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Fundamentals of Human Resource Management 6th Edition by Raymond Noe, John Hollenbeck, Barry Gerhart,Patrick Wright
Edition 6ISBN: 978-0077718367Fundamentals of Human Resource Management 6th Edition by Raymond Noe, John Hollenbeck, Barry Gerhart,Patrick Wright
Edition 6ISBN: 978-0077718367 Exercise 27
Identifying Relevant KSAOs
Without strong support from human resource management, organizations may be tempted to use shortcuts for defining job specifications. They might guess, say, that someone who has a business degree and two years' experience in a similar job would be well qualified for an administrative position. Hiring experts, however, have identified some ways to pinpoint the relevant knowledge, skills, abilities, and other criteria directly related to success in a job:
• Rather than assuming education provides all necessary job skills, tie specifications to the actual skills needed for successful job performance. For example, research by the ACT testing organization found that most people with a college degree have the reading and math skills needed for entry-level jobs in accounting and auditing. But fewer than half have the necessary level of skill in locating information (for example, interpreting graphs and tables). Job specifications should identify these skills, so companies can test for them.
• Set standards high enough that candidates who meet the specifications will do more than just barely complete the work. Rather, write specifications for an employee who can succeed in the job. This requires previous creation of a job description that defines successful performance.
• Use performance data. Especially when many people in the organization perform similar jobs, the company's performance data can become a treasure trove for identifying the behaviors and KSAOs associated with success. Google, for example, is famous for analyzing employee performance data on a company-wide level to see what kinds of behaviors are associated with better outcomes. The company then makes ability to perform in those effective ways part of its job specifications. Among other measures, the company has found that an applicant's school grades are less important than learning ability and intellectual skills. Applicants for technical jobs also must demonstrate skill in writing software code.
Suppose you are writing job specifications for the position of production supervisor. Suggest a few ways to identify KSAOs for that position.
Without strong support from human resource management, organizations may be tempted to use shortcuts for defining job specifications. They might guess, say, that someone who has a business degree and two years' experience in a similar job would be well qualified for an administrative position. Hiring experts, however, have identified some ways to pinpoint the relevant knowledge, skills, abilities, and other criteria directly related to success in a job:
• Rather than assuming education provides all necessary job skills, tie specifications to the actual skills needed for successful job performance. For example, research by the ACT testing organization found that most people with a college degree have the reading and math skills needed for entry-level jobs in accounting and auditing. But fewer than half have the necessary level of skill in locating information (for example, interpreting graphs and tables). Job specifications should identify these skills, so companies can test for them.
• Set standards high enough that candidates who meet the specifications will do more than just barely complete the work. Rather, write specifications for an employee who can succeed in the job. This requires previous creation of a job description that defines successful performance.
• Use performance data. Especially when many people in the organization perform similar jobs, the company's performance data can become a treasure trove for identifying the behaviors and KSAOs associated with success. Google, for example, is famous for analyzing employee performance data on a company-wide level to see what kinds of behaviors are associated with better outcomes. The company then makes ability to perform in those effective ways part of its job specifications. Among other measures, the company has found that an applicant's school grades are less important than learning ability and intellectual skills. Applicants for technical jobs also must demonstrate skill in writing software code.
Suppose you are writing job specifications for the position of production supervisor. Suggest a few ways to identify KSAOs for that position.
Explanation
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KSAOs stand for stands for knowledge, sk...
Fundamentals of Human Resource Management 6th Edition by Raymond Noe, John Hollenbeck, Barry Gerhart,Patrick Wright
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