INDUSTRIAL PSYCHOLOGY (CHAPTER 2)
JOB ANALYSIS AND EVALUATION
Griggs v. Duke Power - first real court case that
addressed the issue of job relatedness.
Job analysis - gathering and analyzing information
about the work an employee performs, the conditions
under which the work is performed, and the
characteristics of a worker that is needed in order to
perform it under identified conditioned.
JOB ANALYSIS - study of a job to describe in specific
terms the nature of the component tasks performed by
the workers.
WORKER ANALYSIS - study of specific tasks and worker
skills that can be transferred from one job to another.
A job analysis is the foundation for almost all human
resources activities. It’s difficult to imagine job analysis
itself, given it is very complex – a thorough analysis is
what gives out a description, the process of hiring, and
so forth.
IMPORTANCE OF JOB ANALYSIS -10
1. Writing Job description – which is a brief two-
to-five-page summary of the tasks and job
requirements for a certain job. This is its
written product, and serves as the basis for
activities related to hiring and training.
Job descriptions can be written in many ways, and
according to Hurtz and Wright (2012), it should
contain the following:
1. Job title
2. Brief summary
3. Work activities
4. Tools and equipment used
5. Work context
6. Performance standards
7. Compensation information
8. Personal requirements
2. Employee selection. Through job analysis, tests
and interview questions can be developed to
find out the best employees for a certain job.
These interview questions, which can be
unstructured, along with non-job-related
variables (e.g. physical attributes, congeniality,
etc.) are a part of this.
3. Training – Job analyses yield lists of job
activities that can be systematically used to
create training programs.
4. Person-power planning is the next part of job
analysis in which worker mobility, or
movement of power within an organization, is
analyzed and structure. This results to the usual
job promotion.
 Peter Principle – Idea that organizations
tend to promote good employees until they
reach their highest level of incompetence.
5. Performance appraisal - This helps gauge or
evaluate employee performance in a job-related
fashion. These evaluations can use vague criteria
such as ‘’knowledge’’, ‘’initiative’’,
‘’dependability,’’ etc. Proper administration of it
also serves as an excellent source of employee
training and counselling.
6. Job classification refers to classification of
jobs in groups based on similarities in
requirements and duties, and is useful for
determining pay levels, transfers, and
promotions.
7. Job evaluation refers to determination of a job’s
worth and can be determined using job analysis.
8. Job design refers to how the job can be
performed in the best way possible. Examples
would be making sure that employees are
comfortable sewing clothes or teaching in class.
Through this, wasted and unsafe motions can
be eliminated. This can be beneficial, especially
in work which requires hard labor (e.g. building
a building). Something to do on your own? Do
you need an assistant?
9. Compliance w Legal Guidelines – tamang suot
ni employee
10. Organizational Analysis – person &
organization combined. May discover lapses.
Ex: 10 psychologists --- so you have a
psychological clinic.
Job analysis interview - obtain information about a job
by taking to a person performing it.
JOB DESCRIPTION SECTIONS -8
1. Job title - nature, power, status level, and its
competencies of the job.
Describes the nature of the job
◦ Assists in employee selection and recruitment
◦ Affects perceptions of job worth and status
• Job evaluation results
• Employees feelings of personal worth
◦ Affects clarity of resumes
2. Brief summary - The summary need be only a
paragraph in length but should briefly describe
the nature and purpose of the job. This
summary can be used in help-wanted
advertisements, internal job postings, and
company brochures. Jargon and abbreviations
should not be used.
3. Work activities, which lists the tasks and
activities in which the worker is involved. These
tasks and activities should be organized into
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 meaningful categories to make the job
description easy to read and understand – these
labels are also convenient to use in the brief
summary.
 Organize by dimensions
o Similar activities
o Similar KSAOs
o Temporal order
4. Tools and equipment used – materials used to
perform the work activities in the previous
section.
5. Job context describes the working environment,
stress levels, work schedule, physical demands,
level of responsibility, temperature, number of
co-workers, degree of danger, and anything
analogous to it.
 Work schedule
 Degree of supervision
 Ergonomic information
◦ Physical and Psychological Stress
◦ Indoors v. outdoors
◦ Lighting/heat/noise/physical space
◦ Clean v. dirty environment
◦ Standing/sitting/bending/lifting
6. Work performance - describes how
performance is evaluated. This section might
include
 Standards used
 Frequency of evaluation
 Evaluation dimensions
 The person doing the evaluating
7. Compensation information refers to the salary
grade, whether the position is exempt, and the
compensable factors used to determine salary.
This does not include the actual salary or salary
range of the employee, nor should it be listed.
 Job evaluation dimensions
 Exempt status
 Pay grade
 Job group
8. Job competencies contains KSAOs.
 Common Names
o Job competencies
o Knowledge, skill, ability, and other
characteristics (KSAOs)
o Job specifications
 Competencies should be separated
◦ Those needed before hire
◦ Those that can be learned after hire
Preparing for a job analysis details several decisions –
conducting one shall involve a lot of questions that must
be answered.
Who will conduct the analysis?
These analyses are done by a trained individual in a
Human Resources department. This is also done by job
incumbents, supervisors, or outside consultants. If job
incumbents or supervisors are used, they must be trained
as well. Job analyses must be professionally conducted
and plus, they can produce different-but-better results if
a person is trained to do so.
 Internal Department
o Human resources
o Compensation & Benefits – nagbibigay
ng sweldo
o Training - input
o Engineering – place to work, place is
done
 Internal task force
◦ Supervisors
◦ Employees
◦ Consultants
◦ Interns/class projects
How often should a job description be updated?
- It should be if the job changes significantly
- Pag may bago sa workload, iupdate na agad
- Job crafting - A process in which employees
unofficially change their job duties to better fit their
interests and skill
Which employees should participate? For small
organizations, all are expected to participate, but for
bigger organizations or businesses, it shouldn’t be
mandatory for them to do so. In this, the question is on
how many should participate – and the usual answer is to
keep interviewing people until they don’t hear anything
new anymore.
◦ Choices (4)
- All employees
- Random sample
