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Learning Outcomes
1. Appreciating the
changing nature of jobs
2. Define Terminology
Used in Describing Jobs
3. Comprehend and
undertake job analysis
process

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Changing Nature of Jobs

Jobs are designed in ways to enhance

the production of products and
services.
This design of jobs is the fundamental
of job analysis
Job analysis must be design and
redesign overtime due to the changing
nature of jobs.

Staffing Organizations Model

Organization
Mission
Goals and Objectives

Organization
Organization Strategy
Strategy

HR
HR and
and Staffing
Staffing Strategy
Strategy

Staffing Policies and Programs

Support Activities
Core Staffing Activities
Legal compliance

Recruitment:

Planning

Selection:

Job analysis

Employment:

External, internal

Measurement, external, internal

Decision making, final match

Staffing System and Retention Management

1-3

1-3

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Terminology Used in Describing

Jobs
Traditionally we used some of these terms listed below
to describe jobs:

Job family

Job category

A grouping of similar types of tasks (production

department)

Task

A grouping of tasks/dimensions that constitute the total

work assignment of a single employee (clerk, head
clerk, chief clerk)?

Task dimension

A grouping of positions that are similar in their tasks

and task dimensions (clerk, technician)

Position

A grouping of jobs according to generic job title or

occupation (management, executives etc)

Job

A grouping of jobs, usually according to function

(human resource officers)

A grouping of elements to form an identifiable work

activity (quality control)

Element

The smallest unit into which work can be divided (sales

clerk, production operators)

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Job Analysis Definition

Process of studying jobs to

gather, analyze, synthesize,
and report information
about job requirements

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Task statements
Job Analysis begins with the development
of 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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Task Dimensions
Next step in job analysis is to group
the task statements into dimensions.
One way to facilitate the grouping
process of job analysis is to create a
task dimension matrix, whereby
each column in the matrix
represents a potential task
dimension and a label is tentatively
attached to it, also, the row in the
matrix represents a particular task
statement. Cell entries in the matrix
represent the assignment of task
statements to task dimension. The
goal is to have each task statement
assigned to only one task dimension.

Task Dimensions Definition

Involves grouping sets of task

statements into dimensions,
attaching a name to each dimension

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KSAOs

KSAOs are infers from knowledge of the

tasks and task dimensions themselves.
The inference process requires that the
analysts explicitly think in specific cause
and effect terms. For each task or
dimension, the analyst must ask Exactly
what KSAOs do I think will be necessary
for performance on this task? But first
the analyst must understand what are
KSAO? According to the Occupational
Information Network, KSAO are;
Knowledge
Body of information that can be applied
directly to the performance of the task.
For example in Business and Management
the required knowledge needed are:
1. Administration
2. Clerical
3. Economics and Accounting etc

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KSAOs
Skill
Skill refers to an observable competence for
working with or applying knowledge to
perform a particular task or a set of closely
related tasks.
There 46 types of skills which are segregated
into two broad categories:
Basic Skills
Content (reading, active listening, writing,
speaking etc)
Process (Critical thinking, Active learning,
Learning Strategies, Monitoring)
Cross Functional Skills
Social Skills (Coordination, Persuasion,
negotiation etc)
Complex Problem Solving Skills (Problem
identification, information gathering, idea
generation etc)
Resource Management Skills (time
management, Financial management etc)
Technical Skills
Systems Skills (Visioning, systems
evaluation)

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Job Descriptions and

Job Specifications
Job description
Describes tasks, task
dimensions, importance of
tasks / dimensions, and job
context
Includes
Job family, job title, job
summary
Task statements and dimensions
Importance indicators
Job context indicators
Date conducted

Job specifications
Describes KSAOs

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Collecting Job
Requirements
Information

Methods

Prior
information
Observation
Interviews
Task
questionnair
Sources to be
e
used
Committee
or
Job analyst
task force
Job incumbents
Supervisors
Subject matter experts

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Competency-Based Job
Analysis
Nature of competencies
an underlying characteristic of an
individual that contributes to job or
role performance and to
organizational success
Usage reflects a desire to:
connote job requirements that
extend beyond the specific job itself
describe and measure the
organizations workforce in more
general terms
as a way of increasing staffing
flexibility in job assignments

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KSAOs or Competencies?

Similarities between competencies and

KSAOs
Both reflect an underlying ability to
perform a job
Differences between competencies and
KSAOs
Competencies are much more general
May contribute to success on multiple
jobs
Contribute not only to job
performance but also to
organizational success

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The Great Eight Competencies

Leading: initiates action, gives

direction
Supporting: shows respect, puts
people first
Presenting: communicates and
networks effectively
Analyzing: thinks clearly, applies
expertise
Creating: thinks broadly, handles
situations creatively
Organizing: plans ahead, follows
rules
Adapting: responds to change, copes
with setbacks
Performing: focuses on results, shows
understanding of organization

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Job Rewards

Extrinsic rewards
external to the job itself
designed and granted to employees by
the organization
pay, benefits, work schedule,
advancement, job security

Intrinsic rewards
intangibles
experienced by employees as an
outgrowth of doing the job
variety in work duties, autonomy,
feedback, coworker and supervisor
relations

Employee value proposition

the package or bundle of rewards
provided to employees and to which
employees respond by joining,
performing, and remaining with the
organization

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THE END