Employee Observation Employee Observation Program Transcript [MUSIC] NARRATOR: Personnel consultants may be hired by organizations to create job descriptions. Typically, consultants use multiple sources of information to identify primary job duties. Then they determine the knowledge, skills, abilities, and other characteristics needed to effectively perform those job duties. In this week's media, you observe multiple people performing the duties of a common job. Using what you observe in the media, along with your personal experience, create a one-page job description for the application assignment. [MUSIC] © 2012-2019 Walden University 1 Instructions for Making Work Style Ratings These questions are about work styles. A Work Style is a personal characteristic that can affect how well someone does a job. You will be asked about a series of different work styles and how they relate to your current job – that is, the job you hold now. First, each work style is named and defined. For example: Job requires accepting criticism and dealing calmly and effectively with high-stress situations. Stress Tolerance Then you are asked How important is this characteristic to the performance of your current job? For example: How important is STRESS TOLERANCE to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Mark your answer by putting an X through the number that represents your answer. Do not mark on the line between the numbers. 1 O*NET Work Styles Questionnaire 1. Achievement/Effort Job requires establishing and maintaining personally challenging achievement goals and exerting effort toward mastering tasks. How important is ACHIEVEMENT/EFFORT to the performance of your current job? 2. Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Job requires persistence in the face of obstacles. Persistence How important is PERSISTENCE to the performance of your current job? 3. Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Job requires a willingness to take on responsibilities and challenges. Initiative How important is INITIATIVE to the performance of your current job? 4. Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Job requires a willingness to lead, take charge, and offer opinions and direction. Leadership How important is LEADERSHIP to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 2 O*NET Work Styles Questionnaire 5. Job requires being pleasant with others on the job and displaying a good-natured, cooperative attitude. Cooperation How important is COOPERATION to the performance of your current job? 6. Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Concern for Others Job requires being sensitive to others' needs and feelings, and being understanding and helpful to others on the job. How important is CONCERN FOR OTHERS to the performance of your current job? 7. Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Social Orientation Job requires preferring to work with others rather than alone, and being personally connected with others on the job. How important is SOCIAL ORIENTATION to the performance of your current job? 8. Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Job requires maintaining composure, keeping emotions in check, controlling anger, and avoiding aggressive behavior, even in very difficult situations. Self-Control How important is SELF-CONTROL to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 3 O*NET Work Styles Questionnaire 9. Stress Tolerance Job requires accepting criticism and dealing calmly and effectively with high-stress situations. How important is STRESS TOLERANCE to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 10. Adaptability/Flexibility Job requires being open to change (positive or negative) and to considerable variety in the workplace. How important is ADAPTABILITY/FLEXIBILITY to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Job requires being reliable, responsible, and dependable, and fulfilling obligations. 11. Dependability How important is DEPENDABILITY to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 12. Attention to Detail Job requires being careful about details and thorough in completing tasks. How important is ATTENTION TO DETAIL to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 4 O*NET Work Styles Questionnaire Job requires being honest and ethical. 13. Integrity How important is INTEGRITY to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Job requires developing one's own ways of doing things, guiding oneself with little or no supervision, and depending on oneself to get things done. 14. Independence How important is INDEPENDENCE to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Job requires creativity and alternative thinking to develop new ideas for and answers to work-related problems. 15. Innovation How important is INNOVATION to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 16. Analytical Thinking Job requires analyzing information and using logic to address work-related issues and problems. How important is ANALYTICAL THINKING to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 5 O*NET Work Styles Questionnaire Data Collection Form for Generalized Work Activities (O*NET) For this Assignment, rate the employee’s job using the generalized work activities scales from the O*NET. Enter your responses in Column C (How important is the item to the employee's job?) and Column D (What level of activity is needed for the employee's job?). Please do not modify this form. Item # 1 2 3 4 5 Item Title Importance GETTING INFORMATION 5 IDENTIFYING OBJECTS, ACTIONS, AND EVENTS 4 MONITORING PROCESSES, MATERIALS, OR SURROUNDINGS 5 INSPECTING EQUIPMENT, STRUCTURES, OR