Analyzing Jobs

Chapter 4

Reporters: YEN, KATRINA MAE GO, KOLEN MOISES A. HEMPISO, AYA

 GAINING COMPETITIVE ADVANTAGE Opening Case: The Problem: Gaining Competitive Advantage at Armco, Inc. Not Knowing Whether New Workers Were Qualified for Their First JobAssignment Pittsburgh- based Armco, Inc. hires new steelworkers. These applicants are to be placed in the general labor pool and to be given a temporary assignment which may differ from the permanent assignment that will be given to them if ever they will be hired. It means that they must qualify to perform all the jobs in the labor pool because one of these jobs might be given to them as a permanent assignment upon hiring. The problem now is that there are no specific job qualifications set for each job in the labor pool; therefore, they wouldnt know if an applicant is fully qualified for the job. If an unqualified worker gets the position, it could affect the productivity of the company and increase the risk of accidents as well. The Solution: Developing Job Analysis-Based Employment Tests

Armco must first identify the necessary qualifications of the jobs in the labor pool using job analysis (to be performed by the HR professionals of the company) to determine the skills needed in order to perform the job. Using the information gathered, they can give tests to the applicants to determine the fields in which they excel, rather than putting them straight into the labor pool. Test passers would be considered fully qualified and eligible for hire.

HOW THE USE OF JOB ANALYSIS-BASED EMPLOYMENT TESTS ENHANCED COMPETITIVE ADVANTAGE Armco compared the performance of high vs. low tests scorers and proved that: 1. High test scorers performed much better than low tests scorers. High test scorers can do twice as much as low tests scorers. 2. Productivity level is $4900 higher per employee per year A person who got higher scores can actually out produce a low scorer by $4900 per employee per year, meaning that if Armco hires almost 2000 steelworkers per year, their overall productivity gain rises up to 10 million dollars per year. THEREFORE, the Job Analysis test revealed that the important job skills of the applicants can add to the competitive advantage of the company.

LINKING JOB ANALYSIS TO CAMPETITIVE ADVANTAGE Successful HRM practices can lead to outcomes that create competitive advantage. Job analyses, when properly done, enhance the success of these HRM practices. 1. Laying the foundation for Recruitment and Selection Practices a. Selection Criteria standards in which applicants must qualify (i.e. knowledge, skills, abilities needed to perform a job successfully) b. Selection Methods interview, questions, examinations 2. Laying the Foundation for Training and Development Programs a. Training needs for new and current employees identifying the areas which needs development and adapting to changes and innovation. Train for current jobs and develop for future jobs or promotion.

b. Training Program Content After identifying the training needs, we put them in the training program content. The job analysis specifies how each job must be done step by step. c. Training evaluation To know if the training program is effective, the organization must first set specific training objectives or expected level of performance of the trainees and then compare the outcome to the objectives 3. Laying the foundation for Performance Appraisal Forms a. Criteria for Judging Job Performance points considered in measuring job performance b. Performance Appraisal Form list of jobs and tasks needed to be performed and also states the expected performance for each task. Job Analysis based appraisal forms are superior to the generalized forms because they do a better job of communicating job performance expectations and because they provide a better basis for giving feedback and for making HRM decisions. c. Communicate expected performance to employees employers must let his employees know what he/she expects from them as an output or result in order to set their goals during the training. 4. Laying the Foundation for Compensation Decisions a. Compensation salary of other benefits an employee receives in exchange for his/her services b. Judging the worth of job is typically considering or evaluating job based on factors such as skill level, effort, responsibility, and working conditions. c. Pay adjustments most companies base pay rates on the worth or importance of the job in the organization. What is more essential for the operation of the company are given more compensation. 5. Laying the Foundation for Performance Improvement Programs a. Performance Standards setting the desired level of performance of the employees which would serve as the basis of their payments and rewards.

