I NEED INSTRUCTIONS TO BE READ THROUGHLY AND FOLLOWED, PLEASE!!! THIS IS DOCTORAL WORK. Turnitin and Waypoint are being used to check for plagiarism, and please use APA format. Please pay close attention to plagiarism, it's not tolerated. make sure to use in-text citations demonstrating that I am citing my references. Please do not use fake references, this instructor will check, and this instructor will check Please keep plagiarism under! 0% or lower. VERY IMPORTANT. Let’s make sure all questions are covered and answered.
Analyzing Appropriate Job Analysis Tools [WLOs: 1, 2] [CLO: 2] Morgeson et al. (2020) defined several tools and techniques for gathering data related to a job. Those different tools are (a) self-reports, (b) direct observations, (c) interviews, (d) document review, and (e) questionnaires and surveys. In Week 1, you completed a position questionnaire for a potential job analysis. In addition to a position questionnaire, there are other tools available to gather data and information to support the analysis. In this discussion forum, you will further explore several of the tools defined by Morgeson et al. (2020) for data and information collection and determine and defend the most appropriate tool(s) for a particular scenario. Prior to beginning work on this discussion forum, Review the Week 2 - Weekly Lecture. Read Chapter 4 and Chapter 9 in the course textbook, Job and Work Analysis. As a human resource manager, choosing the right tool to do the job is part of the skill and responsibility required for successful outcomes. Based on the first letter of your last name, review the scenario that you have been assigned. Last names A – H Scenario 1: A call center with 15 customer-service representatives that work 8-hour days, with rotating three shifts. Last names I – N Scenario 2: A public school system with 65 school bus drivers, each working a 2-hour morning shift and a 2-hour afternoon shift daily. Last names O – Z Scenario 3: A triangle research lab with three research assistants working at a secured facility for 8 hours a day. Required Resource Text Morgeson, F. P., Brannick, M. T., & Edward, L. L. (2020). Job and work analysis: Methods, research, and applications for human resource management (3rd ed.). Sage. Chapter 4: Hybrid Methods Chapter 9: Doing a Job Analysis Study The full-text version of this ebook is available in your online classroom through the RedShelf platform. The text explores job analysis and all the important topics associated with job analysis. The reading material will help you better understand what people do at work as well as why. It discusses job analysis methods and common workplace issues that may arise along with best practices for hiring, training, and productive work environments. Chapters 4 and 9 will assist you with your Analyzing Appropriate Job Analysis Tools discussion forum and Job Analysis assignment this week. Supplemental Material University of Arizona Global Campus. (n.d.). Job analysis template Download Job analysis template. Canvas@UAGC. https://login.uagc.edu This template is available in your online classroom and will guide you through the steps required to complete the Job Analysis assignment successfully this week. Recommended Resources Webpages Cook, D. (2014, December 16). HR use of job analysis far from universalLinks to an external site.. BenefitsPro. http://www.benefitspro.com/2014/12/16/hr-use-of-job-analysis-far-from-universal This author looks at survey data on the various ways that HR professionals use and misuse job analysis data, and the webpage may assist you in your Analyzing Appropriate Job Analysis Tools discussion forum and Job Analysis assignment this week. Accessibility Statement does not exist. Privacy PolicyLinks to an external site. Leonard, B. (2014, December 18). Survey: HR using job analyses to hone, focus recruiting effortsLinks to an external site.. SHRM. https://www.shrm.org/hr-today/news/hr-news/pages/hr-job-analyses-recruiting-efforts-survey.aspx This author looks at the various opportunities that job analysis provides for recruiting and stabilizing the organization, and the webpage may assist you in your Analyzing Appropriate Job Analysis Tools discussion forum and Job Analysis assignment this week. Accessibility Statement does not exist. Privacy PolicyLinks to an external site. Website Society for Human Resource ManagementLinks to an external site.. (n.d.). https://www.shrm.org This is a professional organization that has a wide range of articles relating to HR topics and strategies, standards, and competencies. Founded in 1948, Society for Human Resource Management (SHRM) is the world’s largest and leading provider of resources to serve the needs of HR professionals and advance the professional practice of Human