...chapter focuses on methods that focus on attributes or characteristics that people need to be able to complete their jobs successfully. This kind of information is used to hire qualified people. b. Worker-oriented methods are the most ‘psychological’ of the methods of job analysis. 2. Job Element Method c. This method blurs the distinction between what gets done and what abilities are required to do the job. This method breaks the job down into pieces called elements and are described in terms that job incumbents can easily understand. d. JEM focuses on work-behaviors and the results of this behavior rather than more abstract characteristics. e. An element in JEM is a combination of behaviors and associated evidences. f. Contents of Elements i. Contents cover a broad range of behaviors, including cognitive, psychomotor, and work habits. ii. One of the advantages of JEM over more narrow analytic approaches to job analysis is the use of work habits as elements. g. Steps in the JEM iii. Gathering Information for JEM 1. Usually conducted by a professional analyst and a team of six subject matter experts, who are usually incumbents and supervisors. 2. During the first session, SMEs brainstorm and rate a list of elements that the analyst compiles. A list of job elements and ratings of each will be created. The results of the first session will be put to some particular purpose, such...
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...Study of Job Analysis and Design in Mobile Network Operators of the Telecommunications Industry in Bangladesh Objectives of the Report Objectives of the Repot To determine the job analysis and design techniques used by the mobile phone operators in Bangladesh. To evaluate the effectiveness of each firm’s job analysis and design techniques and cross-examining them to make a comparison To provide possible recommendations on ways to improve each firm’s job analysis and design techniques Research Methodology Research Methodology Primary Sources Questionnaire Secondary Sources Journals Research Papers Internet Limitations Limitations Only one official from each company was interviewed Difficult to contact HR managers due to their work schedules Hesitant to provide information due to their confidential nature Difficult to assess reliability as based mainly on interviews Job Analysis and Design Job Analysis: Importance & Purpose Primary task for setting a baseline for each job Enables HR professionals to effectively manage job-related activities Systematic approach to defining the job role, description, requirements, responsibilities, evaluation, etc. Legal validation of employment decisions Defines duties & tasks Identifies reporting relationships Basis for determining relative worth of jobs Identifies redundancy Job Design Refers to the way that a set of tasks, or an entire job, is organized...
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...Management Foundation 500 November 14, 2013 Job Analysis is a process to identify and determine in detail the particular job duties, requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgments are made about data collected on a job. While Job Analysis data may be collected from incumbents through interviews or questionnaires, the product of the analysis is a description or specifications of the job, not a description of the person (McCarthy, 2014). According the McCarthy the purpose of job analysis is to establish and document the 'job relatedness' of employment procedures such as training, selection, compensation, and performance appraisal. Determining Training Needs Job Analysis can be used in training/"needs assessment" to identify or develop: •training content •assessment tests to measure effectiveness of training •equipment to be used in delivering the training •methods of training (i.e., small group, computer-based, video, classroom...) Compensation Job Analysis can be used in compensation to identify or determine: •skill levels •compensable job factors •work environment (e.g., hazards; attention; physical effort) •responsibilities (e.g., fiscal; supervisory) •required level of education (indirectly related to salary level) Selection Procedures Job Analysis can be used in selection procedures to identify or develop: •job duties that should be included in advertisements...
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...Title: Contributing to the Process of Job Analysis Unit Code: 3CJA Coursework Component: Written Date of Submission: 27/02/2016 JOB ANALYSIS Job is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis provides the information such as knowledge, skills and abilities (KSAs) required to perform a job, duties and responsibilities involved, education qualifications and experience required and physical and personal competencies required to perform to a job in a desired manner. An important concept in a job analysis is that it is an evaluation of the job, not the person doing the job. The final product from a job analysis includes a thorough understanding of the essential functions of the job, a list of all duties and responsibilities, a percentage of time spent for each group of tasks, the job’s relative importance in comparison with other jobs, the knowledge, skills and abilities (KSAs) needed to perform the job, and the conditions under which the work is completed. Purpose of Job Analysis The purpose of Job Analysis is to establish and document the 'job relatedness' of employment procedures such as recruitment and selection, deciding compensation and benefits packages, assignment of duties, performance appraisal and analyzing training and development needs. On top of that, it assists in assessing the worth of a job and increasing personnel as well as organizational...
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...Chapter 04 Job Analysis and Rewards Answer Key Changing Nature of Jobs True / False Questions 1. In most modern organizations, jobs are largely well established and change little over time. FALSE 2. Job analysis is the process of studying jobs in order to gather, analyze, synthesize, and report information about job requirements. TRUE 3. Competency based job analysis seeks to identify and describe the specific tasks, KSAOs, and job context for a particular job. FALSE 4. The traditional way of designing a job is to identify and define its elements and tasks precisely and then incorporate them into a job description. TRUE 5. Traditional job design is marked by formal organization charts, clear and precise job descriptions and specifications, and well-defined relationships between jobs. TRUE 6. Changes to jobs have become so radical that the concept of "jobs" is no longer a useful concept in most organizations. FALSE 7. Advances in technology are one of the major reasons for changes in jobs. TRUE 8. A job family is a grouping of positions that are similar in their tasks and task dimensions. FALSE 9. The smallest unit into which work can be divided without analyzing separate motions, movements, and mental processes is called an element. TRUE 10. Many small-business owners, general managers of start-up strategic business units, and top management members perform flexible jobs that...