MATERIALS 4 ESTIMATING THE QUANTIFIABLE CHARACTERISTICS OF PRODUCTS, EVENTS, OR INFORMATION 5 6 JUDGING THE QUALITIES OF OBJECTS, SERVICES, OR PEOPLE Level 6 3 7 4 7 3 2 7 8 9 10 EVALUATING INFORMATION TO DETERMINE COMPLIANCE WITH STANDARDS PROCESSING INFORMATION ANALYZING DATA OR INFORMATION MAKING DECISIONS AND SOLVING PROBLEMS 4 5 4 5 2 7 6 7 11 12 13 14 15 THINKING CREATIVELY UPDATING AND USING RELEVANT KNOWLEDGE DEVELOPING OBJECTIVES AND STRATEGIES SCHEDULING WORK AND ACTIVITIES ORGANIZING, PLANNING, AND PRIORITIZING WORK 4 4 4 4 3 6 3 2 4 2 2 1 2 2 16 PERFORMING GENERAL PHYSICAL ACTIVITIES 17 HANDLING AND MOVING OBJECTS 18 CONTROLLING MACHINES AND PROCESSES © 2012 Laureate Education, Inc. 1 19 WORKING WITH COMPUTERS 20 OPERATING VEHICLES, MECHANIZED DEVICES, OR EQUIPMENT 3 2 2 1 21 22 23 24 25 DRAFTING, LAYING OUT, AND SPECIFYING TECHNICAL DEVICES, PARTS, AND EQUIPMENT REPAIRING AND MAINTAINING MECHANICAL EQUIPMENT REPAIRING AND MAINTAINING ELECTRONIC EQUIPMENT DOCUMENTING/RECORDING INFORMATION INTERPRETING THE MEANING OF INFORMATION FOR OTHERS 2 1 1 4 5 1 26 27 28 29 30 COMMUNICATING WITH SUPERVISORS, PEERS, OR SUBORDINATES COMMUNICATING WITH PEOPLE OUTSIDE THE ORGANIZATION ESTABLISHING AND MAINTAINING INTERPERSONAL RELATIONSHIPS ASSISTING AND CARING FOR OTHERS SELLING OR INFLUENCING OTHERS 5 3 5 5 3 6 5 4 7 2 31 32 33 34 35 RESOLVING CONFLICTS AND NEGOTIATING WITH OTHERS PERFORMING FOR OR WORKING DIRECTLY WITH THE PUBLIC COORDINATING THE WORK AND ACTIVITIES OF OTHERS DEVELOPING AND BUILDING TEAMS TRAINING AND TEACHING OTHERS 5 3 5 5 4 7 3 7 4 6 36 37 38 39 40 41 GUIDING, DIRECTING, AND MOTIVATING SUBORDINATES COACHING AND DEVELOPING OTHERS PROVIDING CONSULTATION AND ADVICE TO OTHERS PERFORMING ADMINISTRATIVE ACTIVITIES STAFFING ORGANIZATIONAL UNITS MONITORING AND CONTROLLING RESOURCES 5 5 5 4 3 5 6 6 7 5 4 7 © 2012 Laureate Education, Inc. 5 7 Running head: PART 2b 1 Analysis of Work Activities and Abilities Student’s Name Institutional Affiliation PART 2b 2 Ratings for the Generalized Work Activities The generalized work ability scales provide a framework for assessing the importance of different abilities for a specific job description and the levels of those abilities required for efficient job execution. While the scale for importance rank from 1-5 with 1 marking the least important and 5 extremely important, the scale for level ranks from 1-7 with 1 being the lowest level and 7 the highest. These scales help to categorize different abilities in relation to their significance for different jobs. From the analysis, the mean rating for each question was found to be 3, which was also recorded to be the average rating. From the scale, 3 represent “important.” Therefore, this rating means that each of the questions is equally important for the job description. For instance, the same way category flexibility is important for the teacher illustrated in the media is the same way fluency of ideas is. Similarly, both oral comprehension and originality have equal significance, as does all the other questions. On the other hand, the ratings on the ability scale on the O*NET presented slightly different results. Each of the questions registered a different importance and levels ranging from three to five and three to seven respectively. However, the bottom line from the analysis was that each activity was at least important, since none ranked below mark 3. This finding, therefore, means that employees seeking the job description must exhibit each of the traits represented by each of the questions. Statistical Findings Inter-rater analysis usually helps to identify the degree at which different raters agree. In this case, the raters were the different abilities that an employee may have regarding a specific PART 2b 3 job description. The main role of this analysis is usually to identify the score of how homogenous or consensual different ratings are based on different factors denoted as judges (Meseguer-Henarejos, Sanchez-Meca, Lopez-Pina, & Carles-Hernandez, 2018). These analyses usually help in development, design, and management of processes and activities. Specifically, they usually come in handy when defining roles with an organization. The analysis done revealed that the collected data was homogenous. This result means that the qualities highlighted by the survey questions are inter-related. Hence, also explaining why the mean was found to be 3, thus indicating that each of the activities of equal importance. On the other hand, intra-rater reliability is a score that is often used to illustrate the consistency of different ratings given by one person across different instances (Ergai et al., 2016). Together with inter-rater reliability, this rating usually helps when testing the various aspects of validity. Specifically, these systems helps to reveal whether the scales used were effective or defective. From the analysis, the results indicate that the scales used were effective. This means that the deductions made regarding the importance and levels of different activities presented as questions were valid. Summary Analysis of work activities and abilities is a significant requirement for any company or organization. In the contemporary business environment characterized by equal measures of opportunities and challenges, businesses need efficient strategies that can help them overcome the challenges while exploiting the available opportunities. This requirement, therefore, means that the company leaders must clearly define roles and responsibilities and seek the candidates that match the identified job descriptions. Most employers usually achieve these