Expert answer:Need help with an i/o psychology job analysis

Answer & Explanation:Job AnalysisFor this assignment, view theEight Ingredients of an Effective Job Description with Rhonda Abramsvideo ( https://www.youtube.com/watch?v=6hhwefJzaaA) and then construct a two- to- three page paper that provides a formal job description of a current job as well as analysis of how the job description was created.For your assignment you must:a) Find a friend or relative who you can interview and/ or observe them on the job for a brief period of time (an hour or so should be sufficient).  List as many responsibilities that the job entails as possible.  You may also visit the Bureau of Labor Statistics or O*Net Online websites for additional information on the individual’s position. b) Create a formal job description based upon your research. The formal job description must include a section on job tasks, worker requirements and contextual factors (as listed in Chapter 2 of your course text).  Microsoft provides this example of a job description template, which you may use or follow to create your job description.c) Explain the process of constructing the job description.d) Include an introduction, job description, an explanation of the process of constructing the job description, and a conclusion.Your assignment must be two to three double-spaced pages in length (excluding title and reference pages) and formatted according to APA guidelines. Include a cover page and reference page in APA format.  In addition to your textbook, you must utilize at least one scholarly peer-reviewed sources that has been published within the past five years.  Your sources must be cited according to APA format.I will work on point a),  so you only have to work on b) c) di will let you know about the job i chose.You only have to write max one page. PLS. I just had a very bad quality paper, and he didn’t deliver it on time. 02ch_youssef_psychology.pdf
02ch_youssef_psychology.pdf

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2
Hiring the Best Employees:
Employee Selection
Learning Objectives
After reading this chapter, you should be able to
1. Describe the critical stages of a job analysis
2. Explain why recruiting practices are important to organizations
3. Be familiar with initial screening tools for employee selection
4. Apply laws that impact employee selection practices
5. Create effective employee interviews
6. Apply positive psychology to employee selection
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Section 2.1 The Importance of Employee Selection
CHAPTER 2
2.1 The Importance of Employee Selection
Think about the following scenario: XYZ Corporation is experiencing significant growth
and needs to hire 20 new customer service representatives over the next two months.
This can be an exciting situation for the organization. The company is growing, and additional employees will ensure continued growth and increased revenue. Hiring these new
employees, however, may pose some challenges. First, where will the company find qualified candidates for the new positions, and how will it encourage them to apply for the
jobs? The company anticipates more than 200 applicants for the 20 open positions. How
will it screen the résumés and applications so as to identify the most qualified individuals? Additionally, who will conduct the interviews, and, more importantly, how will the
interviewers discern which applicants have the skills and abilities to best serve the company’s customers? Finally, how will the company ensure that each stage of the selection
process is legally and ethically fair? Most organizations encounter concerns such as these
whenever they are faced with the prospect of hiring new employees.
Consider This: Can You Afford Not to Hire the Best?
Hiring can be very expensive. Consider the costs of hiring a new employee: There is the cost of advertising the job opening, which may include print ads, online ads, posting to a bulletin board, renting
a booth at a job fair, or even paying a recruitment agency. Then, there are the costs of processing
the applications, screening the applicants, contacting prospective interviewees, and then testing and
interviewing applicants. These costs include not only the time of your human resources employees
and hiring managers but also the opportunity
costs, or productivity sacrificed because their
time is not being spent on other productive activities. Then, once an employee is
selected, there are the costs of orientation
and training to get that employee ready to
perform. Because the new employee is now
on the organization’s payroll, the costs of this
orientation and training phase include both
the manager’s and the employee’s time and
opportunity costs.
Although hiring costs are high, hiring the
wrong person can be even more costly. A
Harvard University Study estimated that 80%
of turnover can be attributed to faulty hiring decisions (Mengel, 2001). Turnover rate is the percentage of all the employees in an organization
who leave in a given year. Turnover can be more expensive than hiring. When employees choose to
leave an organization, not only does the hiring process have to be repeated to fill the vacancy, but
there are also the costs of separating the departing employee, including the time of human resources
employees and hiring managers as well as any severance pay that may be due to the employee. The
organization may never recover any returns on its investment in the departing employee’s training,
or worse, this knowledge as well as any intellectual property that the employee might have learned
about can go directly to a competitor who hires the separated employee. (continued)
The expense of placing advertisements for a job
opening is just one of the many costs associated
with hiring a new employee.
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Section 2.2 Job Analysis
CHAPTER 2
Consider This (continued)
Many of the problems that can lead to turnover—or to the less extreme but still counterproductive
and costly alternatives such as absenteeism, disengagement, job dissatisfaction, and lack of organizational commitment—can be avoided through better hiring, which should start with a careful process
of proactive planning and analysis. I/O psychologists play an important role in helping organizations
design and implement effective selection processes. In this chapter, we will describe how I/O psychologists gather information about the work functions of an open job position as well as the worker characteristics needed for that job to be done successfully. Then, we will review the most effective ways to
recruit candidates for a job, design initial screening methods, and establish fair selection processes.
Find Out for Yourself: Hiring Costs
• Visit several recruitment websites such as monster.com and theladders.com. How much does it
cost to advertise a job opening?
