Staffing Organizations

Chapter 4: Job Analysis:

Requirements, Competencies, and
Rewards

Because learning changes everything.®

Copyright 2022 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.
 Learning Objectives for Chapter 4
• Understand the rationale behind job analysis
• Compare sources of information about jobs
• Distinguish job requirements, competency modeling, and job
rewards techniques for job analysis
• Learn about methods for conducting different forms of job
analysis
• Learn about methods for linking job analysis to organizational
goals
• Recognize how job rewards analysis can address the
employee value proposition
• Become familiar with the legal issues surrounding job analysis

© McGraw Hill LLC

 Job Analysis and
Rewards
The Need for Job Analysis

© McGraw Hill LLC

 The Need for Job Analysis
• The process of studying jobs in order to gather,
analyze, synthesize, and report information about job
requirements and rewards
• The changing nature of jobs
• Jobs are constantly evolving
• Need for greater flexibility
• Team- based work
• Employees need to go beyond “tasks and duties as written”
• Job analyses must be able to adapt to these
conditions

© McGraw Hill LLC

 Comparison of Types of Job Analysis
  Job requirements Competency Job rewards
Table
Method divided into four
Collect columns
information on summarizes comparison
Collect information on of types
Collect of from
information
job analysis. Column 1 performed
activities notes method,
on process,
company and
strategy to staffing
employees on preferences
implications. Column
the job toheaders from column
assess needed two to
determine KSAOs andfour are markedofas:
and outcomes jobs
KSAOs for each job
Job requirements, competency, and behavioral
job rewards.capabilities
across the organization

Process Collect data on tasks, Discuss strategy with Develop lists of potential
duties, responsibilities executives, then review rewards for a job and
from incumbents and how each job fits with the survey job incumbents
supervisors, develop job overall goals and leaders
requirements matrix

Staffing implications Documents task Links organizational Provides guidance for

requirements for legal strategy with planning how to develop recruiting
purposes, determines process and determines materials and retention
specific KSAOs for broad KSAOs for selection strategies
selection

© McGraw Hill LLC

 Sources of Information
  Job requirements Competency Job rewards

Organizational Remote or abstract Expertise in Knowledge of

knowledge of job-specific organizational strategies, organizational career
leaders
Table divided into fouractivities
columns summarizesgoals, and future needs
sources paths and future
of information. Column 1 notes
rewards for continued
organizational leaders, supervisors, job incumbents, and external SMEs. Column
development
headers from 2 to 4 are marked as: Job requirements, competency, and job rewards.
Supervisors Direct knowledge of how Mid-level perspective Control over providing
the job should be done between overall job rewards and
organizational goals and knowledge of how
specific activities in jobs rewards relate to
performance

Job Incumbents Direct knowledge of how May have difficulty Recipient of job rewards
the job typically is done assessing how immediate for the position; direct
job tasks are linked to knowledge of how
strategic goals rewards are perceived
by others in the role

External SMEs Expert information on Outsider perspective on May have knowledge of

occupations or work as a how tasks are typically rewards to the job as
whole; knowledge organized; fresh perceived by individuals
© McGraw Hill LLC
 Discussion Question
• What is the purpose of each type of job
analysis, and how can the three types
described in this chapter be combined to
produce an overall understanding of
work in an organization?

© McGraw Hill LLC

 Job Analysis 1
Job Requirements Analysis

© McGraw Hill LLC

 Job Requirements Analysis: Overview
• Definition
• Process of studying jobs to gather, analyze, synthesize, and report
information about job requirements
• Specific KSAOs for the job

• Has different degrees of relevance to staffing activities

• Support activity for staffing activities
• Provides foundation for successful staffing systems

© McGraw Hill LLC

 Job Requirements Matrix

Access the text alternative for slide images.