Resource Management. This website may assist you in your Analyzing Appropriate Job Analysis Tools discussion forum and Job Analysis assignment this week. To join, go to SHRMLinks to an external site. and click on “Join Now.” Be sure to select the STUDENT membership option (located here Student MembershipLinks to an external site.), as the fee is significantly less than the other membership options. Membership gives you access to member-exclusive sample policies, legal and compliance resources, HR news, free webcasts, HR Magazine, Ask an HR Advisor service, and more. Accessibility Statement does not exist. Week 2 Lecture In Week 2, you will examine the appropriate tools and techniques needed to properly evaluate a position. You will also evaluate data and information required for a credible job analysis along with completing a job analysis using data and information provided by a position questionnaire. Week 2 takes a broader look at the methods used to collect data and information for use during the job analysis process. There are times that assumptions are made and as a result, outcomes are skewed due to the lack of credible input. Understanding the tools and techniques available is paramount to the process. Making the right choices for data and information collection should be a top skill of the Human Resource Manager. Analyzing Appropriate Job Analysis Tools Discussion Forum As a human resource manager, choosing the right tool to do the job is part of the skill and responsibility required for successful outcomes. Defining the type of information needed to properly analyze a position and what tool(s) will be deployed to gather the appropriate information, are part of the decision-making process for the Human Resource Manager. This activity takes you through a critical decision-making process defining the best option for the task at hand. There are a couple of great outcomes associated with this activity. First, the recognition that there is not one best choice. The tool must fit the need and the task at hand. Second, that the process itself is as important as the tool used to gather the data. Job Analysis Assignment Now comes the fun. Taking the information shared during an interview, observation, or questionnaire and evaluating that data to prepare an actual job analysis requires patience and skill. The job analysis is a critical step in the process for a job description to be reliable and useful. Comprehending the data is perhaps the most daunting part of starting the actual job analysis. This activity makes the process a bit less overwhelming and lets you understand the grouping method. It is a matter of apples and oranges. 4 HYBRID METHODS In Chapter 2, we covered job analysis methods that are primarily concerned with tasks or the work itself. These focused on observable behaviors and outcomes of worker actions. An example of such a method is the task inventory. In Chapter 3, we covered methods that are primarily concerned with human information processing requirements or worker characteristics. An example of such a method is the Position Analysis Questionnaire (PAQ). In this chapter, we describe methods that use multiple kinds of data by design. We call such methods hybrid methods because they are usually developed with an eye toward combining features of two or more job analysis methods. This chapter covers four such hybrid methods: 1. Combination job analysis method (C-JAM). 2. Multimethod Job Design Questionnaire (MJDQ). 3. Work Design Questionnaire (WDQ). 4. Occupational Information Network (O*NET). We describe each in turn. As we stated in Chapter 2, there is some wiggle room in our categorizing of methods in terms of whether they are work, worker, or hybrid methods. You can accuse us of fuzzy thinking if you wish. We won’t complain. And while we are at it, let us make another point about job analysis methods. As the analyst, you are not forced to choose a single method described in this book (or outside it, for that matter). You can choose more than one method, or you can choose pieces of various methods to suit your needs. The important thing is to keep in mind precisely what those needs are and to choose accordingly. (For more on this, see the beginning of Chapter 9 on choosing a job analysis method.) On the other hand, it is useful to study the methods as they exist so you will be familiar with them and can choose according to your needs. It might be useful to think of yourself as a chef in training at a culinary academy. At first, you learn the use of the tools of the trade and the classic recipes. As you gain skill, you create your own masterpieces. But be wary of the requirement that the proof is in the tasting. If you decide to adopt an ad hoc approach, proper piloting, testing, and evaluating