BRAC IED is looking for a full-time Research Associate for the Academic Team of BRAC IED.

Major job Responsibilities:

• Planning, facilitating and revising the Academic courses, orientations, and workshops offered by the Institute.
• Planning, arranging and facilitating capacity development workshops for the Academic Team of BRAC IED.
• Actively take part in day-to-day planning, managing and coordination of Academic activities.
• Providing administrative support as needed and any other responsibilities assigned.
• Ability to teach quantitative methods.

Basic Requirements: Additional Requirements:

• Masters degree in any social science subjects,
preferably in Education/Pedagogy/Teaching and
• Must have good technological
Learning from any recognized University with CGPA competency
3.25 and above. • Must have good statistical skill (proficiency
• At least 2 to 3 years of experience in the field of in statistical software like STATA/SPSS)
research writing. • Experience on large scale data related
• Excellent skills and experience in quantitative work will be given preference
research methods.
• Strong background in education and
• Excellent written and verbal communication skills
in English. research will be given preference
• Excellent communication and team-building skills Interested candidates are advised to email
that can establish and maintain strong working their updated CV to
relationships inside and outside of the organization. recruitment@bracied.com by 25th October
• Ability to teach quantitative methods. 2022.
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NOC DESCRIPTION FOR LICENSED PRACTICAL NURSE (CODE
3233)
Copyright © 2011 Pearson Education 4–<number>
 Person/Job Fit and Job Contents

Person/job fit is a simple but important concept of matching characteristics

of people with characteristics of jobs.

Copyright © 2011 Pearson Education 4–<number>

 Job Characteristics
by Hackman and Oldham

Copyright © 2011 Pearson Education 4–<number>

 JOB ANALYSIS
Job Analysis is a primary tool to collect job-related data. The process results
in collecting and recording two data sets including job description and job
specification. Job analysis is a purposeful and systematic process for
collecting information on the important work-related aspects of a job.

Some possible aspects of work-related information to be collected might

include
the following:
1. Work activities—what a worker does; how, why, and when these activities
are conducted
2. Tools and equipment used in performing work activities
3. Context of the work environment, such as work schedule or physical working
conditions
4. Requirements of personnel performing the job, such as knowledge, skills,
abilities (KSAs), or other personal characteristics (physical characteristics or
personality)
The Basics of Job Analysis:
Terms
Job Analysis
The procedure for determining the duties and skill
requirements of a job and the kind of person who should
be hired for it.
Job Description
A list of a job’s duties, responsibilities, reporting
relationships, working conditions, and supervisory
responsibilities—one product of a job analysis.
Job Specifications
A list of a job’s “human requirements,” that is, the
requisite education, skills, personality, and so on—another
product of a job analysis.
Types of Information Collected
Work
activities (actual
activities)

Human requirements
(Job- and –personal Human
Information behaviors
related) Collected Via Job
Analysis

Job Machines, tools,

context (social and equipment, and work
organizational) aids

Performance
standards
National Occupational Classification (NOC), Position Analysis Questionnaire (PAQ), Functional Job Analysis (FJA),
Fleishman Job Analysis Survey (FJAS)
Role of Job Analysis in Human Resource
Selection
Uses of Job Analysis Information
Recruitment
and selection

EEO
compliance Information Compensation
Collected via Job
Analysis

Discovering Performance
unassigned duties appraisal

Training
 The legal standards identified by Thompson and
Thompson
1. Job analysis must be performed and must be for the job for which the
selection
instrument is to be utilized.
2. Analysis of the job should be in writing.
3. The job analysts should describe in detail the job analysis procedures used.
4. Job data should be collected from a variety of current sources by
knowledgeable
job analysts.
5. Sample size of individuals serving as subject matter experts should be large
and
representative of the jobs for which the device will be used.
6. Tasks, duties, and activities should be included in the analysis.
7. The most important tasks should be represented in the selection device.
8. Competency levels of job performance for entry-level jobs should be
specified.
9. KSAs should be specified, particularly if a content validation model is followed.
 Steps in Job Analysis

Steps in doing a job analysis:

1 Decide how you’ll use the information.

2 Review relevant background information.

3 Select representative positions.

4 Actually analyze the job.

5 Verify the job analysis information.

6 Develop a job description and job specification.

 Job Analysis Methods
Harvey proposes three criteria that should be
considered in choosing a method:
First, the goal of job analysis should always be the
description of observable work behaviors and analysis
of their products.
Second, the results of a job analysis should describe
the work behavior “independent of the personal
characteristics or attributes of the employees who
perform the job.
Finally, any job analysis must produce outcomes
that are verifiable and replicable.
 Classifying job analysis
methods
Work-oriented job analysis
Job analysis techniques that emphasize work outcomes and descriptions of
the various tasks performed to accomplish those outcomes. The
descriptions of tasks or job duties generated via work-oriented methods
are typically characterized by their frequency of occurrence or the amount
of time spent on them, the importance to the job outcome, and the difficulty
inherent in executing them.

Worker-oriented job analysis

Job analysis techniques that emphasize general aspects of jobs, describing
perceptual, interpersonal, sensory, cognitive, and physical activities.
Worker-oriented methods generate descriptions “that tend more to
characterize the generalized human behaviors involved; if not directly, then
by strong inference.
 Any evident difference?
Task-oriented job analysis, sometimes called work-
oriented job analysis, is concerned with what the
employees does (relevant job-related behaviors) and
how it is done (required machinery, tools, interaction
with people, and information). Worker-oriented job
analysis or job specification deals with the necessary
knowledge, skills, and abilities/attributes to successfully
complete the job.

