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Chapter 5
USING JOB ANALYSIS AND COMPETENCY MODELING
Opening Case: Managing Human Resources at Fairchild
Semiconductor
Fairchild Semiconductor’s introduction of the first integrated circuit in the 1960s
began a revolution in information technology. After acquisition by and eventual
spin off from National Semiconductor, it chose Peoplesoft’s enterprise resource
planning (ERP) application as its data management system in reworking its
business processes to fit the software system.
Once new processes were designed, HR professionals helped managers train
employees on the new system to ensure that they understood how their work
affected fellow employees and the bottom line. Then, using a similar approach,
Fairchild reengineered its core business processes and implemented world-class
supply chain management practices for all plants and divisions.
CHAPTER OUTLINE
I. THE STRATEGIC IMPORTANCE OF JOB ANALYSIS AND COMPETENCY
MODELING
A. Foundation for an Integrated HRM System
Job analysis is a broad and general term, with competency modeling
being a type of job analysis. Job analysis and competency modeling are of
strategic importance because they are systematic procedures for building
a coherent approach to managing human resources.
B. Facilitating Radical Change
When jobs in organizations change, many aspects of the human resource
management system are likely to change as well. Oftentimes,
1. New Technologies
The introduction of new technology in pursuit of strategic change can mean
that employees must learn new ways of working and acquire new skills. Job
analysis and competency modeling can provide new performance standards
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for the redesigned jobs.
2. Organizational Redesign
Realigning and reengineering an organization’s functions and
3. Mergers and Acquisitions
Job analysis provides a systematic basis for comparing jobs in formerly
separate companies to determine redundancy prior to elimination or
1. Nondiscrimination
The courts have indicated that employers should conduct thorough job
analyses for all jobs in an organization and to use the results of these
2. Independent Contractors
The law treats independent contractors and regular employees quite
differently for compensation and taxation purposes. For example,
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regular employees are eligible for various types of benefits and
overtime pay that contract workers are not entitled to.
Thoroughly documenting a worker’s job duties is a better way to
II. HR TRIAD
HR professionals almost always have primary responsibility for overseeing
the job analysis and competency modeling process. However, they need the
involvement and support of line managers and the employees who perform
the jobs being analyzed.
The feature The HR Triad: Partnership Roles in Job Analysis and
III. SPECIFIC TERMINOLOGY
A. Positions, Jobs, and Occupations
Position refers to the activities carried out by any single person. Job refers
to positions that are functionally interchangeable in the organization. An
Teaching Note: Many students have spent time in retail jobs such as sales
clerk in a department store. Different jobs might be shoe sales, women’s
clothing, etc. The occupation would be sales.
B. Job Analysis
Job analysis is the process of describing and recording information about
job behaviors and activities. The following information is usually included:
➢ purposes of job.
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Most job analysis techniques are either task-oriented or worker-oriented.
A task-focused job analysis focuses on what the job involves in terms of
activities and outcomes. A worker-focused job analysis focuses on the
C. Competency Modeling
A competency is a measurable pattern of knowledge, skills, abilities,
behaviors and other characteristics that an individual needs to perform
D. Job Descriptions
A job description details what the jobholder is expected to do and the
competencies needed for the job. It forms part of the written contract that
governs the employment relationship. See Exhibit 5.4 for an example of a
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E. Career Paths
By identifying jobs that require similar core competencies such as
flexibility, a firm can help its employees see the likely progression that
their careers might take during their employment with the company.
IV. SOURCES OF INFORMATION
Information about a job can be obtained from anyone who has specific
information regarding what the work involves. The people used as sources of
information about jobs are called subject matter experts (SMEs). Each
source of information has certain advantages and disadvantages. By using
several sources of information, there will be less measurement error.
A. Job Incumbents
The current jobholder has the most direct knowledge of the job. A sample
B. Line Managers
C. Trained Job Analysts
D. Customers
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V. METHODS OF COLLECTING INFORMATION
A. Observations
Observation can provide much information about how a job is performed.
Techniques may include videotaping, audiotaping, or electronic
B. Individual and Group Interviews
Interviews are appropriate when jobs include tasks that are difficult to
C. Questionnaires
VI. STANDARDIZED APPROACHES TO JOB ANALYSIS
Methods analysis focuses on analyzing job elements, the smallest identifiable
components of a job. Methods analysis can be used to assess minute
physical movements.
A. Time-and-Motion Studies
These studies analyze the behaviors employees engage in to perform
their jobs. The results of these studies help managers to design jobs that
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B. Ergonomic Analysis
The objective of this approach to analyzing jobs is to minimize the amount
C. Occupational Information Network (O*NET)
DOT has been replaced by the U.S. Department of Labor’s new job
analysis service called Occupational Information Network (O*NET), first
D. Position Analysis Questionnaire
The Position Analysis Questionnaire (PAQ) is often described as a
worker-oriented method of job analysis. Developed by Ernest J.
