Job analysis

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Job analysis (also known as work analysis ) is the family of procedures for identifying job content in terms of the activities involved and the attributes or job requirements required to perform the activities. Job analysis provides information to organizations that help determine which employees are most appropriate for a particular job. Through job analysis, analysts need to understand what the important tasks of the job are, how they are done, and the quality of human needed to complete the job successfully.

The job analysis process involves the analyst explaining the incumbent tasks, then the nature and working conditions, and finally some basic qualifications. After this, the job analyst has completed a form called job psychograph , which displays the job's mental requirements. The size of the sound work analysis is a valid list of tasks. This list contains functional areas or tasks from a given position, related tasks, and basic training recommendations. The problem expert (petahana) and supervisor for the position being analyzed need to validate this final list to validate the job analysis.

Job analysis is critical for the first time, helping individuals develop their careers, and also to help organizations develop their employees to maximize talent. The results of job analysis are a major influence in designing learning, developing performance interventions, and improving processes. The application of job analysis techniques makes the implicit assumption that information about jobs as they are today can be used to develop programs to recruit, select, train, and assess people for the job because it will be in the future.

The job analyst is usually an industrial-organizational psychologist (I-O) or human resources officer who has been trained by, and acts under the supervision of an I-O psychologist. One of the first I-O psychologists to introduce job analysis was Morris Viteles. In 1922, he used a job analysis to select employees for a trolley car company. The Viteles technique can then be applied to other work areas using the same process.

Job analysis was also conceptualized by the two founders of I-O psychology, Frederick Winslow Taylor and Lillian Moller Gilbreth in the early 20th century. [1] Since then, experts have presented many different systems to accomplish increasingly detailed job analyzes over several decades. However, evidence suggests that the main purpose of job analysis, understanding the requirements of work behavior, has not changed in over 85 years.

Video Job analysis

Destination

One of the main purposes of doing job analysis is to prepare job descriptions and job specifications which in turn help to employ the right workforce quality into an organization. The general purpose of job analysis is to document the job and job requirements undertaken. Job and task analysis are performed as a basis for further improvement, including: the definition of the job domain; job description; development of performance appraisal, personnel selection, selection system, promotion criteria, training needs assessment, legal defense of selection process, and compensation plan. The human performance improvement industry uses job analysis to ensure focused and effective training and development activities. In the field of human resources (HR) and industrial psychology, job analysis is often used to gather information for use in personnel selection, training, classification, and/or compensation.

Industrial psychologists use job analysis to determine the physical requirements of the job to determine if someone who has suffered some reduced capacity is able to do work with, or without, some accommodation. Edwin Flieshman, Ph.D. credited with determining the factors that underlie human physical fitness. Professionals who develop certification exams use job analysis (often called slightly different things, such as "task analysis" or "work analysis") to determine which domain elements should be sampled in order to make valid content exams. When job analysis is done for the purpose of assessing the work (ie, determining appropriate compensation for the old player) it is called "job evaluation."

Job analysis aims to answer questions such as:

• Why does the job exist?
• What are the physical and mental activities of the worker?
• When should the work be done?
• Where's the work to be done?
• Under What conditions should it be done?

Maps Job analysis

Procedures

As stated earlier, the purpose of job analysis is to combine job task demands with our knowledge of human attributes and generate behavioral theory for the work in question. There are two ways to approach the theory, which means there are two different approaches to job analysis.

Task-oriented

Task-oriented procedures focus on the actual activities involved in doing the work. This procedure considers tasks, responsibilities, and job functions. The work analyst then develops a task statement that clearly states the tasks done in great detail. After making a statement of duty, the job analyst assesses the task on a scale demonstrating the importance, difficulty, frequency, and consequences of error. Based on this ranking, a greater understanding of the work can be achieved. Task analysis, such as cognitive-oriented task analysis (COTA), is a technique used to describe job skills. For example, job analysts can visit work sites and observe workers who do their jobs. During the tour, the analyst can collect material that directly or indirectly shows the required skills (job statement, instruction, safety manual, quality chart, etc.).

Functional work analysis (FJA) is a classic example of task-oriented techniques. Developed by Fine and Cronshaw in 1944, work elements were assessed in terms of data (0-6), people (0-8), and things (0-6), with lower scores representing the complexity greater than. Position holders, who are considered problem experts (SMEs), are relied on, usually within the panel, to report the elements of their work to the occupational analyst. Using incumbent reports, analysts use Fine terminology to construct statements that reflect the work done in terms of data, people, and things. The Dictionary of Occupational Titles uses elements from the FJA in defining the work.

