Employee Performance Management:
3. Job Analysis, Design and Competency
Routemap of Session
Limitations of Competencies
Skills – Council for Administration
Job analysis of a manager
The forces of a competency system
Typologies of
Management
What does a manager do?
What is management
Job Analysis
Strategic Job Analysis
Set Reading
The set reading Le Deist, F. D. and Winterton, J. (2005) What is
Competence, Human Resource Development International, Vol. 8,
No. 1, pp. 27-46.can be found at: http://www.fse.provincia.tn.it/prgleonardo/leonardo/public/documen tation/FinalSeminar/CompWintertonEN.pdf
Singh, P. (2008) Job Analysis for a Changing Workplace, Human
Resource Management Review, 18(2): 87-99.
Also, please look at the 2012 Leadership and Management
Standards which can be found at: http://www.skillscfa.org/standards-qualifications/managementleadership.html Human Resource Compass
The purpose of the Human
Resources department is to facilitate the effectiveness of all employees in achieving organisational objectives Dream Business 1
You have been thinking about starting your own business for some time. Draw a flow chart showing the main process and how the elements relate to each other.
Dream Business 2
Next, identify how many staff you will need to recruit and run the business – assume you will not run it directly.
In order to recruit the best people what do you need to do?
How do you write a job description and person specification of the ideal person(s) you wish to recruit?
What knowledge, skills and attitudes does this person(s) need?
Job Analysis
A job is “a set of task elements grouped together under one job title and designated to be performed by a single individual.”
Ilgen & Hollenbeck (1991: 173)
Job Analysis
“There is hardly a program of interest to human resource specialists and other practitioners, whose work pertain to the interface between people and jobs, that does not depend or cannot benefit from the results of a good job analysis.”
Singh (2008: 89)
Job Analysis
“Job, task and role analysis is any systematic procedure for obtaining detailed and objective information about a job, task or role that will be performed or is currently being performed.”
Pearn and Kandola (1988:1)
Why Job, Task, Role Analysis is Necessary
Changes in
Technology
Culture
Changes
Employment
Legislation
Changes in Working
Practices
Job, Task, Role
Analysis
Problem
Solving
Human Resource
Development
Pearn and Kandola 1988
Job Analysis Distinctions
1.
2.
3.
4.
5.
6.
7.
8.
Orientation – worker or task oriented methods;
Quantification – quantitative or qualitative methods;
Structure – open-ended or closed methods;
Packaging – packaged systems or do-it-yourself;
Sophistication – sophisticated or straightforward methods;
Proximity to jobs – remote from or close to the job;
Applicability – wide application or narrow;
Sensitivity – adaptable or inflexible.
Pearn and Kandola 1988
Job Analysis Checklist
1. What do I want to do with the results?
2. In what form do I need the results in order to be able to achieve my objectives?
3. What resources are available to me?
4. Who is available to carry out the data-gathering?
5. Do they need to be trained?
6. How many people are available to be studied?
7. Do I have access to jobholders, supervisors, experts, others?
8. How much time do I have available to me?
9. How much money can I spend?
10. What information is already available?
Pearn and Kandola 1988
Job Analysis Checklist
11. What information can be collected specially?
12. What data gathering methods are available to me?
13. Will the data-gathering method be acceptable to the people involved? 14. Is the level of language in checklists and questionnaires appropriate? 15. Will I need to call on outside expertise (for training, for analysis of the data?
16. Do I need computer support?
17. What are the best methods to use?
Pearn and Kandola (1988:13)