objectives by PART 2b 4 constantly analyzing their work activities and abilities to help reveals the areas that they need to improve in and those that they need to maintain. From the discussion above of the analysis of work activities and abilities, it is evident that each of the listed items (presented as questions) is an important requirement for the execution of the specific job description. While it may be difficult for a single person to exhibit all the listed traits, it should be every employee’s objective to have each of them because that is the only way that they can fulfill the job requirements. Additionally, the analysis has discovered that the employees need to give each of the items equal attention. Finally, the statistical analysis has also helped to reveal critical information regarding inter and intra-relationships of the data. First, the analysis has revealed that the scales used are valid and, therefore, the deductions made from the analyses are correct. Secondly, the statistical analysis has also revealed that the subjects under investigations are inter-related, thus explaining why each of them is deemed to be of equal importance. This piece of information is critical more so to appointing authorities because it helps them identify the correct candidates to employ for any available job opportunities. On the other hand, it also helps individuals work towards having the traits that qualify them for the noted job descriptions. PART 2b 5 References Ergai, A., Cohen, T., Sharp, J., Wiegmann, D., Gramopadhye, A., & Shappell, S. (2016). Assessment of the Human Factors Analysis and Classification System (HFACS): Intrarater and inter-rater reliability. Safety science, 82, 393-398. Meseguer-Henarejos, A. B., Sanchez-Meca, J., Lopez-Pina, J. A., & Carles-Hernandez, R. (2018). Inter-and intra-rater reliability of the Modified Ashworth Scale: a systematic review and meta-analysis. 1 Running head: PART ONE Part 1 Student’s Name Institutional Affiliation PART ONE 2 Part 1 Job Analysis Implications and Approaches The contemporary business environment is characterized by many internal and external business environment factors that present both opportunities and challenges to business enterprises. Therefore, most business owners, managers, and other investors usually employ job analysis to enhance their chances of maximizing on the opportunities while overcoming the challenges (Landau, & Rohmert, 2017). This strategy of conducting job analysis usually has implications on different aspects of the business, including the human resource, financial, and legal aspects of business operations. This paper, therefore, discusses these implications on the three different aspects listed above and the various approaches that are often used to achieve the objectives of job analysis. In any company or organization, the human resource department always holds the primary role of recruiting and handling employees’ affairs within the work environments. On the other hand, job analysis regards the detailed characterization and specification of the tasks and activities that employees perform for a given job. Therefore, from a human resource perspective, job analysis usually helps mostly in the selection and performance management processes of an organization (Landau, & Rohmert, 2017). From this definition, the first implication of job analysis from a human resource perspective is that it usually helps in selecting qualified personnel that fit the job description needed. This includes having the relevant knowledge and skill sets for performing the tasks required. Secondly, job analysis helps to enhance performance of employees because each of the employees works in his/her area of expertise. PART ONE 3 The financial perspective of a business is another significant sector that always needs attention and consideration because the primary objective of any business is to make profits. From the discussion above, it is evident that job analysis helps in promoting performance because of efficient selection of employees through the human resource department. High performing employees will always lead the company into better production and operations, thus yielding higher revenues. It is, therefore, deducible that job analysis helps to achieve higher financial returns. Finally, every business is usually guided by legal requirements that it must adhere to the letter to avoid legal charges and other associated repercussions. Again, job analysis usually helps respect legal requirements because it informs the decisions of the recruiting personnel and the company at large. For instance, laying down the general activities and roles of a certain job will inform the level of compensation that it requires, therefore, saving the company from lawsuits regarding employees’ wages. Job analysis also allows the employers to give employees equal opportunities, thus avoiding cases of discrimination that would otherwise have legal consequences. Job Analysis Approaches Different companies usually employ different job analysis approaches depending on their setting, type of businesses that they do, or the environments that they work in, among other factors. However, the approaches used for job analysis usually vary between inductive job analysis approaches and deductive job analysis approaches. In an inductive approach, the managers or any other personnel tasked with the responsibility usually collects information regarding a specific job first (Semmer, & Zapf, 2017). After gathering the relevant data, they PART ONE 4 then create a description of the job by organizing the collected information into a framework. The