Work-oriented

Worker-oriented procedures aim to examine the human attributes necessary to do the job successfully. These human attributes are generally classified into four categories: knowledge , skill , capabilities , and other characteristics (KSAO ). Knowledge is the information people need to do the work. Skills are the skills needed to perform each task. Ability is a relatively stable attribute over time. Other Characteristics are all other attributes, usually personality factors. The KSAO required for the job is deduced from the most important tasks that occur most often. In employment-oriented work analysis, the skill is inferred from the duties and skills assessed directly in terms of the importance of frequency. This often results in data that immediately implies an important KSAO. However, it is difficult for SMEs to assess skills directly.

The Fleishman Job Analysis System (F-JAS) developed by Edwin A. Fleishman represents a worker-oriented approach. Fleishman analyzed large amounts of data to find the minimum set of KSAOs common across different jobs. The system of 73 specific scales measures three broad areas: Cognitive (Verbal Ability, Idea Generation & Ability of reasoning, Quantitative Ability, Memory, Perceptual Ability, Spatial Ability and Attention), Psychomotor (Good Manipulative Ability, Control Ability and Reaction) ) Time and Speed ​​Capabilities), and Physical (Physical Strength Capability, Resilience, Flexibility, Balance, and Coordination; Visual Ability; and Auditory and Speech Capabilities).

JobScan is a measurement instrument that defines the dynamics of personality in certain types of work. By collecting the PDP ProScan Survey results from the actual players and the results of the job dynamics analysis survey completed by people with knowledge related to a particular job, JobScan provides the ideal job model suggested for the position. Although it does not evaluate the intellect or experience necessary to accomplish a task, it handles the personality of the type of work itself.

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Example

For the work of a snow-cat operator on the ski slopes, job or job-oriented job analysis may include this statement: Operates Bombardier Sno-cat, usually at night, to smooth snow made by skiers and snowboarders and new snow riders. that has fallen. On the other hand, work-oriented employment analysis may include this statement: Evaluate the terrain, snow depth, and snow conditions and choose the correct setting for the snow cat depth, as well as the number of feeds required on a particular ski slope.

Job analysis methods have evolved using a task-oriented and work-oriented approach. Since the end result of both of these approaches is a KSAO statement, they can not be considered a "proper" way of doing job analysis. Because work-oriented employment analysis tends to provide a more general and less attached pattern of human behavior and behavior to the technological parts of a job, they generate more useful data for developing training programs and provide feedback to employees in the form of performance appraisal information.. Also, the existing volatility in a typical workplace can make certain task statements less valuable in isolation. For these reasons, employers are significantly more likely to use a work-oriented approach to job analysis today than in the past.

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Knowledge, skills, abilities, and other characteristics (KSAO)

Regardless of which approach to job analysis is taken, the next step in this process is to identify the attribute - KSAO required by the obligation to perform tasks at hand or execute the human behavior described in the job analysis.

• Knowledge : "A collection of facts and information that are separate but related to a particular domain... obtained through formal education or training, or accumulated through certain experiences."
• Skills : "Trained actions".
• Ability : "Capacity is stable to engage in certain behavior"
• Other characteristics : "Personality, interest, training and experience variables"

Finally, once the appropriate KSAOs are identified, other tests and assessment techniques may be selected to measure the KSAO. Over the years, experts have presented several different systems and methods to complete job analysis. Many forms of systems are no longer used, but the existing systems have become increasingly detailed for decades with greater concentration on task and less concentration on human attributes. The trend has, however, reversed in recent years for the better. Newer methods and systems have brought I-O psychology back to examining aspects of work behavior.

Additional destinations : In addition to the above 6 goals, Ash and Levine are listed determining the KSAO required for promotion, determining hazards in the workplace to make jobs more secure, job classification, job descriptions, designing job content, and strategic human resource planning.

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Analysis of Work on Speed ​​Reality (JASR)

Job Analysis with the Reality Speed ​​(JASR) method for job analysis is a proven method for creating a list of tasks that are validated quickly. The final product, which can be used for many purposes, is fundamental to many potential training opportunities. This method is a proven process that helps the analyst complete the job analysis of a typical job with a group of experts and subject managers in two to three hours then sends a list of validated tasks.

1. Workers should know their work better than others. They can provide accurate and timely content information about the job.
2. JASR participants want to spend a minimum amount of time providing job data during the session and business leadership wants to minimize disruption to business operations.
3. Since JASR participants do not spend much time thinking about training like training professionals do, they do not require much orientation to the process.
4. JASR uses the fastest method and best technology to complete the job analysis.

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System

Over the years, the US Department of Labor publishes the Dictionary of Occupations (DOT), which is a comprehensive description of more than 20,000 jobs. However, the Department replaces DOT with the O * NET online database, which includes all the work of the additional DOT plus 3,500. This makes O * NET very useful for job analysis.

