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HR T0 - job analysis (Bartram (Competencies of Work an Organisational…

- - - - Start at the top
      - Use rigorous job analysis methods to develop competencies
      - Link competency models to organisational goals/objectives
      - Consider future-oriented job requirements
      - Consider organisational context
      - Use additional unique methods
    - - Use both fundamental (cross-job) and technical (job-specific) information
      - Use competency libraries (O-net)
      - Use organisational language
      - Define levels of proficiency on competencies
      - Achieve proper granularity (level of detail an number of competencies)
      - define the anatomy of the competencies (language of competencies)
      - Using /pictures to communicate competencies with employees
    - - Using Competencies to align HR systems
      - Using Competencies to develop a practical theory of effective job performance, tailored to organisation
      - Using competencies to develop HR systems (hiring, appraisal, promotion)
      - Using informational technology to enhance usability of competence models
      - Using organisational development techniques to ensure competency modeling acceptance and use
      - Maintaining currency of competency models
      - Using competency modeling for legal defensibility
  - - - Broad Framework for integrating/organizing/aligning various Competency Models with organisations Mission, values etc.
    - - Collection of Competencies that are relevant to performance in particular job/job family/ functional area
    - - Specific observable action that may be demonstrated on the job which indicates the skill or performance level need for a job or that a particular person possesses
        
        Skill level (expertise)
        
        Performance level (results)
    - - Cluster of KSAO's that affect a major part of one's job; correlate with performance
- - - - qualitative
      - quantitative
    - - interview
      - other methods (looots of them)
      - observation
    - - work performace
      - context of the job
      - referring to work activities
    - - job analyst
      - worker
      - SME
  - - - Task abilities scale
    - - Critical incidents technique
      - Repertory Grid
- - - - JA
        
        to better understand + measure work assignments
        
        determining attribute/trait relevance called for by nature of work
      - CM
        
        influence manner in which such assignments performed, so that strategic, behavioural themes emphasised when performing job
        
        emphasise importance of certain behaviours aligned with org's strategy (situation strength)
  - - - ratings influenced/biased by cog processes
      - JA placed great burden on info-processing capabilities of SMEs (shortcomings of human judgement)
- - - - worker oriented = focus on KSAO's
        
        KSAO= knowledge, skills, abilities and other characteristics
        
        after stating KSAOs= find a way to measure them
        
        interviews
        
        Critical incients/diares
        
        observation
        
        Questionaires
        
        Subject matter expert (SME) = employee who provides info about job
        
        Electronic performance monitoring
      - task-oriented = describing tasks an tools used
    - - Cognitive oriented task analysis vs Work-oriented task analysis
        
        Cognitive-oriented task analysis
        
        Segments, according to cognitive skills require
        
        Representational skills are adressed
        
        Evaluates interrelations among knowledge elements
        
        Analyses expertese and learning
        
        Accounts for individual differences
        
        Emphisizes cognitive processes
        
        Work-oriented task analysis
        
        Evaluates knowledge for each task
        
        Segments tasks according to behavior required
        
        Analyses target performance
        
        Representational skills are not addressed
        
        Emphasizes behavior
        
        Describes only one way to perform
      - Cognitive task analysis is better for top/critical positions
        
        costly errors and accidents
        
        training difficult to transfer
        
        persistent performance problems
        
        High-performance takes time
    - - these characteristics should predict behavior across tasks and settings, and provide organisation with set of characteristics that distinguish from other organisations
      - 2 approaches
        
        Identify outstanding performers and analyse their competencies
        
        use mission statements and corporate goals as the foundation for competency modeling
      - criticism
        
        lack of definition of competency
        
        lack of agreement between competency modelling and traditional job analysis