6. Laying the Foundation for Employee Discipline Decisions a. Delineates Job Responsibilities and Limits of Authority managers must exercise authority and discipline among his/her employees for failure to carry out job responsibilities. b. Prevent/resolve Grievances 7. Laying the Foundation for Safety and Health Programs a. Physical and Medical Qualifications tests are given to assess the physical and mental being of the employees. b. Sources of Potential Job Hazards employers must uncover the possible causes of danger in the workplace which may cause injury to the employees.

Job analysis -Job Analysis Information -How it will be collected -How it will be recorded/ documented 1. Information to be collected To determine information needed, we need to know the job analysis information to be used. Job analysis information is categorized into three. *JOB CONTENT It refers to what workers actually do on their job. It has three levels. 1. Broad level- refers to function or duty. It is the major areas of the job holders responsibility. 2. Intermediate Level- It involves task and behaviour. Refers to what worker does when carrying out a function of the job. 3. Specific level- subtask level, it is the steps carried out in the completion of task.

*JOB CONTEXT Circumstances that may affect the employees performances. Examples: 1. Working conditions- Discomfort factors, poor ventilation, excessive noise, and temperature. 2. Physical Demands- Aspect of jobs that are physically taxing. *WORKER REQUIREMENTS- Qualifications that worker needs to perform a job. 1. Knowledge- Body of information one needs to perform a job. 2. Skill- Refers to motor task or technical skills. 3. Ability- Refers to non-motor task or conceptual skills. 4. Personal Characteristics- Individual traits. 5. Credentials- Refers to proof or documents, such as diplomas, certifications, and licenses. 2. Determining How to Collect the Information -Job analysis information may be gathered by: 1. Interviewing- Most frequently used job analysis method can be used to collect all type of information and sometimes it is the only way to collect one. 2. Observation- Supplements to job interviews and it is the most useful when jobs are difficult to explain accurately. 3. Complete Job Analysis Questionnaires- It collects much more information than other types. It has three different types. - Job Analysis Inventory Contains close ended questions only. - Task Inventory Contains a listing of task statements. - Ability Inventory Contains a listing of ability requirements. *They use inventories to group the employees. Grouping refers to categorizing of Jobs based on similarities of task, or skills needed.

3. Determining How Job Analysis Information will be Recorded To produce a job description, a systematic way of recording of information needed. There are two format of job description. 1. General Purpose Brief summary of job analysis information, it contains job identification, job summary, essential functions, and worker requirements. A clearer method of this is called VERJAS. a. VERJAS (Versatile Job Analysis System) Contains functions/ duties, tasks, job context, and worker requirements. 2. Special Purpose Includes fewer topics and are analysed more depth. a. ARA (Ability Requirements Approach) List of all possible abilities needed for job. b. PAQ (Position Analyst Questionnaires) Jobs may differ from one another if the characteristics are present. c. CIT (Critical Incident Technique) Identifies specific work behaviour that determines success or failure in executing task. It is a good tool in determining the training needs.

Quiz in Chapter 4

Name: Year and Section: I. TRUE/FALSE 1. Job Content refers to what workers actually do on their job. 2. Job Context is circumstances that may not affect the employees performances. 3. Skill refers to motor task or technical skills. 4. Communicate expected performance to employees defines that employers must let his employees know what he/she expects from them as an output or result in order to set their goals during the reality. 5. Compensation is salary of other benefits an employee receives in exchange for his/her services. 6. Performance Standards is setting the desired level of performance of the employees which would serve as the basis of their liabilities. 7. Interviewing is the most frequently used job analysis method can be used to collect all type of information and sometimes it is the only way to collect one. 8. Task Inventory contains close ended questions only . 9. VERJAS (Versatile Job Analysis System) Contains functions/ duties, tasks, job context, and worker requirements. 10. PAQ (Position Analyst Questionnaires) Contains List of all possible abilities needed for job.

Key to Correction

1. TRUE 2. FALSE 3. TRUE 4. FALSE 5. TRUE 6. FALSE 7. TRUE 8. FALSE 9. TRUE 10. FALSE