- Representative sample
- Convenience sample
◦ Potential Differences (5)
- Job competence
- Race
- Gender
- Education level
- Viewpoint
In terms of job competence, high-performing employees
generate different job analysis outcomes than low-
performing employees, and if this is the case, a balance
must be struck between them.
In terms of race, job analysis ratings are also related. In
the United States, a study showed that White police
officers would administer first aid more than African-
American police officers, who would be more focused
on narcotic use.
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Gender also plays a role, with men being more involved
in budgetary or finance-related tasks more than women,
although there are no differences in the physical-effort
ratings assigned by male and female incumbents.
Education also plays a role in job analysis – in one
study, police officers with a high school diploma were
less involved in court activities than those who were
more educated. Personality also matters – extroverts and
agreeableness could inflate task and KSAO ratings.
Ultimately, different viewpoints lead to different job
analysis results, and so as in professions and tasks
involved, even if they are in the similar department. The
consideration of which employees are chosen to
participate is an important issue since jobs can be
performed in several ways. Job analyses must contain
information about both styles if there is any difference
between anything (e.g. gender). Plus, job analyses are
mostly based on the best employees on the job – and the
result would be to retrain other employees who need
better skills.
What type of information should be obtained?
- This decision involves the level of specificity.
Whether should the analysis be done through
analyzing minute and specific behaviors or at a
more general level is considered. Jobs are usually
analyzed between both although some job analyses
are more leaning to any side.
Types of Requirements
◦ Formal – secretary typing letters (paid for)
◦ Informal – making a coffee (pakiusap)
◦ Level of Specificity
◦ Job: Loan officer
◦ Position: Loan officer at the Boone branch
◦ Duty: Approval of loans
◦ Task: Investigates loan history to determine if
applicant has bad credit
◦ Activity: Runs credit histories on credit machine
◦ Element: Enters applicant’s SSN into credit machine
◦ Sub element: Elevates finger 30 degrees before
striking key
Step 1: Identify Tasks Performed
- identify the major job dimensions and the tasks
performed for each dimension, the tools and
equipment used to perform the tasks, and the
conditions under which the tasks are performed.
This information is usually gathered by obtaining
previous information on the job, interviewing job
incumbents, observing performance, or actually
performing the job itself.
 Gathering Existing Information - Prior to
interviewing incumbents, it is always a good
idea to gather information that has already
been obtained.
 Interviewing subject matter experts (SMEs)
- The most common method of conducting a job
analysis is to interview subject-matter experts
(SMEs).
- Subject-matter experts (SMEs) Sources such as
supervisors and incumbents who are
knowledgeable about a job. (mga experts)
- Job analyst - person conducting the job analysis
1. Prepare for the interview by announcing the job
analysis to the employees well in advance by selecting a
quiet and private interview location.
2. Open the interview by establishing rapport, putting
the worker at ease, and explaining the purpose of the
interview.
3. Conduct the interview by asking open-ended
questions, using easyto-understand vocabulary, and
allowing sufficient time for the employee to talk and
answer questions. Avoid being condescending and
disagreeing with the incumbent.
o Individual interviews
o SME Conferences - A group job analysis
interview consisting of subject-matter
experts (SMEs).
o Ammerman Technique
Ammerman technique - A job analysis method in which
a group of job experts identifies the objectives and
standards to be met by the ideal worker
1. Convene a panel of experts that includes
representatives from all levels of the
organization.
2. Have the panel identify the objectives and
standards that are to be met by the ideal
incumbent.
3. Have the panel list the specific behaviors
necessary for each objective or standard to be
attained.
4. Have the panel identify which of the
behaviors from step 3 are “critical” to reaching
the objective.
5. Have the panel rank-order the objectives on
the basis of importance
 Observing Incumbents – use of cctv, para
mabigyan ng feedback, Hawthrone Effect
Observations A job analysis method in which the job
analyst watches job incumbents perform their jobs.
 Job participation - A job analysis method
in which the job analyst actually performs
the job being analyzed.
- The job itself
- Chef – how to cook
- Stat – statistical analysis
Step 2: Write task statements
which will be used in the task inventory, questionnaire
containing a list of tasks each of which the job
incumbent rates on a series of scales such as
importance and time spent.
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 Required elements to a Optional elements  Other characteristics -Factors that are not
task statement knowledge, skills, or abilities such as
Action Where the task is done personality, willingness, interest, and degrees.
Object How it is done
Why it is done Currently, KSAOs are commonly referred to as
When it is done competencies
In the old days, KSAOs were called job specifications
(job specs). Though there may be some disagreement
among I/O psychologists, the terms “KSAOs,”
Characteristics of well-written task statements
“competencies,” and “job specs” can be used
◦ One action and one object
interchangeably and there is no real difference among
◦ Appropriate reading level
the three (other than which term is in vogue). When
◦ The statement should make sense by itself
competencies are tied to an organization’s strategic
◦ All statements should be written in the same tense
initiatives and plans rather than to specific tasks, the
◦ Should include the tools and equipment used to
process is called competency modeling.
complete the task
◦ Task statements should not be competencies
Step 5: Selecting Tests to Tap KSAOs
◦ Task statements should not be policies
Once the important KSAOs have been identified, the
next step is to determine the best methods to tap the
Step 3: Rate Task Statements
KSAOs needed at the time of hire. These methods will
Tasks can be rated on a variety of scales
be used to select new employees and include such
◦ Importance
methods as interviews, work samples, ability tests,
◦ Part-of-the-job
personality tests, reference checks, integrity tests,
◦ Frequency of performance
biodata, and assessment centers.
◦ Time spent
◦ Relative time spent
METHODS PROVIDING GENERAL INFORMATION
◦ Complexity
ABOUT WORKER ACTIVITIES
◦ Criticality
1. POSITION ANALYSIS QUESTIONNAIRE
2. JOB STRUCTURE PROFILE
Research shows only two scales are necessary
3. JOB ELEMENTS INVENTORY
◦ Frequency
4. FUNCTIONAL JOB ANALYSIS
◦ Importance