Unlike task-oriented approaches, which focus on very

specific levels of tasks, worker-oriented job analyses
focus broadly on general aspects of the job, such as
the physical, interpersonal, and mental factors
 Collecting Job Analysis
Information
Methods for Collecting Job Analysis Information

Interviews Questionnaires Observations Diaries/Logs

 Methods for Collecting Job
Analysis Information: The
Information Sources Interview
Individual employees
Interview Formats
Structured (Checklist)
Groups of employees Unstructured
Supervisors with
knowledge of the job
Advantages
Quick, direct way to find
overlooked information
Disadvantage
Distorted information
HRIS
Software
Methods for Collecting Job
Analysis Information:
Questionnaires
Information Source
Have employees fill out
Advantages
Quick and efficient way
questionnaires to describe to gather information
their job-related duties and from large numbers of
responsibilities employees
Questionnaire Formats Disadvantages
Structured checklists Expense and time consumed
Open-ended questions in preparing and testing the
questionnaire
FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions

Note: Use a
questionnaire like this
to interview job
incumbents, or have
them fill it out.
FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions (cont’d)
 Direct Observation

Martinko makes the case that “the most

effective way to determine what effective job
incumbents do is to observe their behaviour.”

In direct observation, the job analyst watches

employees as they carry out their job activities.
This procedure is sometimes called “job
shadowing.”

WHEN NOT?
 Methods for Collecting Job
Analysis Information: Observation
Information Source Advantages
Observing and noting the Provides first-hand
physical activities of information
employees as they go about Reduces distortion
their jobs by managers. of information
Disadvantages
Time consuming
Reactivity response distorts
employee behavior
Difficulty in capturing
entire job cycle
Of little use if job involves a
high level of mental activity
 KEEP IN MIND
Analysts conducting direct observation sessions
should be aware that regardless of the
observation technique employed, their presence
may change the behaviour of the employees.
Imagine yourself at work, and an unfamiliar
individual with a clipboard begins to write down
everything you do. Knowing you are being
watched, you may respond by doing your work
according to what you think the observer is looking
for rather than doing it as you would in the normal
day-to-day routine.
 Task Statement
A task statement is a discrete sentence containing one action verb that
concisely describes a single observable activity performed by a job
incumbent. Task statements are based on data collected from a variety
of sources including archival information, structured interviews,
questionnaires, and direct observation and report on specific KSAO.
 Task inventories
Task inventories are structured work-oriented surveys
that break down jobs into their component tasks and
ask job incumbents and supervisors to make judgments
about activities and tasks, tools and equipment, and
working conditions involved in the job. A well-constructed
survey permits workers to define their jobs in relation to a
subset of tasks appearing on the inventory.

According to these criteria, job analysis should assess (1)

the duties performed, (2) the level of difficulty of job
duties, (3) the job context, and (4) the criticality of duties
to the job.
 Critical
Flanagan defined an incident as an observable
human activity that is sufficiently complete to
facilitate inferences and predictions about the

incident person performing the act.

technique
Critical incidents are examples of effective and ineffective
work behaviours that are related to superior or inferior
(CIT)
performance. The critical incident technique generates
behaviourally focused descriptions of work activities.

The critical incident technique provides important,

contextually rich examples of job behaviours that are
particularly useful in developing behaviourally anchored
rating scales and behavioural interviews, as well as being
the basis for situational judgment tests and assessment
centre exercises such as role-plays and in-basket tests
 Critical incident technique (CIT)
The first step in this method is to assemble a panel of job experts
with several years’ to observe both for gathering critical incidents.

After the incidents are gathered, they are edited and reviewed by a
panel of SMEs (subject matter experts) who sort the incidents into
themes or dimensions that they believe characterize the complete
set of incidents (At least 60 percent of the SMEs must agree that an
item belongs in a dimension; if this criterion is not met, the item is
dropped.)

Harvey used this technique to develop a new measure to evaluate

teaching based on competencies. From close to 500 critical incidents
they identified nine competencies (dimensions) that formed the
new scale: communication, availability, creativity, individual
consideration, social awareness, feedback, professionalism,
conscientiousness, and problem solving.
Critical incident technique (CIT)
 Position analysis Questionnaire
The PAQ is a (PAQ)
structured job
analysis
questionnaire
that focuses on
the general
behaviours that
make up a job.
It assumes that
all jobs can be
characterized in
terms of a
limited number
of human
abilities.
 The Fleishman Job Analysis Survey (F-
JAS)
The Fleishman Job Analysis Survey (F-JAS) is a system for
identifying which and to what degree an array of
empirically derived ability constructs are critical to perform a
specific job effectively. It assumes that job tasks differ with
respect to the abilities required to perform them
successfully and that jobs can be classified according to the
abilities required to perform them.
 The Fleishman Job Analysis Survey (F-
JAS)
In the F-JAS booklet (F-JAS-1) these abilities are grouped into
four clusters: cognitive, psychomotor, physical, and
sensory/perception.

More recently, Fleishman and his colleagues extended this

work to the development of F-JAS-2, which provides 21 job-
related social and interpersonal abilities. A number of these
abilities, such as dependability and assertiveness, reflect the
current research on the role of personality variables in
selection and job performance.

Fleishman, Costanza, and Marshall-Mies99 have developed an

additional F-JAS-3 component to cover the 49 major knowledge
and skill requirements of jobs, using the same
rating scale formats as the F-JAS.