It assumes that job tasks differ with respect to the abilities required to

It assumes that job tasks differ with respect to the

This preview shows page 8 - 10 out of 15 pages.

It assumes that job tasks differ with respect to the abilities required to perform them successfully, and that all jobs can be classified according to ability requirements. - 52 ability categories that included oral comprehension to multi-limb coordination to night vision, among others. - SMEs are presented with a job description or task list that has been developed through other methods. - The experts rate the extent to which each ability is required for the job as a whole or for each task. - Ratings on the ability scales are then averaged to identify the overall ability requirements essential to the job - ADVANTAGE: o relatively simple to administer and cost-efficient - DISADVANTAGE:
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o Its biggest limitation is that it provides information only on the 52 abilities. o Does not identify knowledge, skills, or other attributes that may also be required to perform a job. Choosing a Job Analysis Method - A set of questions were developed, that can be used to help decide among various job analysis techniques. o Operational status: Has the method been tested and refined sufficiently? o Availability: Is it available off the shelf? o Occupational versatility: Is it suitable for analyzing a variety of jobs? o Standardization: Is it possible to compare your results with others that have been found elsewhere? o User acceptability: Is the method acceptable to the client and the employees who will have to provide the information? o Training requirements: How much training is needed and available to use the method; must one receive special certification in the procedure to use it? Can it be done in-house? o Sample size: From how many employees must data be collected for the method to provide reliable results? o Reliability: Will the method give results that are replicable? o Cost: What are the costs of a method in materials, consultant fees, training, and person-hours? o Quality of outcome: Will the method yield high-quality results (e.g., legally defensible)? o Time to completion: How many calendar days will the data collection and analysis take? - The job analyst must determine whether the job analysis procedure will meet legal standards. - The guidelines are US based which Canadians court use as guidelines o A job analysis must be performed according to a set of formal procedures. It is not acceptable to rely on what “everyone” knows about a job, since that knowledge may be based on inaccurate, stereotyped notions of the job demands. o The job analysis must be well documented; it is not enough to simply carry around job information in the analyst’s head. o The job analysis should collect data from several up-to-date sources. This suggests using several different methods of job analysis. o The sample of people interviewed should be sufficient in number to capture accurately the job information. The sample should also represent the full diversity of job incumbents (e.g., ethnic and gender groups, people with and without formal qualifications) to ensure the validity of the data.
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  • Spring '11
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