should be part of the process to ensure a “tasty” method. COMBINATION JOB ANALYSIS METHOD The combination job analysis method (C-JAM; Levine, 1983) borrows a bit from those methods that focus on tasks, such as functional job analysis and the Task Inventory/Comprehensive Occupational Data Analysis Program (TI/CODAP). This gives us information about what gets done on the job and how, which is information that is essential for legal, quasi-legal, and other purposes. C-JAM also borrows from the job element method so that information about the human attributes needed to perform the tasks is summarized. Information about human attributes is essential for purposes such as personnel selection. A few easily understood scales are also provided to allow for the determination of what tasks and what human attributes are most important in a particular job. In C-JAM, task statements are developed and the importance of the tasks is rated. Then the knowledge, skills, abilities, and other characteristics (KSAOs) needed to perform the tasks are developed and rated on their importance for job performance. (This section on C-JAM borrows heavily from Levine, 1983.) Task Statements The form in which tasks should be written is as follows: 1. There is an implied subject of the task sentence—namely, workers, employees, or managers. The implied subject is plural, not singular. 2. There is a verb that indicates what function the employees are performing. 3. The object of the verb may be data, people, machines, equipment, work aids, or tools. 4. There is a phrase starting with the word to or the words in order to that gives the purpose of the workers’ activity. https://platform.virdocs.com/rscontent/epub/615632/1954406/OEBPS/s9781544329543.i973.xhtml?#po11 https://platform.virdocs.com/rscontent/epub/615632/1954406/OEBPS/s9781544329543.i973.xhtml?#po12 https://platform.virdocs.com/rscontent/epub/615632/1954406/OEBPS/s9781544329543.i973.xhtml?#po11 https://platform.virdocs.com/rscontent/epub/615632/1954406/OEBPS/s9781544329543.i973.xhtml?#po18 (Okay, this should look kind of familiar. If not, you might want to grab a cup of coffee and review functional job analysis in Chapter 2.) At times, tasks may be written in a shortened form. For example, the phrase that gives the purpose of an action may be left off if the purpose is obvious or well known to the users of the job analysis study. Or the tool used for the task may be excluded if it is obvious based on the action verb. Here are some examples of task statements for different types of jobs: 1. For personnel testing specialists: a. Write multiple-choice test items for particular jobs to evaluate applicant qualifications. b. Ask/answer questions and provide information to applicants to resolve applicant appeals/complaints about test scores. 2. For web designers: a. Interview clients to determine desired web content. b. Write code to display graphics in the desired layout. 3. For auto equipment mechanics: a. Inspect equipment to determine whether repair or replacement is necessary for efficiency of operation or safety. b. Modify equipment to improve its efficiency of operation or safety. 4. For water and fuels analysts in an electric power plant: a. Inspect acid and caustic tank levels. b. Maintain fuel oil additive system to meet environmental standards. 5. For clerks: a. Fold, assemble, and staple papers. b. Check documents for accuracy. When in doubt, make the statement more detailed rather than less. The kind of equipment used (e.g., truck vs. golf cart) and differences in the objective or goal (e.g., sales vs. support) can have implications for selection, training, and motivation. Generally, 30 to 100 task statements are expected in the final task list for any particular job. If the first list numbers substantially more than 100 tasks, similar tasks should be combined wherever possible to reduce the number to 100 or less. The Task Generation Meeting C-JAM uses a facilitator to guide subject matter experts (SMEs) to develop lists of tasks as well as lists of knowledge, skills, and abilities (KSAs). It is the job of the facilitator (that would be you) to gather an appropriate group of SMEs to generate a list of tasks. C-JAM suggests the following group desiderata: 1. There are five to seven incumbents and two supervisors. 2. The group is broadly representative of the jobholders (age, race, sex, experience). 3. The meeting space is conducive to a productive meeting (quiet, well lit, etc.). The facilitator should explain the purpose of the meeting to the participants. Then the facilitator defines task and presents examples of task statements, such as those in the previous section of this chapter. Next, the facilitator asks group members to prepare a list of at least 50 tasks on their own