Collecting Job Requirements Information

Collecting Job Requirements Information

Job analysis involves consideration of not only the types of information (tasks, KSAOs, and job context) to be collected but also the methods, sources, and processes to be used for such collection. These issues are discussed next, and as will be seen there are many alternatives to choose from for developing an overall job analysis system for any particular situation. Potential inaccuracies and other limitations of the alternatives will also be pointed out.

Methods

Job analysis methods represent procedures or techniques for collecting job information. Many specific techniques and systems have been developed and named (e.g., Functional Job Analysis, Position Analysis Questionnaire [PAQ]. Rather than discuss each technique separately, we will concentrate on the major generic methods that underlie all specific techniques and applications. Many excellent descriptions and discussions of the specific techniques are available.

Prior Information. For any job, there is usually some prior information available that could and should be consulted. Indeed, this information should routinely be searched for and used as a starting point for job analysis.

Many possible organizational sources of job information are available, including current job descriptions and specifications, job-specific policies and procedures, training manuals, and performance appraisals. Externally, job information may be available from other employers, as well as trade and professional associations. Both the Society for Human Resource Management (SHRM; www.shrm.org) and the International Public Management Association for Human Resources (IPMA-HR; www.ipma-hr.org) provide sample job descriptions online.

Finally, there is O*NET (www.onetcenter.org). O*NET contains extensive research-based taxonomies in several categories: occupational tasks, knowledges, skills, abilities, education and experience/training, work context, organizational context, occupational interests and values, and work styles. Additionally, O*NET contains ratings of specific factors within each category for many occupations, and ratings for additional occupations are continually being added. For example, occupational and importance ratings of the specific knowledges, skills, and abilities shown in Exhibit 4.6, 4.7, and 4.8 are provided. The job analyst could use these ratings as benchmarks