcomes of Job Analysis
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Job Analysis Methods
Must be:
Reliable, or replicable
◦ A reliable job analysis procedure will produce the same
results when it 1) is applied to the same job by a
different job specialist; 2) when a different group of job
experts is used; and 3) when it is done at a different
time.
Valid, or accurately measure what it was intended to
measure
◦ A valid job analysis accurately captures the target job.
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Job Analysis Techniques
Critical incidents technique: identifies behaviors extremely
effective or extremely ineffective behaviors by documenting
critical incidents that have occurred on the job
Job elements method: uses expert brainstorming sessions to
identify the characteristics of successful workers
Structured interview technique: subject matter experts provide
information about the job verbally in structured interviews
Task inventory approach: job experts generate a list of 50-200
tasks that are grouped in categories reflecting major work
functions that are then evaluated on dimensions relevant for
selection
Structured Questionnaires: involves using a list of preplanned
questions designed to analyze a job (e.g., the Position Analysis
Questionnaire or PAQ)
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Planning Job Analyses
Job analyses should be performed in such a way as
to meet the professional and legal guidelines that
have been published in the Uniform Guidelines on
Employee Selection Procedures
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Planning Job Analyses
Determine time and resources necessary and
available
Collect background information about the company,
its culture and business strategy, the job, and the
job’s contribution to strategy execution and
competitive advantage
O*NET – Occupational Information Network
(http://online.onetcenter.org/)
Identify job experts
Identify appropriate job analysis technique(s) to use
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Job Analysis Steps
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Task Statements
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Job Duties
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Weighting Job Duties
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Job Requirements Matrix
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Competency Modeling
Definition: a job analysis method that identifies the
necessary worker competencies for high performance
Competencies: more broadly defined components of a
successful worker’s repertoire of behavior needed to do a
job well
Because competencies are linked to the organization’s
business goals, strategy, and values, a person specification
resulting from a job description can enhance hiring quality
and strategy execution
A competency-based job description:
Enhances a manager’s flexibility in assigning work
Lengthens the life of a job description
Can allow firms to group jobs requiring similar competencies under a
single job description
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Competencies Related to Specific Job
Environments
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Job Rewards Analysis
Job rewards analysis: identifies the intrinsic and
extrinsic rewards of a job
Analyzes the intrinsic rewards that are non-monetary and
derived from the work itself and the firm’s culture
◦ Including the satisfaction of meeting personal goals, great coworkers,
continuous learning, and doing meaningful work.
Analyzes the extrinsic rewards that have monetary value
◦ Including base pay, bonuses, and benefits.
The combination of intrinsic and extrinsic rewards
are a job’s total rewards
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Job Rewards Analysis, cont.
Employee value proposition (EVP): the intrinsic and
extrinsic rewards an employee receives by working
for a particular employer in return for their job
performance
Communicating your EVP:
First determine exactly what attracts job candidates, and
why employees enjoy their work.
Then craft a message to clearly state what makes your
company the obvious choice over the competition.
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3 Criteria for Employee
Value Propositions
1. Magnitude refers to a reward package that is neither too
small nor too large in economic terms.
• Spending too much on rewards can negatively impact the firm’s
financial stability, and hurt investor relations.
2. Mix refers to the composition of the reward package
matching the needs and preferences of applicants or
employees.
• Offering stock options that vest in five years to a young, mobile
workforce, or free daycare to an older workforce is not
consistent with workers’ needs and preferences.
3. Distinctiveness refers to the uniqueness of the total
reward package.
• Rewards with no special appeal and that do not set the
organization apart as distinctive do not present a compelling
value proposition.
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Job Reward Dimensions
Amount refers to how much of it is received.
how much pay, what level of task variety
Differential is how consistent the reward is across different
employees.
all employees receive the same number of vacation days, but
merit bonuses range from 2% to 15% of base pay
Stability is how reliable the reward is.
◦ Is the reward the same all of the time, or does it change (e.g.,
does it vary based on organizational performance or business
requirements?)
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Job Rewards Matrix
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Job Rewards Matrix, cont.
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Discussion Questions
Why do you think some organizations choose to
not perform job analyses given their benefits?
What could be done to increase their
willingness to analyze jobs?
How can job analysis make staffing more
strategic?
How do you personally evaluate different job
opportunities and decide which to pursue?
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Discussion Questions
If supervisors and job incumbents disagreed about the
relative importance and weights of various job duties, how
would you reconcile their conflicting opinions? For example,
if a supervisor emphasized the technical aspects of a
customer service representative’s job and the representatives
emphasized the interpersonal aspects of listening to
customers and understanding their problems, what would
you do?
