Job and Work Analysis or Strategic Negotiation

Job and Work Analysis: Methods, Research, and Applications for Human Resource Management

Author: Michael T Brannick

"This is a very important book. It is an essential text for any graduate program in applied industrial and organizational psychology. The First Edition is the best text on the market today, and the Second Edition is a huge improvement. Nice work!"

-- Bill Attenweiler, Northern Kentucky University

Thoroughly updated and revised, this Second Edition is the only book currently on the market to present the most important and commonly used methods in human resource management in such detail. The authors clearly outline how organizations can create programs to improve hiring and training, make jobs safer, provide a satisfying work environment, and help employees to work smarter. Throughout, they provide practical tips on how to conduct a job analysis, often offering anecdotes from their own experiences.

New to the Second Edition:

• New co-author Frederick P. Morgeson's background in business management brings a valuable new perspective and balance to the presentation of material..
• Expanded coverage is offered on O*NET, strategic job analysis, competencies and competency modeling, and inaccuracy in job analysis ratings.
• New text boxes provide bio sketches of famous names in job analysis to put a personal face on research.
• Additional examples and cases illustrate the "how-to" of job analysis in real-life settings.

Companion Website!

A companion website, jobandworkanalysis.com, offers instructors and students supplemental materials such as course syllabi, examples of data collected aspart of a job analysis, task inventory data, the opportunity to practice data analysis, and much more!

Table of Contents:

Preface     xi
Who Will Benefit From This Book?     xi
Purpose     xi
A Note on Voice     xii
Acknowledgments     xii
Introduction     1
Overview of the Book     2
The Uses of Job Analysis     3
Definitions     6
Building Blocks of Job Analysis Methods     8
Kinds of Job Data Collected: Descriptors     9
Methods of Data Collection     12
Sources of Job Analysis Data     15
Units of Analysis     16
Summary of the Building Blocks     18
A Couple of Job Analysis Projects     18
Evaluation of an Electrical Transmission and Distribution Training Program     18
Job Analysis for Developing Minimum Qualifications     21
Chapter Summary     22
Work-Oriented Methods     23
Time-and-Motion Study     24
Time Study     25
Motion Study     28
Criticism of Time-and-Motion Study     32
Functional Job Analysis     33
A Fundamental Distinction of FJA: What Gets Done Versus What the Worker Does     34
Worker Functions     37
Job Analysis Procedure     40
Describing the Work     41
Sentence Structure and Analysis     43
Other Characteristics of the DOL FJA     45
Comparison of the DOL FJA and Fine's FJA     46
Research on FJA     47
Task Inventories     47
History     48
Survey Design     50
Data Analysis     54
Critical Incident Technique     56
Tips for Capturing and Writing Critical Incidents     58
Research on the Critical Incident Technique     59
Chapter Summary     60
Worker-Oriented Methods     61
Job Element Method     63
Content of Elements     63
Gathering Information for JEM     65
Rating Scales     65
Derived Scales     67
Assigning Elements to Categories     69
Research on the JEM: The J-Coefficient     70
Remarks on JEM     72
Position Analysis Questionnaire     73
Development and Structure of the PAQ     73
PAQ Results     76
Uses of the PAQ     76
Reliability and Validity     77
Research on the PAQ: Common Knowledge Effects     77
Recent PAQ Developments     79
Remarks on the PAQ     79
Other Trait-Based Worker-Oriented Measures     80
Threshold Traits Analysts System     80
Ability Requirements Scales     80
Occupational Reinforcer Pattern     81
Methods With Substantial Attention to Equipment     82
Cognitive Task Analysis     83
Types of Knowledge and Skill     85
Cognitive Task Analysis Methods     86
A Simple Example     87
Reliability and Validity     88
Remarks on Cognitive Task Analysis     89
Chapter Summary     89
Hybrid Methods     91
Combination Job Analysis Method     92
Task Statements     92
The Task Generation Meeting     93
The Task Rating Meeting     95
Analysis of Task Importance     96
Employee Knowledge, Skills, Abilities, and Other Characteristics     97
The KSAO Group Meeting     98
Analysis of KSAOs     101
Using the Results     101
Research and Applications of C-JAM     103
Summary of C-JAM     104
Multimethod Job Design Questionnaire     104
MJDQ Development and Structure     105
MJDQ Research     109
Summary of the MJDQ     113
Occupational Information Network     113
Impetus for O*NET     113
The O*NET Content Model     114
O*NET Research and Development     121
Chapter Summary     122
Management and Teams     125
Management and Leadership     126
Development and Structure of the Management Position Description Questionnaire     127
Research and Applications of the MPDQ     130
Summary of the MPDQ     135
Competency Modeling     136
Summary of Competency Modeling     140
Job Analysis for Teams     141
Job Design for Teams     142
Team Knowledge, Skills, and Abilities     145
Team Functions     147
The Multiphase Analysis of Performance System     148
Chapter Summary     155
The MPDQ     155
Competency Models     156
Teams     156
Job Analysis and the Law     159
Federal Legislation     160
The Constitution     160
Equal Pay Act     160
Civil Rights Acts      161
Age Discrimination in Employment Act     162
Rehabilitation Act     162
Americans with Disabilities Act     163
Enforcement of Equal Employment Opportunity Laws     163
Executive Orders     164
Professional Standards     164
Prescriptions for Job Analysis     165
Selection     165
Summary for Selection     173
Pay     174
Disability and Job Design     174
Chapter Summary     175
Job Description, Performance Appraisal, Job Evaluation, and Job Design     177
Job Description     177
Structure of the Job Description     178
Issues in Job Description     185
Key Considerations     186
Performance Appraisal     187
Rating Formats     188
Comparison of Formats     192
Key Considerations     193
Job Evaluation     196
Equity     196
Job Evaluation Methods     198
Key Considerations     204
Research on Job Evaluation     204
Job Design/Redesign     205
Goals of Job Design/Redesign     205
Design Decisions      207
Key Considerations     210
Chapter Summary     213
Job Description     213
Performance Appraisal     213
Job Evaluation     214
Job Design/Redesign     214
Staffing and Training     217
Staffing     217
Recruitment     219
Selection     221
Test Validation     222
Research on Judging KSAOs for Validation     233
Key Considerations for Selection     237
Training     241
The Training Cycle     243
Selection Versus Training     253
Chapter Summary     254
Staffing     254
Training     254
Doing a Job Analysis Study     257
Matching Purpose and Job Analysis Attributes     258
Purposes     258
Attributes     259
Selecting Approaches     259
Job Classification     261
Worker Mobility     262
Efficiency/Safety     262
Workforce Planning     263
Legal/Quasi-Legal Requirements     263
Practical Considerations     263
Observations and Interviews      267
Preparing for the Observation/Interview     267
Making Contact     268
Conducting the Observation/Interview     269
Questionnaires     269
Planning and Preparing     269
Collecting Data     272
Analyzing Data     272
Reporting Study Results     273
Assessing Reliability     274
Validity     279
A Note About Accuracy in Job Analysis     281
Chapter Summary     284
The Future of Job Analysis     285
Changing Conditions     285
Changes in Society     285
Changes in Technology     287
Changes in the Business Environment     291
Implications for Jobs and Job Analysis     294
Descriptors     295
Sources of Information     303
Methods of Collecting Data     305
Units of Analysis     308
Role Definition and Redefinition     309
Dissemination, Storage, and Retrieval     310
Chapter Summary     311
A Final Note     313
Glossary     315
References     321
Index     339
About the Authors      345

See also: Gumbo Tales or River Road Recipes II

Strategic Negotiation: A Breakthrough Four-Step Process for Effective Business Negotiation

Author: Brian Dietmeyer

Corporate negotiation is a process like all other business strategies. In today's challenging and ever-changing business environment, it is imperative to understand negotiations from the perspective of both the buyer and the seller. In Strategic Negotiation, Dietmeyer and Kaplan use a research-based approach to negotiation that assists sales professionals in reaching their own business goals, while ensuring that their customers meet budget and professional objectives as well-going beyond win-win to achieve true, measurable business value for all parties at the negotiating table.
The authors use their own strategic, four-step negotiation process to teach sales professionals how to attain quantifiable value in their dealings:
* Estimating the negotiation. What are the actual issues in the negotiation? Sellers determine the effects, both positive and negative, of a lost deal.
* Validating the estimation. A fact-finding exercise to confirm the accuracy of previously made assessments.
* Creating value. Sellers structure a series of deals creating measurable value for parties on both sides of the negotiation. Each offer addresses the essentials but goes on to include additional benefits for the buyer.
* Dividing value. A presentation of "multiple equal offers" is made to buyers, providing more value and choices than they anticipated.
Chapters include worksheets for readers to analyze and evaluate their own negotiations from both a seller's and buyer's point of view.