McCormick, the 195 statements of the PAQ measure work behaviors and
relate them to worker characteristics. The PAQ rests upon two key
assumptions: relatively few work behaviors exist across all jobs, and all
jobs can be described in terms of how much they involve each of these
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E. Management Position Description Questionnaire (MPDQ)
The Management Position Description Questionnaire (MPDQ) is a
standardized questionnaire for analyzing all management positions. It
VII. CUSTOMIZED JOB ANALYSIS
A customized task inventory is a listing of tasks or work behaviors, called
items, for the jobs or grouping of jobs being analyzed. The items in the
inventory are developed as part of the job analysis process and are unique to
A. Developing a Customized Inventory
There are two steps: generating items and creating the questionnaire.
Usually a job analyst begins the process by observing the job being
performed by incumbents and reviewing samples of the materials, forms,
B. Analyzing and Interpreting the Data
Ratings from the job are combined to arrive at a description of the job.
Work behaviors included in the job description are screened on the basis
of combined ratings. Each work behavior must meet certain defined
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C. Advantages and Disadvantages
This approach generates a clear, vivid picture of the job, leading to easier
comprehension of what the job involves and facilitating training. The
VIII. ANALYZING NEEDED COMPETENCIES
For accurate selection procedures and training, job analysis needs to
identify the required competencies. Two major approaches are available
for obtaining competency information: standardized or customized.
A. Standardized Approach
Usually done by consultants using standardized procedures, this method
B. Customized Approach
Tailored to the job being analyzed, this approach generates the kind of
C. Competency Inventories
A competency inventory is a detailed file maintained for each employee
that documents a person’s competencies such that the information can be
used to judge how well an employee will perform if promoted to a new job.
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IX. CURRENT ISSUES
A. The Decline of Job Analysis?
Rapidly changing technology, the need for companies to remain dynamic
and fluid, decreased job specialization, increased job sharing, and the
B. From “My Job” to “My Role”
Where work is organized around teams rather than individuals and
flexibility on the part of employees is important, we see a shift in focus
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QUESTIONS FOR DISCUSSION AND REFLECTIVE THINKING
1. Describe how job analysis and competency modeling can be useful
during times of radical change (e.g., introduction of new technologies,
organizational redesign, mergers).
When an organization is undergoing major change, the strategy, structure,
processes, and systems of the company are being modified. This results in a
2. What does it mean to say that job analysis serves as a foundation for an
organization’s integrated HRM system?
The results tell the employer the type and number of recruits, perhaps some
3. What are the advantages and disadvantages of standardized and
customized approaches to job analysis and competency modeling?
Advantages of standardized approaches to job analysis include that they are
ready-to-use, more convenient, more efficient to administer, less costly, and
4. The courts have recognized task-based job analysis as useful for
preventing unfair discrimination. Some HR professionals worry that
competency-based approaches are more susceptible to stereotyping
and bias. From an employee’s perspective, would you prefer to have a
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job description and performance appraisal based on a task-focused job
analysis or on a competency modeling study? Explain why.
5. Describe how job analysis results can be used by line managers.
6. As an employee, why is it useful to understand the competencies
required in specific jobs?
CASE STUDY: REVISING JOB DESCRIPTIONS
DISCUSSION QUESTIONS:
1. Based on what you know about high-tech companies, what are some
likely strategic objectives for HITEK? Given these, what should be the
objectives of HITEK’s HR department? Do you think these are the
objectives that guide the behaviors of Isabel Rains? Explain.
2. Jobs change frequently at HITEK. What approach to job analysis makes
the most sense in such a fast-changing environment? Customized?
Standardized? Task-focused? Competency modeling? Evaluate the
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strengths and weaknesses of the alternative approaches, and make
recommendations for how Jennifer should proceed.
In addition to the fast-moving technology environment, another consideration is
the company culture and how people appear effectively together in that
3. Is the new job description (Case Exhibit 5.4) better than the old one
(Case Exhibit 5.3)? Why, or why not? Consider the perspective of
employees as well as that of the person supervising this job. Does your
answer change depending on the way the job description is being used?
The new job description may be better in that it provides a bit more insight into
what is involved in the job and what would be required for a person being
CHAPTER 5 Using Job Analysis and Competency Modeling
VIDEO CASE STUDY: ZAPPOS
Instructors: The following video case can be found on the companion DVD. The
video can be used in class as an introductory activity or a post-lecture activity, as
well as an online assignment for those students using CourseMate.
DISCUSSION QUESTIONS:
1. How is the organization’s very existence dependent on
change and job analysis?
2. In what way does Zappos enable employees to become involved in
changes in their jobs and schedules?
3. How does Zappos benefit by keeping employees aware
of change in their work and even participating in the change process?
4. Employees are told: “I hope this is the last job you ever have.” How
does that suggest a win/win for Zappos and its employees?