The O * NET (an online resource that has replaced the Job Title Dictionary) lists the job requirements for various jobs and is often regarded as basic, generic, or initial job analysis data. Everyone can use this database at no cost and constantly updated by observing the workers of each job. O * NET also has a Career Exploration Tool which is an assessment to help workers and students seeking a new career. Available data from O * NET includes physical requirements, educational level, and some mental requirements. The task-based statement that describes the work performed comes from functional job analysis techniques. O * NET also provides links to payroll data at national, state, and US cities for each job.

O * NET is designed with several features in mind, including:

• The inclusion of multiple descriptor and content domains to capture various workable ways
• Development of cross job descriptors to allow comparisons between different jobs
• Use of the taxonomic approach to job classification to enable full coverage in the content domain

Using these principles, a content model is developed that identifies six content domains and specific categories within each domain. The six domains and categories in it include:

1. Worker characteristics : maintain individual attributes that affect workers-expandable capacity - work ability, values ​​and interests, and work styles
2. Worker requirements : common attributes developed through education and experience, making it easier to change than worker characteristics - knowledge and education skills
3. Job requirements : job description itself rather than workers - General workplace, work context, and organizational context
4. Experience requirements : the type and amount of experience required for a particular job - worker experience in other work, related training, on-the-job training, and certification requirements
5. Individual work characteristics : reflects labor market demand, supply and other labor market information
6. Job-specific requirements : unique information for a particular job - special skills and knowledge of the job, tasks and tasks and equipment used

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In the modern United States

Over the last few years, the concept of job analysis has changed dramatically. One observer says: "The modern world is on the verge of a big leap in creativity and productivity, but it will not be part of the economic reality of tomorrow, it's still there and it will always be a huge job to do, but it will not be contained in envelopes- envelopes that we know as work.In fact, many organizations today are on the right track to "losing a job." "

Jobs and job descriptions, to date, tend to follow their recipes and become quite detailed and specific. In the mid-1900s, the authors reacted to what they perceived as the "inhuman" aspects of pigeonholing work into highly repetitive and specialized work; many proposed solutions such as job enlargement, job rotation, and job enrichment. Zooming out means assigning additional workers the same task, increasing the amount of activity they do. Job Rotation means moving the worker systematically from one job to another. Psychologist Frederick Herzberg argues that the best way to motivate workers is to build opportunities for challenges and achievements in their work through work enrichment. Work enrichment means redesigning the work in ways that increase the chances for workers to experience feelings of responsibility, achievement, growth and recognition.

Either enriched, specialized or enlarged, workers still generally have special jobs to do, and this job requires a job description. However, in many companies today, work is becoming less amorphous and difficult to define. In other words, the tendency is towards dejobbing .

Dejobbing extends the company's job responsibilities, and encourages employees not to limit themselves to what is in their job description, a result of the changes taking place in today's business. Organizations need to grapple with trends like fast product and technological change, and shift to service economy. This has increased the need for companies to be responsive, flexible, and generally more competitive. In turn, the organizational method managers use to achieve this has helped to undermine the meaning of work as clearly defined and clear responsibilities. Here are some methods that contribute to the weakening of the meaning of this JOB:

• Tenant organizations: Instead of traditional pyramidal organizations with seven or more layers of management, flat organizations with only three or four levels become more common
• Work teams: Managers are increasingly managing tasks around teams and processes rather than around specific functions. In organizations like this, employee work changes daily and there are deliberate attempts to avoid employees viewing their work as a set of specific responsibilities. An example of this in action in information technology is the Scrum methodology in software development, which specifically states that in the Scrum process, the only recognized title for team members is "team members" - although in practice many IT organizations overlook the Scrum aspect this. because they are considered "too radical" to deal with.
• Unlimited Organizations: In an infinite organization, extensive use of teams and similar structural mechanisms reduce and create more permeable boundaries that usually separate departments and hierarchical levels. These organizations cultivate responses by encouraging employees to break away from my 'non-work' attitude which usually creates walls between one employee's area and another employee's area. Instead, the focus is on defining projects or tasks that are in the best interests of the organization as a whole, thereby further reducing the idea of ​​work as a clear set of tasks.

Most companies today continue to use job analysis and rely on jobs as traditionally defined. More and more companies are moving toward new organizational configurations built around extensive jobs and are subject to change every day. Also, modern job analysis and job design techniques can help companies implement high-performance strategies.

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See also

• Industry & amp; organizational psychology
• Employment model
• Task analysis
• Work sampling

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References

• Fleishman, E.A. (1964). Structure and Measurement of Physical Fitness. Princeton, NJ: Prentice-Hall.

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Other sources

• Good, Sidney A. & amp; Cronshaw, Steven F. (1999). Functional job analysis: A foundation for human resource management. Erlbaum: Mahwah, NJ.

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External links

• O * Net

Source of the article : Wikipedia