115007
Descripción
Mapa Mental por joshuabourne1, actualizado hace más de 1 año
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Creado por joshuabourne1
hace casi 11 años
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Job analysis Methods (Ployhart, 2011) (HI-PC-DOC)
- Hierarchal Task Analysis (job elements broken down from most general to specific)
- Interviews (between job holder and boss)
- Position Analysis Questionnaire (job
analyst makes ratings of job based on
prepared descriptors
- Critical incident technique (job holder explains
when an objective was/wasn't met, provide
background and effective or ineffective
behaviours.
- Diaries (job holder reports on current
tasks organised by times or specific
activities
- Observation (from simple
and unstructured to a
time-sample checklist
- Checklist (job holder given a list of
100 tasks which he/she needs to say
how important, how much time spent and difficult each is
- Checklist (job holder given a list of
100 tasks which he/she needs to say
how important, how much time spent and difficult each is
- Observation (from simple
and unstructured to a
time-sample checklist
- Diaries (job holder reports on current
tasks organised by times or specific
activities
- Critical incident technique (job holder explains
when an objective was/wasn't met, provide
background and effective or ineffective
behaviours.
- Position Analysis Questionnaire (job
analyst makes ratings of job based on
prepared descriptors
- Interviews (between job holder and boss)
- Classic Selection Process (JICS)
- Job analysis (determine tasks and behaviours to write job spec)
- Identify KSAOs (to specify type of person for job)
- Choose selection method
- Selection technique (evaluates candidate's KSAO and allows for candidate selection)
- Selection technique (evaluates candidate's KSAO and allows for candidate selection)
- Choose selection method
- Identify KSAOs (to specify type of person for job)
- Competencies (COAALSIE)
- Creating/Conceptualising (works well when
required to open ideas, creative and
innovative
- Organising (works systematically
and follows directions/procedures)
- Analysing (gets to heart of complex
issues and applies own expertise
effectively
- Leading/deciding (takes control, initiates
action and gives direction
- Supporting/cooperating (supports others, puts people
first, behaves consistently with clear
personal values that complement org's
values
- Interacting (persuades others
confidently, networks
effectively
- Enterprising (focuses on results, shows
understanding of business, seeks
development and advancement opportunity
- Enterprising (focuses on results, shows
understanding of business, seeks
development and advancement opportunity
- Interacting (persuades others
confidently, networks
effectively
- Supporting/cooperating (supports others, puts people
first, behaves consistently with clear
personal values that complement org's
values
- Adopting/coping(to change and
copes with setbacks)
- Leading/deciding (takes control, initiates
action and gives direction
- Analysing (gets to heart of complex
issues and applies own expertise
effectively
- Organising (works systematically
and follows directions/procedures)
- Problems with competencies (lack of clarity in use and definition (are
they one's drive to perform or requirement for good job performance),
competencies often listed in pairs that correlate highly and list
charateristics that have little in common)
- Creating/Conceptualising (works well when
required to open ideas, creative and
innovative
- Job analysis (determine tasks and behaviours to write job spec)
- May seem objective, but closer analysis
shows that process can be subjective as
it involves inductive reasoning and
potentially guesswork
- Task oriented job analysis techniques break down job
into parts, while behaviour oriented job analysis
identifies behaviours needed to do job proficiently.
Difficult to do this as jobholder might say "I need a
clear overview" or "need to grasp info correctly", is this
behaviours needed to do job well or what they think is
needed? More research needs to be done on the
psychology of how behavioural tasks or personal
characteristics are identified, and steps needed to
ensure validity of these processes (Woodruffe, 1993)
- Task oriented job analysis techniques break down job
into parts, while behaviour oriented job analysis
identifies behaviours needed to do job proficiently.
Difficult to do this as jobholder might say "I need a
clear overview" or "need to grasp info correctly", is this
behaviours needed to do job well or what they think is
needed? More research needs to be done on the
psychology of how behavioural tasks or personal
characteristics are identified, and steps needed to
ensure validity of these processes (Woodruffe, 1993)
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