• Research turnover rates at http://www.bls.gov/jlt/ in industries that are of interest to you. Are
you surprised by the numbers you found?
• Contact an organization that you have access to, such as your employer, the employer of a family member or a friend, your bank, your grocery store, or your favorite fast food restaurant or
café. Ask how many applicants they usually get per job opening. How much time does the manager spend in processing each applicant? How long does it take to train a new employee?
• How many employees are employed at that location, and how many left last year? Calculate the
turnover rate.
2.2 Job Analysis
Let’s start this section with a short exercise. Think about your current or past job.
Begin by listing all the tasks and duties
you must complete to perform the job. If
you have trouble coming up with a complete list, start by thinking about a specific
day, like last Monday. What did you do
to start your day? What happened after
lunch? Before you left for the day? Now
that you’ve identified your regular job
tasks, think about activities that you perform less frequently, perhaps on a monthly,
quarterly, or annual basis. Be sure to add
these to your list. Once you’ve identified
as many tasks as possible, indicate the
level of importance for and amount of
time spent on each one.
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Section 2.2 Job Analysis
CHAPTER 2
Now take a moment to think about the characteristics that would enable a person to perform these tasks successfully. For example, what technical knowledge might someone
need to do your job? Would a worker need certain innate abilities, such as good judgment,
critical thinking ability, or strong communication skills? What other knowledge, skills,
and abilities are necessary for a person to perform this job?
After you’ve completed this exercise, you will have created a rudimentary job analysis,
or the systematic study of a specific job based on the collection of information about the
directly observable and verifiable job tasks and worker behaviors for that job (Harvey, 1991).
Organizations use a similar process to collect information about jobs and the people who
perform them.
What Is Job Analysis?
The goal of a job analysis is to clearly understand what work is performed for a specific
job. Typically, a job analysis will include three pieces of information:
•
•
•
job tasks,
worker requirements, and
contextual factors.
The foundation for all job analyses is a clear definition of a specific job’s tasks. Analysis of
tasks provides a clear picture of what the worker does in the job. Tasks should be observable or verifiable and recorded in the form of action statements. Here are examples of a
few of the major tasks performed by a bank teller:
•
•
•
greeting customers who enter the bank,
counting money back to a client, and
answering customers’ questions about their account.
Greeting customers and counting money are observable behaviors. Whether the teller has
adequately and correctly answered a customer’s question may not be as readily observable, but it can be verified by assessing the customer’s satisfaction with the answer (e.g.,
using a customer survey) or by comparing the answer the teller gave with an accurate
source of information (e.g., a policy manual or a product brochure).
Sometimes, tasks will be combined into broader categories called responsibilities. Responsibilities are groups of related tasks that represent a generic behavior, which helps to
accomplish major goals (Cunningham, 1996). The three tasks listed for the bank teller, for
example, could form a responsibility called “providing customer service.”
Second, a job analysis will include information about the specific worker characteristics
needed to perform a job’s tasks (Sackett & Laczo, 2003). These worker requirements are
unique to each job; they are composed of specific knowledge, skills, abilities, and other
characteristics. Knowledge is a set of related facts and information about a specific field
or work domain. For example, a bank teller may need to know bank policies and procedures, industry regulations, and bank product and service information. Skills are the
minimum level of competency at which a worker must perform a task or learned activity.
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Section 2.2 Job Analysis
CHAPTER 2
Our bank teller may need to show competency in many different skills, such as typing,
money counting, and data entry. Although workers can acquire skills, abilities are innate
characteristics, such as cognitive, psychomotor, and physical capabilities. In short, they
are a person’s enduring basic aptitude for performing a range of activities (Fleishman,
Costanza, & Marshall-Mies, 1999). Other characteristics are all other relevant personal factors needed for a particular job, such as personality and motivational traits, experience,
licensure, education, and certification. For example, a bank teller might ideally need an
extroverted personality, motivation to serve customers, previous customer service experience, a high school diploma, and a cleared criminal background check.
The final piece of a job analysis deals with the context in which a job is performed (Berry,
2003). Job context is the external factors that influence the way work is performed, and
it can be examined according to a variety of aspects. For example, the social context of a
job includes a worker’s interactions with team members, customers, and managers. Jobs
that require significant interpersonal interaction will require employees with exceptional
teamwork and social skills. The same job could also be examined according to its physical
context, which includes all the environmental factors, such as background noise, temperature, and lighting, as well as whether a person sits or stands while working and whether
the job is performed inside or outdoors. As you can see, job context is important in determining what is needed for a worker to perform at his or her best.
The organizational data a company needs can often be generated only by a systematic study of its jobs—in other words, by performing job analyses. One example is job
descriptions, which require an accurate job analysis. At its most basic, a job description
identifies what a worker is expected to do to perform a job. A job description can also be
used to design job-recruitment
postings or compensation programs. Additionally, job analysis data can be used to classify
jobs into job families, which
is necessary for constructing
effective multi-level systems of
compensation as well as appropriate paths for employees
to follow as they change jobs
within the company. Perhaps
the most important use of job
analysis data is the development and preparation of measures for employee selection
and performance appraisal.