Some jobs change so rapidly that companies do not feel
doing a job analysis is worthwhile because by the time one is
done, it’s already outdated. What advice would you give such
a company to help them take advantage of the benefits a job
analysis has to offer without wasting unnecessary time and
resources doing a traditional job analysis?
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Develop Your Skills Exercise
Working in a group of 3-4 people, do a job rewards
analysis on the job one of your group members
holds (or has held). Use the questionnaire in this
chapter’s Develop Your Skills feature as part of your
analysis.
Summarize your analysis in a job rewards matrix.
Then apply the results and describe the type of
potential job applicant to which each reward might
appeal.
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Opening Vignette Exercise
The opening vignette describes MITRE’s effort to develop a
competency model for its sytems engineers. As explained in
the vignette, systems engineering is a broad discipline
requiring a variety of knowledge, skills, abilities, and other
characteristics. Performing a job analysis or developing a
competency model for this type of job requires using
different methods than would doing the same for a more
static, lower-skilled job such as a cashier or mail sorter.
Your assignment for this exercise is to describe how you
would conduct a job analysis or create a competency model
differently for these two types of jobs. How would the
process differ? Would you use different sources of
information?
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Chern’s Case Study
a)
Using O*Net and other sources of data,
create a job requirements matrix.
b)
For each competency or KSAO, decide if it
should be used to hire or plan to develop.
c)
Estimate how important each characteristic
is relative to the others as well as the
relative time spent on each job duty.
d)
Create a job rewards matrix.
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All rights reserved. No part of this publication may be reproduced, stored in
a retrieval system, or transmitted, in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher. Printed in the United States of America.
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UNIT III STUDY GUIDE
Job Analysis—Is It
Really Important?
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
3. Explain the significance of research methods used in job analysis.
3.1 Define job analysis, including the various types of job analysis methods and the steps to
complete the process.
3.2 Explain the legal reasons for conducting job analysis.
3.3 Describe job description, person specifications, and competencies.
Reading Assignment
Chapter 4:
Strategic Job Analysis and Competency Modeling
Unit Lesson
Click here to access the audio recording of this lesson.
What is a job analysis? Why is it important? What purpose does it serve? Why does the supervisor need input
from the employees? What if the employees fail to cooperate? What if false information is given? How does
this impact company failure or success?
As you can see, there are many questions that may be asked in regards to job analysis. Many of you have
heard the term “job analysis.” Some of you may have had the opportunity to conduct job analysis. As popular
as job analysis can be, there are some organizations that believe it is a waste of time. However, based on
experience, job analysis can help to determine the success of an organization. You may ask, how so? When
a job analysis is conducted, the reviewer looks to find the specifics about the specific job. The job analysis
does not look at the person in the job but the job itself. The reviewer tries to determine what duties and tasks
are needed, the time it takes to complete the task, and the process for completing the task. The reviewer also
tries to determine what necessary tools and/or equipment are needed to perform job tasks. Although most
people believe the supervisor is the go-to person for this information, the person performing the job is the best
person to gain such information from. The person performing the job’s tasks on a regular basis can generally
share information about the job that the supervisor may not be aware of. The job analysis is a great tool when
writing job descriptions or revamping an organization. The job analysis helps to create specifics about the
position and essential functions. There are several job analysis methods that organizations utilize. Many
organizations utilize more than one method because they typically utilize the one they feel will produce the
best reliability and validity for a job class or family.
Now that the job analysis is complete, it is important to understand how all this works. The managers are now
able to determine if the proper knowledge, skills, abilities, and other characteristics (KSAOs) have been
identified. They can determine if changes need to be made to the job descriptions. When changes are
needed, the managers must make certain that essential functions are identified and are in compliance with
the Americans with Disabilities Act (ADA). Managers can also determine specific rewards that need to be
implemented in order to attract and retain employees.
Scenario
You heard “through the grapevine” that your company will be conducting job analyses for various positions
within the organization. Your immediate supervisor has not told you about this, so you began to wonder: what
is the purpose of the job analysis, who will it impact, and what impact will the analysis have on employee pay
and job stability? These are only a few of the many questions that employees may have when they are not
BHR 4601, Staffing Organizations
1
familiar with job analysis or when management does not take the time to communicate
this process
UNIT x STUDY
GUIDEto the
employees.
Title
To avoid confusion, disgruntlement, and lack of cooperation from the employees, what should management
do? The answers are addressed within the reading in Chapter 4.
After completing this unit, you should have a better understanding of job analysis, the legal ramifications
of job analysis, job analysis methods, and what it takes to plan and conduct a job analysis. This unit will
also provide insight on job analysis rewards—to include intrinsic and extrinsic rewards.
Suggested Reading
Click here to access the Chapter 4 PowerPoint Presentation.
Click here to view a PDF of the Chapter 4 presentation.
BHR 4601, Staffing Organizations
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