1. Chapter 8
CH.8
Incorporating Job Analysis Results
in Selection Measures

2. Chapter Objectives
• Determination of employee specifications
through the identification of KSAs and other
personal characteristics from job analysis
data.
• Determination of selection measure content
through the incorporation of employee
specifications in selection procedures.

3. Identification of Employee Specifications
• Specifications
 Rely on accurate and complete inferences for their
usefulness
 Help avoid adverse impact and the hiring of
unqualified employees
• Determining Specifications
 Task Analysis Approach
 Uses subject matter experts’ (SMEs) judgments concerning
the KSAs required for the job
 PAQ Approach
 Based on the Position Analysis Questionnaire

4. The Task Analysis Approach
• Determination of Employee Specifications
1. Identifying job tasks/work behaviors
2. Rating job tasks/work behaviors
3. Specifying KSAs necessary for successful job
performance
4. Rating the importance of identified KSAs
5. Identifying other employee specifications necessary
for successful job performance
6. Linking KSAs and other employee specifications to
job tasks/work behaviors
7. Developing content areas of selection procedures

5. The Task Analysis Approach (cont’d)
• Identifying and Rating Job Tasks/Work
Behaviors
 Task statements should:
 Begin with an action verb
 Describe what the worker does, for whom or
what the worker does it, why the worker does it,
and how the worker does it.

6. FIGURE 8.1 Example of a Work Behavior and of Associated Task Statements
for the Job of Police Sergeant
Work Behavior 3
Responds to life-threatening emergencies or critical incidents such as a plane crash, explosion, train wreck, tornado, flood, hazardous
chemical spill, shooting, accident with injuries, hostage situation, bomb threat, and fire—using mobile data terminal (MDT), Fire and Rescue,
robots, police vehicle, K-9, barricades, helicopter, radio, traffic vest, outside agencies, fire trucks personal protective equipment, body armor,
first aid kit, fire extinguisher, and firearms—following the Airport Aircraft Emergency Plan, County Police Department Critical Incident
Response Plan, County Employee Manual, special orders, general orders, and HAZMAT guide in order to ensure the safety of property,
self, and others during dangerous or hazardous situations. Stabilizes injured individuals until medical assistance arrives, and prevents the
escape of an offender.
Associated Task Statements
2. Provides assistance to other agencies (e.g., State Police, local police department)
3. Extinguishes small fires (such as grass or vehicle fires to prevent or minimize damage and prevent injury
4. Rescues people from dangerous situations such as burning buildings damaged vehicles, and drowning
5. Administers first-aid to the injured at emergency scenes until medical help arrives
6. Evaluates an emergency or disaster scene to determine what assistance is required, whether evacuation is necessary, whether the
ordinance disposal unit is necessary, whether the dispatching of emergency personnel is necessary, or if additional medical assistance is
needed
7. Evacuates occupants of buildings and surrounding areas during emergencies or disasters
8. Maintains security in an emergency area and controls gathering crowds
9. Searches buildings and/or areas for bombs or other indications of criminal activity
10. Provides on-scene counseling to assist persons in dangerous situations or during emergencies, and reassures injured individuals that
medical assistance is on the way
11. Determines if backup is necessary, and if so, requests backup assistance
12. Establishes a perimeter and if necessary diverts traffic and bystanders
13. Notifies the chain-or-command of the status of situations
14. Notifies Public Information Officer of the status of situations
15. Establishes a command post
16. Requests additional assistance from other personnel or agencies (HAZMAT, Fire Department, DOT, EPA, SWAT team)
17. Notifies hospitals
SOURCE: Based on the Auburn University-Montgomery Center for Business, Job Analysis and Content Validation Report: County
Bureau of Police Services for the Rank of Sergeant (Montgomery, AL: Auburn University-Montgomery Center for Business, 2004).