primary characteristic of this approach is that the work activities that are identified for any specific job description usually become the employees’ behavior for that specific job. Therefore, even the recruitment processes focus only on the candidates that exhibit the identified knowledge, traits, personalities, and skill sets. On the other hand, in a deductive job analysis approach, the managers or any other responsible personnel develops a model of information upon which they focus all the collection of data. This approach usually entails the identification of individuals performing similar duties and grouping those duties in a specific position. Every job that contain similar work characteristic or have work tasks that are parallel are classified together and joined to form a job family. If the jobs having similar characteristics exist in different organizations, then they are grouped into occupations. Most companies that use large-scale employee promotion systems usually find the deductive analysis viable as opposed to the inductive method. PAC vs. Task Survey As already explained, the selection of a job analysis approach depends on several factors including their setting, type of businesses that they do, or the environments that they work in, among other factors. Depending on these factors, an organization can either choose to go with PAQ or Task Survey. The first organization structure or situation that may make one choose PAQ over Task survey, and vice versa, is the orientation of the organization. Companies that are work-oriented would choose Task Survey because it usually focuses on the specific roles performed in a job. On the other hand, the companies that are worker-oriented will choose PAQ because the analysis usually focuses on the behaviors of the workers doing particular jobs. PART ONE 5 The second situational factor that might influence the selection of job analysis method is the size of the organization and the amount of work done within the organizations. Large organizations with different departments may choose PAQ over Task Survey because unlike the latter, PAQ offers the opportunity of comparing and contrasting between multiple job descriptions. On the other hand, small scale business may find Task Survey convenient because they do not have to make any comparisons. Finally, level of training may also influence the choice of approach to use. While Task Survey is usually simple and straight forward, PAQ always require well-trained analysts because of its broad framework. Competency Models The use of competency models over traditional analysis approaches is gradually dominating organizations in the contemporary world. Although these models present excellent advantages to the organizations, they have also exhibited notable disadvantages from time to time. The first advantage of these competency models is that they usually help to collect detailed information concerning a large group of workers or job descriptions (Levin, & Ward, 2016). Having a wide range of detailed data helps organizations to make more accurate deductions, thus creating efficient work plans. This also helps in the correct designing of the data, thus making increasing its validity. Another significant advantage of competency methods is that they always help companies to avoid experts’ assumptions and biases. Finally, the models enhance decisionmaking processes because they present objective sets of facts. On the other hand, the models have also registered a fair share of disadvantage. For instance, the implementation of some of the models is usually time-consuming. Secondly, the models are always subject to the dominant competencies, which make the chances of PART ONE overlooking the less critical competencies to be high (Levin, & Ward, 2016). This situation may also prevent the experts from discussing the competencies that are unfamiliar to them. Finally, some of the models are always only suitable for small companies dealing with small scale data, while others may require customization. Customizing competency models to fit an organization may result in misinformation and misinterpretation of data, thus leading to wrong conclusions. Secondly, customization may also cause a company to lose focus on its key competencies to focus on the ones highlighted in the selected model. 6 PART ONE 7 References Landau, K., & Rohmert, W. (Eds.). (2017). Recent developments in job analysis (Vol. 24). Taylor & Francis. Levin, G., & Ward, J. L. (2016). Program management complexity: A competency model. Auerbach Publications. Semmer, N., & Zapf, D. (2017). Validity of various methods of measurement in job analysis. In Recent developments in job analysis (pp. 67-78). Routledge. Running head: PART 2a 1 Job Analysis Applications Student’s Name Institutional Affiliation PART 2a 2 Job Description Title: Supervisor Description: The primary role of a supervisor is to oversee the day-to-day execution of roles within a workplace per the regulations and guidelines of a company or organization. Tasks and responsibilities of a Supervisor • Setting goals for other employees • Guiding the employees to reach their expected deadlines and performance levels • Ensuring all employees and activities comply with the organizations’ plans and policies • Confirming that each employee meets his/her mandate • Ensuring all company operations proceed as scheduled • Organizing workplace workflow • Explaining and ensuring the employees understand their roles and obligations • Monitoring the productivity of the employees • Coaching • Providing feedback to higher authorities Qualifications The job of a supervisor may seem