Task analysis - process of identifying the tasks for which

employees need to be trained.
Using the ratings
- Create a chart summarizing the ratings
- Add the frequency and importance ratings to form
a combined rating for each task
- Include the task in the final task inventory if:
◦ Average rating is greater than .5 for both
frequency and importance {or}
◦ Combined rating is 2.0 or higher
Tasks will not be included in the job description if their
average frequency rating is 0.5 or below. Tasks will not
be included in the final task inventory if they have
either an average rating of 0.5 or less on either the
frequency (F) or importance (I) scales or an average
combined rating (CR) of less than 2
Step 4: Determine Essential KSAOs
 Knowledge -A body of information needed to
perform a task.
 Skill-The proficiency to perform a learned task.
 Ability-The basic capacity for performing a wide
range of tasks, acquiring a knowledge, or
developing a skill.
1. Position Analysis Questionnaire (PAQ) A
structured job analysis method developed
developed at Purdue University by McCormick,
Jeanneret, and Mecham back in 1972.
This contains 194 items organized into six main
dimensions
 information input,
 mental processes,
 work output,
 relationships with other persons,
 job context, and
 other job-related variables (e.g. pay,
schedule, responsibility, etc.).
 Easy to use
 Standardized
 Difficult to read for average employee
2. Job Structure Profile, developed by Patrick and
Moore in 1985, is a revised version of the PAQ. It is
designed to be used more by the job analyst than
by the job incumbent.
3. Job Elements Inventory (JEI) - A structured job
analysis technique developed by Cornelius and
Hakel that is similar to the Position Analysis
Questionnaire (PAQ) but easier to read.