7. FIGURE 8.2 Example of Rating Scales Used to Rate a Work Behavior (Detailed in
Figure 8.1) and Associated Job Tasks for the Job of Police Sergeant
NOTE:
Perform = Do you perform this job task?
Frequency = How often do you perform
this task in your current position?
Importance = How important is it for
you to perform this task successfully?
Necessary at Entry = Should a new
employee, upon starting the job of
sergeant, be able to perform this task
successfully?
SOURCE: Based on Auburn University-Montgomery Center for Business, Job Analysis and Content Validation Report: County
Bureau of Police Services for the Rank of Sergeant (Montgomery, AL: Auburn University-Montgomery Center for Business, 2004).

8. Specifying KSAs for Job Performance
• Selection of a KSA Rating Panel
 A panel of job experts (at least 10 to 20) is preferable
over only one or two individuals
 Quality of job knowledge
 Participation
 Characteristics sought in job agents are also relevant
in choosing the KSA rating panel
 Participation should be voluntary
 Incumbents should have performed adequately on the job in
question
 Participants should have served on the job at least six
months

9. KSAs Defined
• Knowledge
 A body of information, usually of a factual or
procedural nature, that makes for successful
performance of a task.
• Skill
 An individual’s level of proficiency or competency in
performing a specific task. Level of competency is
often expressed in numerical terms.
• Ability
 A more general, enduring trait or capability an
individual possesses when he or she first begins to
perform a task.

10. Specifying KSAs for Job Performance (cont’d)
• Guides for Preparing KSA Statements
 Panelists should have a clear understanding of what
is meant by “knowledge,” “skills,” and “abilities”
 Statements should show the kind of knowledge, skill,
or ability and the degree or level of each that is
needed for successful task performance
 Statements should specify the highest level that is
required for the job
 Specific statements are preferable to broad, general
ones that lack clarity as to what actual KSAs are
required

11. Specifying KSAs for Job Performance (cont’d)
• Guides for Preparing KSA Statements (cont’d)
 Emphasis should be given to identifying those KSAs
that determine “successful” performance on the job
 Adjective modifiers relative to the degree or extent of
knowledge required should not be used in preparing
knowledge statements
 Adjective modifiers of level or extent of the ability
required should not be used in preparing ability
statements

12. FIGURE 8.3 Examples of Knowledge, Skills, and Abilities (KSAs) Statements
Developed in Previous Job Analyses
Knowledge:
“Knowledge of building materials including the uses, storage, and preparation of materials such as aluminum siding,
Masonite®, concrete block, and gypsum board” (building materials company supervisor)
“Knowledge of the development, scoring, and application of employee performance appraisal techniques such as
behaviorally anchored rating scales, 360-feedback, and graphic rating scales.” (human resources consultant)
“Knowledge of basic and advanced first aid procedures to include CPR techniques” (state police corporal)
“Knowledge of aircraft nomenclature (type, number of engines, manufacturer, jet/non-jet engine) and performance
characteristics such as speed, climb/descent rates, turning radius, and weather and radio capabilities” (air traffic
controller)
Skills:
“Skill in using a bank proof machine to process 50 checks per minute without error” (bank proof machine operator)
“Skill in typing business correspondence at 50 words per minute without error” (secretary)
“Skill in the use of handguns as needed to pass annual departmental qualifying standards” (state police corporal)
Abilities:
“Ability to give oral testimony in court as an expert witness in an employment discrimination suit regarding test
validation issues” (human resources consultant)
“Ability to use basic arithmetic to calculate flow of current through an electrical circuit” (lighting company technician)
“Ability to obtain facts and information by using interviewing skills and techniques” (state police corporal)

