Learning Objective 4: Explain How You Would Write a Job Description, and What Sources You Would Use


Improving Performance HR Tools for



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Dessler hrm16 PPT 04 audio Part 2
Improving Performance HR Tools for
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Learning Objective 4.5: Explain
How to Write a Job Specification

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Writing Job Specifications

“What human traits and experience are required to do this job effectively?”

Shows what kind of person to recruit and what qualities you should test that person for

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Specifications for Trained Versus
Untrained Personnel

Trained/experienced people

Length of service

Quality of relevant training

Previous job performance

Untrained people

Specify qualities
Writing job specifications for trained and experienced employees is relatively straightforward. Here job specifications tend to focus on factors such as length of previous service, quality of relevant training, and previous job performance. The problems are more complex when you’re filling jobs with untrained people (with the intention of training them on the job. Here you must specify qualities such as physical traits, personality, interests, or sensory skills that imply some potential for performing the job or for trainability.

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Specifications Based on Judgment

Educated guesses

“What does it take in terms of education, intelligence, training, and the like to do this job well?”

Use commonsense Most job specifications simply reflect the educated guesses of people like supervisors and human resource managers. The basic procedure here is to ask, What does it take in terms of education, intelligence, training, and the like to do this job well How does one make such educated guesses You could simply review the job’s duties, and deduce from those what human traits and skills the job requires.

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Job Specifications Based on Statistical
Analysis

Predictor

Criterion

Five Step Procedure
The aim is to determine statistically the relationship between some predictor (human trait such as height, intelligence, or finger dexterity)
some indicator or criterion of job effectiveness, such as performance as rated by the supervisor.
The basic procedure is predictive validation) analyze the job and decide how to measure job performance,
(2) select personal traits like finger dexterity that you believe should predict performance,
(3) test candidates for these traits,
(4) measure these candidates subsequent job performance, and
(5) statistically analyze the relationship between the human trait (finger dexterity) and job performance. Your aim is to determine whether the trait predicts performance.

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Chapter 4 Review
What you should now know….

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