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...Over the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as: * Defining the factors for success in jobs (i.e., work) and work roles within the organization * Assessing the current performance and future development needs of persons holding jobs and roles * Mapping succession possibilities for employees within the organization * Assigning compensation grades and levels to particular jobs and roles * Selecting applicants for open positions, using competency-based interviewing techniques Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are combinations of knowledge, skills, and attributes (more historically called "KSA's") that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individual's behavior. Origin of Management including Competency Mapping: Chanakya's Arthshastra, an ancient Indian script/ book on Political Science and Administration, written some 3000 years ago. Other names of Chanakya were Mr. Kautilya, and Mr. Vishnu Gupt...
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...different options available for job analysis, I found a listing of the different types on HumanResources.Hrvinet.com website. The list includes direct observation, work methods analysis, critical incident technique, interview method, position analysis questionnaire, functional job analysis, work profiling system, MOSAIC model, common metric questionnaire, Fleishman job analysis systems, task inventory, job element method, diary method, checklist and rating scales, competency profiling, examining manual/reference materials, technical conference and threshold traits analysis system. Of these different options, I would choose to use a combination of the direct observation and the functional job analysis. “Direct observation enables the trained job analyst to obtain first-hand knowledge and information about the job being analyzed.” (Job-analysis.net) This method is best suited for jobs that have the following work behaviors: involve some degree of movement; that have task that are short in duration; and in which the observer can learn information about the job through observation. The biggest advantage of observation is that the analyst is able to get first-hand knowledge about the job, unlike with other methods such as interview or questionnaire in which these only allow the analyst to indirectly obtain the knowledge. Also, with observation you are able to see and experience the work environment, tools and equipment used, and the complexity of the job. Of course the disadvantage...
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...------------------------------------------------- Running header: Job Analysis Methods ------------------------------------------------- Abstract Examination of different methods utilized to create a comprehensive job analysis, including advantages and disadvantages of all approaches. There are several methods that can be utilized to create a comprehensive job analysis. A job analysis provides a better understanding of the positions within an organization, which will allow the recruitment process to be more focused, consistent and thorough. The first method that can be employed to create an effective job analysis is the Critical Incidents Technique. This technique identifies circumstances that arise in a current position, what action was taken, and the consequences of the action, to identify the effective and ineffective behaviors in job performance. These critical situations are documented by interviewing former jobholders, supervisors, or by reviewing documents and logs from the job. Job duties are examined, and then critical incidents are identified to determine poor or good performance issues related to a specific job requirement. This technique is useful for covering job events that may not be covered in a general job description. Identifying atypical circumstances that may arise in a position can aid in finding a candidate that would be an ideal fit. Reviewing these critical incidents also enable the recruitment process to be shaped to include more pointed questions...
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...Introduction……………………………………………………………………………..p. 3 What is a Realistic Job Preview…………………………………………………………p.3 Methodology used for Research…………………………………………………………p.4 Relevance of Research…………………………………………………………………..p.4 Arguments against the Realistic Job Preview…………………………………………..p. 5 Literature Review Jean Phillips……………………………………………………………………..p. 6 Stephanie Pane Haden………………………………………………………….p. 10 James Breaugh………………………………………………………………….p. 11 David Earnest…………………………………………………………………..p. 11 James Breaugh and Robert Billings……………………………………………p. 13 Paula Popovich and John Wanous……………………………………………..p. 14 John Wanous…………………………………………………………………...p. 16 Results………………………………………………………………………………….p. 17 Conclusion……………………………………………………………………………..p. 18 References……………………………………………………………………………..p. 19 Strategic Staffing Research Project The chosen topic of discussion for this study pertains to the Realistic Job Preview, or RJP, that involves employee selection, performance, and retention. The following study addresses the methodology applied for this research and the value of the contents. The next factor describes situations where the present of a RJP appeared non-existent. The third component suggests recommendations to alleviate this problem in the future. The last portion of this dialog explains the value of content found in this study. What is a Realistic Job Preview The individual finds out, usually through the interview process, that the job fails to possess the qualities desirable. The failure...
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...The process of career searching can be quite a caseload, which can take up a good amount of time. To be successful in career searching, an individual should have the knowledge of who they are as an individual and how will this information impact ones job search. In order to complete the search properly, an individual must complete a SWOT analysis, which consists of four components: strengths, weaknesses, opportunities, and threats. These four components will help any individual get an understanding of what can impact his/hers job search and how can to fix the problem. A SWOT stands for Strengths, Weaknesses, Opportunities and Threats, and by conducting an analysis of those factors will help job seekers know more about where their talents...
