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Analyzing Jobs Chapter 4 Kleiman Linking Job Analysis to Competitive Advantage Job analysis successfully done, enhance the success of HRM practices (“spadework” is job analysis; the “garden” is the HRM practices) Job analysis identifies selection criteria (knowledge, skills, and abilities) needed to perform the job successfully HR and line managers can use the info to choose or develop the appropriate selection devices (i.e., questions, tests) Linking Job Analysis to Competitive Advantage Also a legal requirement—if an organization is facing discrimination charges—the org would have to demonstrate that the challenged selection practice was developed on the basis of job analysis information ADA—has even made the need for firms to base selection criteria on job analysis information (perform the essential functions of the job) Job analysis determines what job functions are essential Laying the Foundation for Training Development Programs Job analysis is used to assess training needs and to develop and evaluate training programs Job analysis identifies tasks needed to be performed Performance appraisal process supervisors can identify which tasks are identified properly and which ones improperly Then we can determine if training would be an appropriate mechanism to correct a deficiency Laying the Foundation for Training Development Programs HR professionals use job analysis information to develop training programs (i.e., PC courses) Evaluating the effectiveness of training programs—the org must identify training objectives or the level of performance expected of trainees when they finish the program Job analysis identifies expected performance levels Laying the Foundation for Performance Appraisal Forms Performance appraisal forms can be developed from job analysis information How would the form be set up? --List the tasks and behaviors on one side --Specify the expected levels of performance Job analysis is very important because without job analysis what you typ