Staffing Organization

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Heneman−Judge: Staffing Organizations, Sixth Edition

II. Support Activities

4. Job Analysis and Rewards

© The McGraw−Hill Companies, 2009

CHAPTER FOUR Job Analysis and Rewards
Changing Nature of Jobs Job Requirements Job Analysis Overview Job Requirements Matrix Job Descriptions and Job Specifications Collecting Job Requirements Information Competency-Based Job Analysis Nature of Competencies Collecting Competency Information Job Rewards Types of Rewards Employee Value Proposition Collecting Job Rewards Information Job Analysis for Teams Legal Issues Job Relatedness and Court Cases Essential Job Functions Summary Discussion Questions Ethical Issues Applications

Heneman−Judge: Staffing Organizations, Sixth Edition

II. Support Activities

4. Job Analysis and Rewards

© The McGraw−Hill Companies, 2009

Heneman−Judge: Staffing Organizations, Sixth Edition

II. Support Activities

4. Job Analysis and Rewards

© The McGraw−Hill Companies, 2009

CHAPTER FOUR

Job Analysis and Rewards 145

T

his chapter begins with a description of the changing nature of jobs. Though continually evolving, all jobs may be analyzed and described in terms of specific job requirements (tasks, KSAOs [knowledge, skill, ability, and other characteristics], job context) and competency requirements (general and jobspanning KSAOs). Job analysis is the general process of studying and describing these requirements. Separate approaches are needed for job requirements and competency requirements. Job requirements job analysis is discussed first. It is guided by the job requirements matrix, which contains the three basic components (tasks, KSAOs, job context) that must be considered during the job analysis. Detailed descriptions of each component are provided. Also described are job analysis methods, sources, and processes for collecting the job requirements information. Competency-based job analysis is described next. It is very new on the job requirements scene. It seeks to identify more general KSAO requirements, such as KSAOs necessary for all jobs to meet the organization’s mission and goals and KSAOs that cut across interdependent jobs, such as with work teams. These competencies are presumed to provide a foundation for more flexible staffing in initial job assignments for new hires and in job and project assignments for current employees. Attention then turns to job rewards. Discussed first are the multitude of extrinsic and intrinsic rewards jobs may provide to employees; the totality of these rewards form the employee value proposition (EVP). Special challenges in creating the EVP are providing rewards of the right magnitude, mix, and distinctiveness. It is suggested that job rewards information be collected within, and from outside, the organization. The focus should be on learning about employee reward preferences, and various ways to accomplish this are discussed. More and more work is being done in teams. Jobs that are team based need to be analyzed differently in some key areas. Finally, two legal issues pertaining to job analysis are treated. Both issues involve the job requirements approach to job analysis as it applies to equal employment opportunity and affirmative action (EEO/AA) under the Civil Rights Act and the Americans With Disabilities Act (ADA).

CHANGING NATURE OF JOBS
Jobs are the building blocks of an organization, in terms of both job content and the hierarchical relationships that emerge among them. They are explicitly designed and aligned in ways that enhance the production of the organization’s goods and services. Job analysis thus must be considered within the broader framework of the design of jobs, for it is through their design that jobs acquire their requirements and rewards.

Heneman−Judge: Staffing Organizations, Sixth Edition

II. Support Activities

4. Job Analysis and Rewards

© The McGraw−Hill Companies, 2009

146 PART TWO

Support Activities

Jobs are...
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