The physical context encompasses all of the environmental
Table 2.1 summarizes some of
factors of a job. Therefore, the physical context of an office job
differs from that of an assembly-line job.
the uses of job analysis.
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CHAPTER 2
Section 2.2 Job Analysis
Table 2.1: Uses of job analysis information
Type of Uses
Types of Job Analysis Information
Job descriptions
Tasks performed, worker requirements, contextual information
Recruiting
Tasks performed, worker requirements, contextual information
Employee selection
Tasks performed, worker requirements
Compensation evaluation
Tasks performed
Training and development
Tasks performed, worker requirements
Job classification
Tasks performed, contextual information
Placement
Tasks performed, worker requirements
Find Out for Yourself: Jobs in Your Area
•
•
•
•
Search online for several job openings in one or two areas of interest to you.
Read the details posted about each job.
Create a job analysis for each position using the steps above.
Rank the positions according to their fit with your knowledge, skills, and abilities; past experience; personal characteristics and interests; and work context preferences.
Consider This: Your Ideal Job
• Create a job analysis for a job that would be ideal to you.
• What would the job duties and responsibilities be?
• What specific knowledge, skills, abilities, and other characteristics do you have that would
make you the best fit for this job?
• Describe the job context.
• How would you use your job analysis to determine the best compensation, career path, training
and development, and performance appraisal plan for this job?
Information Sources
Considering the importance of the job analysis, you may be asking yourself how I/O
psychologists manage to gather all of the information they need to construct this useful tool. Although they vary from job to job, information sources fall into several basic
categories:
•
•
•
•
documentation,
role incumbents,
supervisors, and
other sources of information.
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Section 2.2 Job Analysis
CHAPTER 2
Each of these sources provides a different perspective of a job; using all of them increases
the accuracy and efficacy of the information collected to create a job analysis.
Documentation
Organizations may already have documents that describe certain aspects of a job. Examples include job descriptions, previous work analyses, training manuals, and operating
guidelines. Generally, it’s good to start with such documents when beginning a job analysis because they are easily obtainable, contain a lot of good information, and provide a
quick and efficient explanation of the job being analyzed. Even out-of-date documentation can provide useful comparative information as the job analysis progresses.
In addition to these internal sources, it’s useful to review external documents. The U.S.
government supplies job-relevant information for many different types of jobs in the Dictionary of Occupational Titles (DOT) as well as online through the Occupational Information Network (O*NET) at http://www.onetonline.org/. Perusing job postings on national
online job boards, such as monster.com and careerbuilder.com, can provide insight on
how other organizations define similar jobs. Finally, some professional associations for
widely held jobs document the work of their members.
Find Out for Yourself: External Information Sources for Job Analysis
• Visit the Occupational Information Network (O*NET) website at http://www.onetonline.org/
• In the keyword search box, type the word teller.
• Click on the closest match to see the details provided for the job of bank teller. Is it what you
expected the job to be? Which details were new to you?
• Search for a few more jobs that are familiar to you. Are the descriptions accurate? Do they
adequately cover the job requirements as you know them?
• Visit national online job boards, such as monster.com, the ladders.com, or careerbuilder.com.
Search for positions similar to the ones you have explored above.
• To what extent do the job postings reflect the descriptions on O*NET?
Role Incumbents
Because accuracy is critical for a good job analysis, it’s crucial to talk to people who truly
understand the job being analyzed. Role incumbents—that is, people who hold the job or
have held it in the past—understand the intricate details of the job and how it is performed
in the field. These finer points are not often available from written documentation sources.
Communicating with role incumbents is also ethically and politically appropriate. When
incumbents help to define their jobs, they provide insight into the job’s psychological and
social contexts, and they are likely to be more committed to the outcomes of other human
resource processes based on the job analysis, such as performance appraisals, compensation, and promotions.
Despite the invaluable information role incumbents can provide for a job analysis, keep in
mind that this information is not infallible. Not all incumbents have equal ability to share
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Section 2.2 Job Analysis
CHAPTER 2
information about their jobs, perhaps because they lack communication skills or have poor
memories. Some may intentionally provide incomplete or inaccurate information because
they perceive the process as too time-consuming or unimportant, or because they fear how
the information will be used. It is therefore critical for the person performing the job analysis to explain clearly and effectively the reasons for the study
as well as the way in which the
information will be used.
Supervisors
An immediate supervisor also
has a good understanding of the
work performed for a specific
job. Although supervisors are not
typically as well acquainted as job
incumbents with the day-to-day
minutiae of a specific job, supervisors can usually validate the
incumbent’s information as well Because they currently hold the job or have previous
as provide additional insight into experience in the position, role incumbents can provide
the performance expectations for valuable insight into a job’s psychological and social contexts.
the job. Additionally, unlike job
incumbents, supervisors have little motivation to distort information. They also tend to
have experience with multiple incumbents with the same job title, so they may be able to
give more detailed descriptions of the job.
Other Sources of Information
Sometimes, other sources are needed to accurately describe a job. For example, if a job
involves frequent customer interaction, such as sales or customer service jobs, gathering information from customers can be very beneficial. Customers know how they want
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