simple, yet it is not as easy as most people may perceive it to be. First, the job requires a person who exhibits high dedication to his/her work and one who can motivate and inspire other employees. This requirement, therefore, means that supervisors must be highly organized in their operations. Secondly, supervisors usually engage with different employees from performing different tasks. Therefore, they must not only exhibit PART 2a high coordination skills but also have excellent abilities of persuasion and time management. These skills and responsibilities will, in turn, help the supervisors improve the effectiveness of their operations, thus helping the employees and organization at large achieve their ultimate goals and objectives. To ensure that they get the most qualified individuals as supervisors, most organizations hire candidates with academic qualifications like those who have a bachelor’s degree. However, some individuals who have prior experience always get top employment opportunities regardless of whether they have the degrees or not. 3 Instructions for Making Work Style Ratings These questions are about work styles. A Work Style is a personal characteristic that can affect how well someone does a job. You will be asked about a series of different work styles and how they relate to your current job – that is, the job you hold now. First, each work style is named and defined. For example: Job requires accepting criticism and dealing calmly and effectively with high-stress situations. Stress Tolerance Then you are asked How important is this characteristic to the performance of your current job? For example: How important is STRESS TOLERANCE to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Mark your answer by putting an X through the number that represents your answer. Do not mark on the line between the numbers. 1 O*NET Work Styles Questionnaire 1. Achievement/Effort Job requires establishing and maintaining personally challenging achievement goals and exerting effort toward mastering tasks. How important is ACHIEVEMENT/EFFORT to the performance of your current job? 2. Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Job requires persistence in the face of obstacles. Persistence How important is PERSISTENCE to the performance of your current job? 3. Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Job requires a willingness to take on responsibilities and challenges. Initiative How important is INITIATIVE to the performance of your current job? 4. Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Job requires a willingness to lead, take charge, and offer opinions and direction. Leadership How important is LEADERSHIP to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 2 O*NET Work Styles Questionnaire 5. Job requires being pleasant with others on the job and displaying a good-natured, cooperative attitude. Cooperation How important is COOPERATION to the performance of your current job? 6. Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Concern for Others Job requires being sensitive to others' needs and feelings, and being understanding and helpful to others on the job. How important is CONCERN FOR OTHERS to the performance of your current job? 7. Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Social Orientation Job requires preferring to work with others rather than alone, and being personally connected with others on the job. How important is SOCIAL ORIENTATION to the performance of your current job? 8. Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Job requires maintaining composure, keeping emotions in check, controlling anger, and avoiding aggressive behavior, even in very difficult situations. Self-Control How important is SELF-CONTROL to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 3 O*NET Work Styles Questionnaire 9. Stress Tolerance Job requires accepting criticism and dealing calmly and effectively with high-stress situations. How important is STRESS TOLERANCE to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 10. Adaptability/Flexibility Job requires being open to change (positive or negative) and to considerable variety in the workplace. How important is ADAPTABILITY/FLEXIBILITY to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Job requires being reliable, responsible, and dependable, and fulfilling obligations. 11. Dependability How important is DEPENDABILITY to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 12. Attention to Detail Job requires being careful about details and thorough in completing tasks. How important is ATTENTION TO DETAIL to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 4 O*NET Work Styles Questionnaire Job requires being honest and ethical. 13. Integrity How important is INTEGRITY to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Job requires developing one's own ways of doing things, guiding oneself with little or no supervision, and depending on oneself to get things done. 14. Independence How important is INDEPENDENCE to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 Job requires creativity and alternative thinking to develop new ideas for and answers to work-related problems. 15. Innovation How important is INNOVATION to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 16. Analytical Thinking Job requires analyzing information and using logic to address work-related issues and problems. How important is ANALYTICAL THINKING to the performance of your current job? Not Important Somewhat Important Important Very Important Extremely Important 1 2 3 4 5 5 O*NET Work Styles Questionnaire
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