© McGraw Hill LLC
 Task Statements, Dimensions, and Importance
• Task Statements
• Objectively written descriptions of the behaviors or work
activities engaged in by employees in order to perform the
job
• Task dimensions
• Involves grouping sets of task statements into dimensions, attaching a
name to each dimension
• Other terms -- “duties,” “accountability areas,” “responsibilities,” and
“performance dimensions”
• Task/dimension importance
• Decide on attribute to be assessed in terms of importance
• Decide whether attribute will be measured in categorical
or continuous terms
© McGraw Hill LLC
 Knowledge, Skills, Abilities, and Other
Characteristics
KSAO category What is it?
Knowledge Information that can be
applied to tasks
Table divided into three columns summarizes criteria for guiding choice of
job analysis methods. The column headers are marked from left to right as:
Method, source, and advantages and disadvantages.
Skill Competence for working
with or applying knowledge
Ability Underlying trait useful for
learning about and
performing a task
Other characteristic Characteristics that guide or
direct actions
© McGraw Hill LLC
Examples
-Knowing what a solid state
drive is and why it’s useful for a
computer
-Knowing the steps in writing a
job description
-Skill in diagnosing and
repairing problems with solid
state drives
-Skill in efficiently collecting job
analysis information and
writing task statements
-Ability to perform fine motor
activities
-Ability to understand complex,
multi-step instructions
-Motivation to perform well
-Being responsible and
organized
-Values consistent with
organizational norms
Workplace relevance
-Easily assessed with factual
questions
-Forms the basis for
communication
-Knowledgeable individuals can
train others
-Assessed with job simulations or
experience
-Directly linked to performance of
the job
-Can be learned on-the-job with
guidance
-Assessed through abstract tests
-Linked to future potential
-Must be present at selection;
very hard to develop
-Challenging to assess because
subjective
-Very important for turning KSA’s
into performance
 Examples of Ways to Assess KSAO Importance
A. Importance to (acceptable) (superior) task performance 
1 = minimal importance
2 = some importance
3 = average importance
4 = considerable importance
5 = extensive importance
B. Should the KSAO be assessed during recruitment/selection? 
□ Yes
□ No
C. Is the KSAO required, preferred, or not required for 
recruitment/selection?
□ Required
□ Preferred
□ Not required(obtain on job and/or in training)
© McGraw Hill LLC
 Criteria Guiding Choice of Job Analysis Methods
METHOD Sources Advantages and Disadvantages

Prior information Current job descriptions, training Readily available, iInexpensive

manuals, performance appraisals, External sources may not match jobs in your organization, focus is on how jobs have
O*NET been done previously

Observation Trained job analysts or HR professionals Thorough, rich information, does not rely on intermediary information sources
Not appropriate for jobs that are largely mental, incumbents know they’re being
observed

Interviews HR professionals discuss job Takes the incumbent’s knowledge of the position into account
requirements with job incumbents and Time-consuming and costly, quality depends on interviewee and skill of the interviewer
managers

T a s k Job incumbents, managers, and HR Standardized method, combine information from large numbers of incumbents quickly
questionnaire professionals complete a standardized Developing questionnaires can be expensive and time-consuming, incumbents must be
form with questions regarding the job capable of completing the forms accurately

Machine learning Multiple, including prior information, Efficiently combines large amounts of data from different sources, can demonstrate
observation, interviews, task how groups of tasks and qualifications relate to one another across jobs
questionnaires, and online databases Can be difficult to understand the process, requires expert decision makers

Committee or task Managers, representatives from HR, and Brings expertise of a variety of individuals into the process, increases reliability,
force incumbents meet to discuss job enhances acceptance
descriptions Significant investment of staff time

© McGraw Hill LLC

 Example of the Job Requirements Job Analysis
Process

Access the text alternative for slide images.

© McGraw Hill LLC
 Discussion Questions 3
• How should task statements be written, and what
sorts of problems might you encounter in asking a
job incumbent to write these statements?
• Would it be better to first identify task dimensions
and then create specific task statements for each
dimension, or should task statements be identified
first and then used to create task dimensions?
• What would you consider when trying to decide
what criteria (e.g., percent time spent) to use for
gathering indications about task importance?

© McGraw Hill LLC

 Job Analysis 2
Competency Modeling

© McGraw Hill LLC

 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 organization’s workforce in more general
terms
• as a way of increasing staffing flexibility in job assignments

© McGraw Hill LLC

 Organization Use of Competencies
• Organizations are experimenting with
• Developing competencies and competency models and
• Using them as underpinnings of several HR applications
• Three strategic HR reasons for doing competency modeling
• Create awareness and understanding of need for change in business
• Enhance skill levels of workforce
• Improve teamwork and coordination
• Emphasis -- Establishing general competencies

© McGraw Hill LLC

 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

© McGraw Hill LLC

 Examples of Competencies

Access the text alternative for slide images.