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4. Functional Job Analysis (FJA) - A job analysis
method developed by Sidney Fine that rates the
extent to which a job incumbent is involved with
functions in the categories of data, people, and
things.
STRUCTURED JOB ANALYSIS METHODS INFORMATION
ABOUT KSAOS
1. Job Components Inventory - Banks, Jackson,
Stafford, and Warr (1983)
◦ 400 questions
◦ 5 main categories
◦ Tools and equipment used
◦ Perceptual and physical requirements
◦ Mathematical requirements
◦ Communication requirements
◦ Decision making and responsibility
◦ Good reliability
2. Threshold Traits Analysis - developed by Lopez,
Kesselman, and Lopez
◦ 33 items
◦ 5 main categories
◦ Physical traits
◦ Mental traits
◦ Learned traits
◦ Motivational traits
◦ Social traits
◦ Reliable
◦ Short and quick to use
3. Job Adaptability Inventory - developed by
Pulakos, Arad, Donovan, and Plamondon
◦ 132 items
◦ 8 adaptability dimensions
◦ Handling emergencies
◦ Handling work stress
◦ Solving problems creatively
◦ Dealing with uncertainty
◦ Learning
◦ Interpersonal adaptability
◦ Cultural adaptability
◦ Physically orienting adaptability
4. Personality-Related Position Requirements
Form - developed by Raymark, Schmit, and
Guion
◦ 107 items items
◦ 12 personality dimensions
5. Fleishman Job Analysis Survey - A job analysis
method in which jobs are rated on the basis of
the abilities needed to perform them.
◦ 72 abilities
◦ Good reliability
6. Critical Incident Technique - John Flanagan
◦ Job incumbents generate incidents of
excellent and poor performance
◦ Job experts examine each incident to
determine if it is an example of good or poor
performance
◦ 3 incumbents sort incidents into categories
◦ Job analyst combines and names categories
◦ 3 incumbents resort incidents into combined
categories
◦ Number of incidents per category provides an
idea of the importance of each category
1. Job incumbents generate 1-5 incidents of both
excellent and poor performance that they have
seen on the job. These incidents can be obtained
via logbooks, questionnaires, and interviews,
with similar results guaranteed.
2. Job experts determine whether each incident is
considered excellent and poor. Sometimes, poor
examples are actually good examples and vice
versa.
3. The incidents generated in the first stage are then
given 3-4 incumbents to sort into an unspecified
number of categories, with these categories read
by the analyst, which combines, names, and
defines them.
4. For verification, this is done again to another set
of 3-4 incumbents. New incidents not agreed by
the incumbents are thrown out or placed in a
new category.
5. The numbers of both types of incidents sorted
into each category are then tallied and they
provide the important dimensions of a job; the
numbers provide the relative importance of these
dimensions.
JOB EVALUATION – how much are you worth
 Job evaluation - process of determining the
monetary worth of a job.
THE IDEAL COMPENSATION SYSTEM
◦ Will attract and retain desired employees
◦ Will motivate current employees while also providing
security
◦ Is equitable
◦ Is in compliance with legal guidelines
DETERMINING INTERNAL PAY EQUITY
Step 1: Determining Compensable Job Factors
The first step in evaluating a job is to decide what
factors differentiate the relative worth of jobs. Possible
compensable job factors include the following:
 Level of responsibility
 Physical demands
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  Mental demands
 Education requirements
 Training and experience requirements
 Working conditions

Step 2: Determining the Levels for Each Compensable

Factor
- Education, responsibility, physical demands

Step 3: Determining the Factor Weights

Step 4: Convert weights to points for each factor
Step 5: Assign points to each level within a factor
Step 6. Assign points to jobs
Step 7: Run regression to determine how well points
predict salary midpoints

Wage trend line - A line that represents the ideal

relationship between the number of points that a job
has been assigned (using the point method of
evaluation) and the salary range for that job.

DETERMINING EXTERNAL PAY EQUITY

Salary surveys - A questionnaire sent to other
organizations to see how much they are paying their
employees in positions similar to those in the
organization sending the survey

1. Worth based on external market

2. Determined through salary surveys
3. Information obtained
a. salary range
b. starting salary
c. actual salaries paid
d. benefits

Direct compensation - amount of money paid to an

employee (does not count benefits, time off, and so
forth)

Comparable worth (pay equity) - idea that jobs

requiring the same level of skill and responsibility
should be paid the same regardless of supply and
demand

POTENTIAL SALARY SURVEY PROBLEMS

1. Response rate
a. organization conducted
b. trade group conducted
2. Finding comparable jobs
3. Do salary surveys perpetuate discrimination?
4. Do salary surveys “fix” salaries at low levels?