IO Psych Employee Selection .docx

IO Psych Employee Selection .docx

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Running head: CASE STUDY, PART 3: JOB ANALYSIS 1 Case Study, Part 3: Job Analysis Industrial Organizational Psychology I/O Employee Selection Argosy University
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CASE STUDY, PART 3: JOB ANALYSIS 2 Case Study, Part 3: Job Analysis Job analysis is the foundation of all human resource activities (Barrick & Mount, 1993; Conte, Dean, Ringenbach, Moran, & Landy, 2005). A job analysis identifies the selection criteria such as knowledge, skills, and abilities (KSA) that are needed to perform the job successfully. The analysis will provide the basic information on the position's duties to determine the characteristics needed in a candidate. This will lead to defining effective interview questions, as well. The analysis can also be used in training and performance evaluations after the candidate is hired. Specific and objective standards are needed to set the baseline for performance. These standards set the expectations of the performance level required by the company. To achieve these standards, the analysis goes into further detail by describing the task frequency and overall importance to the position. Morgeson and Campion (1997) noted that frequency job analysis ratings, which measures how often a task is performed in the discovery phase, are considered to be more objective than importance ratings. When determining the importance of a task, responses tend to be more subjective. In the case of the receptionist job description, certain factors have been found to be required for the position using the three domains in Bloom's Taxonomy - cognitive, psychomotor, and affective. Cognitive, or knowledge, is shown through recalling data or information. Psychomotor, or physical skills, include any task that is based on physical movement. These types of skills can be measured through speed and precision of execution (Bloom, 1956). Based on the frequency of actions, the task that is shown as one of the most important to the position is interacting with people.
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