© McGraw Hill LLC
 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

© McGraw Hill LLC

 Strategic Competencies
• Visioning (establishes and communicates a long-term view)
• Alignment (considers multiple stakeholder perspectives in
determining strategic direction)
• Environmental awareness (understands external business
influences)
• Assessment and evaluation (uses economic, financial, industry,
and customer data to identify opportunities)
• Strategy creation (meets evolving goals and objectives)
• Plan development (links objectives with plans for
implementation)
• Implementation (executes plans)

© McGraw Hill LLC

 Example of the Competency-Based Job Analysis
Process

Access the text alternative for slide images.

© McGraw Hill LLC
 Discussion Questions 2
• What are the advantages and disadvantages of using
multiple methods of job analysis for a particular job?
Multiple sources?
• What are the advantages and disadvantages of
identifying and using general competencies to guide
staffing activities?

© McGraw Hill LLC

 Job Analysis 3
Job Rewards

© McGraw Hill LLC

 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

© McGraw Hill LLC

 Collecting Job Rewards Information
• Within the organization
• Interviews with employees
• Surveys with employees
• Outside the organization
• SHRM survey
• Organizational practices

© McGraw Hill LLC

 Examples of Job Rewards Interview Questions 1
• Rewards Offered
• What are the most rewarding elements of your job? Consider both the
work itself and the pay and benefits associated with your job.
• Looking ahead, are there any changes you can think of that would
make your job more rewarding?

• Reward Magnitude
• Describe the amount of potential for growth and development in your
job.
• Do you feel like the pay and benefits provided for your job are
adequate for the work you do, and if not, what would you change?

© McGraw Hill LLC

 Examples of Job Rewards Interview Questions 2
• Reward Mix
• If you could change the mix of rewards provided in your job, what
would you add?
• Of the rewards associated with your job, which two are the most
important to you?

• Reward Distinctiveness
• Which rewards that you receive in your job are you most likely to tell
others about?
• Which of our rewards really stand out to you? To job applicants?

© McGraw Hill LLC

 Job Rewards Survey
• Developing questions
• Should cover material identified in interviews
• Identify both extrinsic and intrinsic elements

• Response options
• Importance of each type of reward for workers
• Extent to which each type of reward is provided on the job

© McGraw Hill LLC

 Discussion Question 3
• Why do you think employees tend to be
only moderately satisfied with many of
the job rewards that are most important
to them? What are the implications for
creating the EVP?

© McGraw Hill LLC

 Job Analysis 4
Legal Issues

© McGraw Hill LLC

 Legal Issues
• Job relatedness and court cases
• Recommendations -- Establishing job-related nature of staffing
practices

• Essential job functions

• fundamental job duties of the employment position the individual
with a disability holds or desires
• the reason the position exists is to perform the function
• a limited number of employees available among whom the
performance of that job function can be distributed
• the incumbent is hired for his or her expertise or ability to perform the
particular function

© McGraw Hill LLC

 Establishing Job-Related Nature of Staffing Practices
• Job analysis must be performed and
must be for the job for which the
selection instrument is to be utilized
• Analysis of job should be in writing
• Job analysis should describe in detail the
procedure used
• Job data should be collected from a
variety of current sources by
knowledgeable job analysts
© McGraw Hill LLC
 Establishing Job-Related Nature of Staffing Practices 2
• Sample size should be large and
representative of jobs for which selection
instrument is used
• Tasks, duties, and activities should be
included in analysis
• Most important tasks should be represented
in selection devise
• Competency levels of job performance for
entry-level jobs should be specified
• Knowledge, skills, and abilities should be
specified, particularly if content validation
model is followed

© McGraw Hill LLC

 Ethical Issues in Staffing
• Issue 1
• It has been suggested that ethical conduct be
formally incorporated as a general competency
requirement for any job within the organization.
Discuss the pros and cons of this suggestion.
• Issue 2
• Assume you are assisting in the conduct of job
analysis as an HR department representative. You
have encountered several managers who want to
delete certain tasks and KSAOs from the formal
job description having to do with employee safety,
even though they clearly are job requirements.
How should you handle this situation?

© McGraw Hill LLC

 ®
Because learning changes everything.

www.mheducation.com

Copyright 2022 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.
 Accessibility Content: Text Alternatives for Images

© McGraw Hill LLC

 Job Requirements Matrix - Text Alternatives
Return to parent-slide containing images.

