IOP- chap2

• is defined as a systematic process for collecting and analyzing information about a job

  Job analysis
• these are the aspects of analyzing jobs

  1. task or work activities
  2. knowledge, skills abilities
  3. levels of performance
  4. workplace characteristics
• Job analysis is used as a criteria for selecting the most suitable of applicant for a certain position

  employee selection/recruitment and selection
• it can be used to determine the knowledge, skills and attitudes required for the position and use as basis for the training and development of an employee

  training development
• it used to determine worker mobility within the organization. A policy of many organizations to promote the employee who performs the best in job.

  Person power planning
• The idea that the organizations tend to promote good employer, until they reach the level at which they are not competent in other words, their highest level of incompetence

  The Peter principle
• evaluation of the employee performance must be job related. it can be also be used to help determine levels of performance as the basis for determining pay levels.

  Performance appraisal
• These are the importance of performance appraisal

  Reflect

  Set goals

  Develop

  Review

  Reward

  Feedback
• Job analysis enables a human resources, professional to classify jobs into groups, based on similarities in the requirements and duties

  Job classification
• Job analysis information can be also used to determine the worth of the job

  Job evaluation
• The process of linking specific tasks do specific jobs, and deciding what techniques, equipment and procedures should be used to perform those task

  process of job analysis
• any employment decision must be based on job related information. Job analysis is used to ensure all HR decisions are phase from discrimination, and are base purely on jobs specifications

  compliance with legal guidelines
• is the process of evaluating systematically, an organizations capabilities, which can give a competitive advantage

  Organizational analysis
• includes the procedures to identify the content of a job, and who is best suited for it

  Job analysis
• is one of the most useful results of a job analysis

  Job description
• The informal changes that employees make in their job

  Job crafting
• high performing employees generated different job analysis outcomes, than did low performing employees

  Job Competence
• these are the guidelines in interviewing SMEs

  1. Prepare
  2. Open
  3. Conduct
  4. Observing incumbents
  5. Job participation
• is the assignment, goals and task that order to be accomplished by employees

  Job design
• involve having employees move to perform different task. This approach reduces employee boredom, and provides relief from repetitive movements.

  Job rotation
• combines two or more simplified jobs. This approach lengthens the work cycle and increase the variety of jobs that the employee does.

  Horizontal job enlargement
• define as the process of aligning various task and extra duties to the job of the employee

  Vertical job enlargement
• increases work, leads to disappointment, employee union issues, decreases productivity in short run

  Limitations of enlargement
• involves giving employees complicated work. They are also given the opportunity to decide on how to do their jobs.

  Job enrichment
• involves having team of employees work on independent task that complete a wool product or service

  Autonomous work groups
• A structured instrument develop at Purdue university by McCormick, Jeanneret, ang Mecham (1972)

  Contains 194 item organize into six main dimensions, information input, mental processes, work output, relationships with other persons, job context, and other job related variables, such as work schedule pay and responsibility

  position analysis questionnaire (PAQ)
• advice version of the PAQ that was the developed by Patrick and Moore (1985)

  Job structure profile (JSP)
• developed by comelias & Hakel (1978) contains 153 items and has a readability level appropriate for an employee with only tenth grade education

  Job elements inventory (JEI)
• designed by fine 1955 as a quick method that could be used by the federal government to analyze and compare thousands of job

  Functional job analysis (FJA)
• consist of more than 400 questions covering five major categories: tools and equipment, perceptual, and physical requirements, mathematical requirements, communication requirements, and the decision making and responsibility

  Job components inventory (JCI)
• what does AET mean

  Develop in Germany by Rohmert and Landau 1983

  ergonomic job analysis procedure
• The instrument is primarily concerned with the relationship between the worker and work object

  Ergonomic
• a major advancement in understanding the nature of work in large part because it’s developers understood that jobs can be viewed at four levels

  Occupational information network
• develop and first used by John Flanagan and his students at the University of Pittsburgh in the late 1940s and early 1950s

  Critical incident technique
• provides information about the perceptual, physical, mathematical, communication, decision-making, and responsibilities skills needed to perform the job

  Job components inventory
• develop by Lopez, Kesselman and Lopez, 1981

  This method is available only by hiring particular consulting firm

  Threshold treats analysis
• is a 132 item inventory. Developed by Pulacos, Arad, Donovan, and Plamondon (2000) that top the extent to which a job incumbent needs to adopt to situations on the job

  Job adaptability inventory
• was developed by raymark, schmit, and guion (1997) to identify the personality types needed to perform job related task

  Personality related position requirements form
• The process of determining a job worth how much employees in a position should be paid

  Job evaluation
• involves comparing jobs within an organization to ensure that the people in jobs worth the money are paid accordingly

  Determining internal pay equity