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...that this assignment is my original work expressed in my own words. Any reference made to the work of other authors in any form (eg ideas, figures, text, tables) are acknowledged at their point of use. Signature/s of student ……………………………… Date of submission: ……………………… Below this line for office use only ………………………………………………………………………………………………………………………………………… School of the Built Environment Heriot-Watt University Edinburgh EH14 4AS Scotland UK Tel: 0131 449 5111 Fax: 0131 451 3161 Date Stamp Assignment: A high –level report, advising the client on the viability of the proposed project, a three storey Health Center, 4500 m2 Gross Floor Area (GFA). 1 Table of Contents Introduction………………………………………………………………………………………………………………3 BCIS Analysis Data………………………………………………………………………………………………………4 Sustainability………………………………………………………………………………………………………………..6 Building Research Establishment Assessment Method………………………………………………8 Appendices…………………………………………………………………………………………………………………9 References……………………………………………………………………………………………………………………15 Introduction Construction Cost Estimating is considered one of the most essential tasks in the budget development of any project. In most cases, it...
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...are several methods available for collecting job related information, yet selecting one method or combination of more than one depends upon the needs of an organization. Most common job analysis methods used by the organizations to investigate the demands for specific jobs are : Observation Method - This involves observation of an employee and recording all his/her performed and non-performed task, fulfilled and un-fulfilled responsibilities and duties, methods, ways and skills used by him or her to perform various duties and his or her mental or emotional ability to handle challenges and risks Interview Method – In this method an employee is interviewed so that he/she can come up with their own working styles, express their concerns, discuss problems they face and also explain the use of specific skills and techniques while performing their job. Questionnaire - This is one of the most common methods used where the employees, their managers and supervisors fill out the questionnaire. In addition to these there are other specialized methods including task inventory, job element method, competency profiling, technical conference, threshold traits analysis system. Task inventory method is where an employee or supervisor checks items on a standardized task inventory that apply to the job. Job element and technical conference methods involves brainstorming sessions with subject matter experts. Threshold traits analysis system involves listing global and comprehensive...
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...Performance appraisal Performance appraisal is a universal phenomenon in which the organization is making judgment about one is working with and about oneself. It serves as a basic element of effective work performance. Performance appraisal is essential for the effective management and evaluation of staff. It aims to improve the organizational performance as well as individual development. The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor's pioneering Time and Motion studies. As a distinct and formal management procedure used in the evaluation of work performance, appraisal really dates from the time of the Second World War - not more than 60 years ago. Performance appraisals have been increasingly implemented by most modern organization as a tool for employee assessment. Performance is an employee's accomplishment of assigned work as specified in the critical elements and as measured against standards of the employee's position. The term “Performance Appraisal” is concerned with the process of valuing a person’s worth to an organization with a view to increasing it. Traditional Appraisal system; Performance appraisal is developed as a simple method of income justification. Appraisal used to decide whether the salary of an individual was justified or not. The decrease or increase in pay depends upon employee’s performance. Modern Appraisal System: Performance appraisal is defined as a structured formal interaction...
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...From Job Analysis to Compensation: The Role of your Human Resource Department Class: HR590 Human Resource Management Due Date: 06/19/2011 Instructor: Danielle Camacho Prepared by: Jason Campbell ON265 Leonard Street Winfield, IL 60190 Jason_campbell13@sbcglobal.net 630-742-1191 Introduction The role of a Human Resource department in today’s world is ever changing. Many years ago your Human Resource department was there to file your pre-employment paperwork and assist with benefits and process payroll. This may have been handled by a department that consisted of one or two company accountants that took on this role in conjunction with watching the company books. Oh how this world has changed. According to Edward L. Gubin, observed in the “Journal of Business Strategy”, the role of a Human Resource department today includes many functions which include “to acquire, develop, and retain talent; align the workforce with the business; and be an excellent contributor to the business.” The HR department now works directly with management teams throughout the company in an effort to help with strategy and the growth of the company. One very important aspect is talent acquisition. Having the right people in key roles within the company is vital to the success and growth. Performing this function includes preparing a job description, recruiting, and then setting compensation. Then a crucial tool used by many HR departments is the process of job evaluations...
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...Define Performance, 2. Facilitate Performance and 3. Encourage Performance. According to Cascio (2013) the broad process of performance management requires that three things are done well. Define Performance This process involves three key elements: goals, measures, and assessments. Defining performance or expectations for employees needs to be clearly defined in order to provide direction to maintain or improve productivity. When goals are not specific, it triggers a cascade of problems all leading to poor completion of organizational goals. According to Wayne State University (2013) goals need to be S.M.A.R.T (specific, measurable, attainable, relevant, time based). As mentioned, goals need to be measureable. An example of a measurable goal for a limousine driver is as follows, drivers should be given clear objectives such as, customer site punctuality at 95% of time or greater over an interval of 6 months. Not only is this goal specific by its punctuality percentage, but it can also be measured over a 6 month interval. This goal can be measured by way of a log sheet recorded by the dispatcher at the time of driver arrival. By having a clearly defined goal and measurable, performance outputs can be obtained. The third element is assessments, which involves the review of progress towards the goal. Take for example the customer site punctuality goal for the driver. If a review of employee progress is not followed, what good does it do to set a specific,...
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