Job Analysis
Job analysis is a method for describing jobs. Job analysis can
also describe human attributes required to perform jobs. A job analysis has
three key elements. First, the procedure should be systematic. Second, the job
is broken down into smaller units, or tasks. Third, a written product is a
result of the analysis. The purpose of a job analysis is to be used in career
development, performance appraisal, job classification, and job description.
There are two types of analysis, the job – oriented job analysis and the person
- oriented job analysis. A job – oriented job analysis provides information
about the nature of tasks. A person – oriented job analysis describes the
characteristics an individual should possess to perform the job. A person – oriented
job analysis includes knowledge, skill, ability, and other personal
characteristics. Performance appraisals are also a key factor in organizational
psychology. While performance appraisals can be biased due to human accuracy,
they are equally importance in maintaining a satisfactory working organization.
Functional Job Analysis: Firefighter
Tasks
Firefighters are specialists that use fire safety, prevention, and
elimination techniques to complete work – related tasks (Job Descriptions,
2012). Tasks performed by firefighters include operating equipment, controlling
and extinguishing fires, providing first response emergency services, and
providing public fire safety education.
Knowledge
Knowledge that a firefighter should possess include health and
safety, operation and maintenance of firefighting equipment, use of tools such
as ax, chisel, crowbar, electric saw, and others, vehicle extrication, and
first aid.
Skills
Skills a firefighter should possess are problem solving, speaking
and communication, organization, and product inspection (Dictionary of
Occupational Titles, 2006).
Abilities
Abilities a firefighter should possess are physical fitness, calm
and efficient attitude, discipline, auditory attention, speech recognition, and
oral comprehension.
Work Activities
Work activities include use of fire combative procedures and
rescue techniques, operating equipment, organizing strategies, vehicle
extrication, maintaining and cleaning equipment, providing first response
emergency services, providing support during disasters, public fire safety
education, and training for fitness.
Work
Context
This job position provides service to others, works in all
conditions and climates, is physically demanding, is emotionally demanding, and
requires the use of tools.
Functional
Job Analysis (FJA)
Functional job analysis (FJA) is a method of job analysis that is
used to obtain information necessary for developing job – related performance
standards (Olson, Fine, Myers, & Jennings, 1981). Through observations and
interviews with experts in the field, a description of the job is created. The
functional job analysis provides more explicit terminology for understanding
how to accomplish objectives and tasks in an organizational setting. The
functional job analysis is begun by examining the purpose and goals of the jobs
(Olson, Fine, Myers, & Jennings, 1981). After the overall purpose is
established, two types of information are gathered. This information includes
what gets done and how it gets done. Functional job analysis focuses on the
tasks that comprise a job. These tasks are organized into job assignments in
order to accomplish the work. The data used in a functional job analysis is
obtained from observing the work being done and by interviewing accomplished
subject matter experts. In 1938, the United States Department of Labor created
the Dictionary of Occupational Titles (DOT). In 1998, the DOT was replaced with
the Occupational Information Network (O*NET) (Dictionary of Occupational
Titles, 2006). O*NET is a computer based resource for job related information
and is more extensive than the DOT (Spector, 2012).
Evaluation of Reliability and Validity of
Functional Job Analysis
The information contained in a functional job analysis is
dependent upon the judgment of people who either do or observe others do a job
(Spector, 2012). The functional job analysis is viewed as a relatively
effective for its purposes. It is believed that people participating in the
functional job analysis are more accurate when rating tasks rather than traits.
Functional job analysis ratings provide useful information; however, the
ratings cannot be viewed as perfect. Functional job analysis ratings are based
on human judgment; therefore, can be biased.
Evaluation of Performance Appraisal Methods
Organizations spend time and resources to appraise employees. The
importance of appraisals to organizations includes many different reasons.
These reasons include administrative decisions, employee development and
feedback, and to determine the effectiveness of practices and procedures
(Spector, 2012). The job performance of individuals can be assessed and
categorized by two methods: Objective Performance Measures and Subjective
Judgment Measures.
Objective
Performance Measures
Objective measures include counts of various behaviors or the
results of jobs (Spector, 2012). Examples include days absent from
work or total sales for the employee. There are five common measures that are
objectively measured. These include absences, accidents, incidents, lateness,
and productivity. These five categories reflect the performance of the
employee. The measures of attendance and lateness may be grouped together in
one category. Objective measures are usually kept in organizational files and
are easily accessed.
Subjective
Measures of Job Performance
Subjective measures are more frequently used than objective
measures. However, subjective measures are not as easily accessible as
objective measures. Where objective measures are commonly kept in organization
files, subjective measures are obtained by having supervisors complete
performance rating forms on subordinates. The two common types of rating forms
are Graphic Rating Forms and Behavior – Focused Rating Forms. The Graphic
Rating Form is the most popular type and is used to assess several dimensions
of an employee’s performance. Behavior – Focused Rating Forms focus more on
behaviors that an employee has done or is expected to do.
Benefits
and Vulnerabilities of Performance Appraisal Methods
Objective and subjective measures are useful in employee
performance appraisals. Objective measures are easier to interpret in relation
to the job performance criteria. Objective measures are quantitative in nature
and therefore easier to compare between different employees in the same job.
Objective measures can be associated directly to organizational objectives and
are often found in the records of the organization. Subjective measures reflect
the characteristics, traits, and behaviors of an employee in relation to the
job. However, performance appraisal methods also have limitations. Objective
measures are not appropriate for all jobs. Objective measures are not always
obvious as to what quantity is satisfactory or unsatisfactory. Data included in
records could be contaminated, inaccurate, or missing. Objective measures tend
to focus on specific behaviors and are sometimes deficient as indicators of job
performance criteria (Spector, 2012). In fact, objective measures may ignore
other criteria that are just as important. Objective measures of productivity
reflect quantity rather than quality. Objective measures counted may not be
under the control of the employee. An example is a vehicle accident that is not
the employee’s fault. The accident is counted in the quantity of accidents but
is not a reflection of the employee’s driving performance.
Conclusion
Job analysis and performance appraisals
are vital to the successful running of an organization. Job analysis is needed
to define the jobs performed within the organization and to hire the best
individual for the job. Performance appraisals are needed to ensure that the
individuals hired are maintaining the expectations of the job. Together, job
analysis and performance appraisals are crucial components for a successful
organization.
Dictionary of Occupational Titles.
(2006). Firefighter (any industry). Retrieved from
http://www.occupationalinfo.org/37/373364010.html
Job Descriptions. (2012). Firefighter
Job Description & Career Opportunities. Retrieved from
http://www.jobdescriptions.net/professional/firefighter/
Olson, H. C., Fine, S. A., Myers, D.
C., & Jennings, M. C. (1981). The Use of Functional Job Analysis in
Establishing Performance Standards for Heavy Equipment Operators. Personnel Psychology, 34(2), 351-364.
Spector, P. E. (2012). Industrial and Organizational psychology:
Research and practice (6th ed.). Hoboken, NJ: Wiley.
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