The data for tasks (specific tasks, task dimensions, importance in percentage of time spent) and KSAOs (nature and importance to
tasks rating from 1 to 5) are as follows:
Arrange schedules with office assistant or volunteers to ensure that office will be staffed during prescribed hours: A. Supervision:
30
Assign office tasks to office assistant or volunteers to ensure coordination of activities: A. Supervision.
Compose and edit letters, memos, and reports based on supervisory direction: B. Document preparation: 20
Prepare graphs and other visual material to supplement reports: B. Document preparation.
Proofread typed copy and correct grammar, punctuation, and typographical errors in order to produce high-quality materials: B.
Document preparation.
The data for KSAOs (nature and importance to tasks rating from 1 to 5) are as follows:
Knowledge of office operations and policies: 4.9
Ability to match people to tasks according to their skills and hours of availability: 4.6
Skill in interaction with diverse people: 2.9
Skill in determining types and priorities of tasks: 4.0.
Knowledge of typing formats: 3.1.
Knowledge of grammar and style rules: 5.0.
Knowledge of graphics display software: 2.0.
Ability to proofread and correct work: 5.0.
Skill in use of MS Word (most current version): 4.3.
Skill in creating visually appealing and understandable graphs: 3.4
Job Context: Indoors, cubicle, business clothes, mostly sitting and standing, no environmental or job hazards.

Return to parent-slide containing images.

© McGraw Hill LLC

 Example of the Job Requirements Job Analysis Process -
Text Alternatives
Return to parent-slide containing images.

The processes are:

1. Meet with manager of the job, discuss project.
2. Gather existing job information from O asterisk NET, current job description,
observation of incumbents.
3. Prepare tentative set of task statements.
4. Review task statements with incumbents and managers; add delete, rewrite
statements
5. Finalize task statements, get approval from incumbents and manager
6. Formulate task dimensions, assign tasks to dimension, determine percentage time
spent (importance) for each dimension
7. Infer necessary KSAOs, develop tentative list
8. Review KSAOs with incumbents and mangers; add, delete, and rewrite KSAOs
9. Finalize KSAOs, get approval from incumbents and manager
10. Develop job requirements matrix and or job description in usable format.
11. Provide matrix or job description to parties (example, incumbents, manager,
Human Resource department.
12. Use matrix or job description in staffing activities, such as communicating with
recruits and recruiters, developing the selection plan.
Return to parent-slide containing images.

© McGraw Hill LLC

 Examples of Competencies - Text Alternatives
Return to parent-slide containing images.

Organization Level includes:

Green Care: Mission and Goals (with product innovation and product reliability)
leading to general (Strategic) Competencies (with creativity or innovation; technical
expertise, customer focus and results orientation.
This leads to:
Business Unit Level, which includes:
Gas Lawn Mower Business Unit (with design department and assembly team).
Design engineer leads to tasks leading to specific competencies.
Engine assembler leads to tasks leading to specific competencies, while it also leads to
job-spanning competencies leading to team orientation, adaptability and
communication.
Final assembler leads to job-spanning competencies leading to team orientation,
adaptability and communication, while it also leads to tasks leading to specific
competencies.
Return to parent-slide containing images.

© McGraw Hill LLC

 Example of the Competency-Based Job Analysis Process -
Text Alternatives
Return to parent-slide containing images.

The examples lead to each other as:

1. Evaluate organizational strategy and goals with executive team.
2.Consult lists from existing competency models to establish a baseline for comparison.
3.Develop initial set of organization-spanning competencies with executive team.
4. Interview business- unit-level directors to develop initial set of job-spanning competencies.
5. Interview managers and supervisors to develop initial set of job-specific competencies.
6. Evaluate fit across levels of competencies and identify areas of potential inconsistency.
7. Develop systems and hierarchies of relationships among competencies.
8. Revise competency statements in conjunction with executives and directors.
9. Create competency system in easily interpreted format across organizational, unit, and job
levels.
10. Provide competency system information to all parties, including executives, directors, and
managers.
11. Incorporate competency system into plans for internal career development and promotion.
12. Use competency based system in staffing activities
including recruiting, selection, and placement.

Return to parent-slide containing images.

© McGraw Hill LLC