13. FIGURE 8.4 Examples of Typical Ratings Scales Used in Rating
Knowledge, Skills, and Abilities (KSAs)
A. How important is this KSA in performing your job effectively?
0 = Not important—You can definitely perform your job effectively even if you do no
possess this KSA. There is no problem if you do not possess this KSA.
1 = Somewhat important—You can probably perform your job effectively even if you do
not possess this KSA. There is a minor problem if you do not possess this KSA.
2 = Important—It is unlikely that you can perform your job effectively unless you
possess this KSA. There is a problem if you do not possess this KSA.
3 = Essential—You cannot perform your job effectively unless you possess this KSA;
there is a major problem if you do not possess this KSA.
4 = Critical—You cannot perform your job effectively unless you possess this KSA;
there is a serious problem if you do not possess this KSA.
B. Should a newly hired employee possess this KSA on their first day of
work in this job?
Y = Yes; individuals on this job should possess this KSA on their first day of work.
N = No; individuals on this job do not need this KSA on their first day of work.

14. Other KSAs for Job Performance
• Physical Requirements
 Specified physical abilities must be essential to the
job to ensure compliance with the Americans with
Disabilities Act (ADA)
 Relevance of physical requirements is assessed by:
 Listing and rating physical abilities required for a job
 Rating a preestablished set of physical abilities
• Licensure/Certification Requirements
 Special licensure or certification requirements that are
legally necessary for job performance
 Driving license, state board certifications, bar examinations,
professional occupational certifications

15. Linking KSAs and Other Employee
Specifications to Job Tasks/Work Behaviors.
• Each identified KSA must be tied to at least one
important task for which it is required.
 Establishing KSA  Job Task/Work Behavior Links
 SMEs review job tasks or work behaviors and then rate the
extent to which a KSA is required for successful performance
of that activity
 KSAs can be successfully linked to an important job task or
work behavior when the average SME rating equals or
exceeds a specific rating scale value

16. Screening for Relevant Tasks and KSAs
• Tasks or work behaviors must be performed by at least 67 percent
of SMEs.
• At least 67 percent of SMEs must judge that a new employee must
be able to perform the task or work behavior at the start of the job.
• Tasks or work behaviors must have an average importance rating of
at least 2.0 (= important).
• KSAs must (be given a mean importance rating of at least 2.0 (=
important) by SMEs.
• KSAs must be rated as necessary at job entry by at least 67 percent
of SMEs.
• KSAs must be linked by SMEs to a job task or work behavior that
meets rating criteria (1) through (3) above with a mean linkage
rating of at least 1.5.

17. FIGURE 8.5 SMEs’ Average Ratings of Abbreviated Job Tasks for the Job of HR
Selection Analyst
NOTE: The task statements have been abbreviated to conserve space. Task statements shown in bold print are those passing the SME task rating screens.
a
Task Frequency ratings were made using the following scale: 1 = Rarely 2 = Seldom 3 = Occasionally 4 = Frequently 5 = Continuously.
b
Task Importance ratings were made using the following scale: 0 = Not Important 1 = Somewhat Important 2 = Important 3 = Essential 4 = Critical.

18. FIGURE 8.6 SME Average Ratings of Abbreviated KSAs for the Job of HR Selection Analyst
NOTE: The KSA statements have been abbreviated to conserve space. KSA statements shown in bold print are those passing the SME KSA rating screens.
a
KSA Importance ratings were made using the following scale: 0 = Not Important 1 = Somewhat Important 2 = Important 3 = Essential 4 = Critical.
b
KSA Relatedness to Job Performance ratings were made using the following scale: 0 = Not At All 1 = Slightly 2 = Moderately 3 = Considerably.

19. FIGURE 8.7 Mean Ratings of KSA Importance
Linked to Task Performance for
the Job of HR Selection Analyst
NOTE: The task and KSA statements have been
abbreviated to conserve space. KSA linkage to task
ratings were made using the following rating scale:
How important is this KSA in performing this task?
0 = Not Important
1 = Somewhat Important
2 = Important
3 = Essential

20. FIGURE 8.8 Summary of KSA Tabulations for Determining Content Areas
of Selection Instruments for the Job of HR Selection Analyst
NOTE: The KSA statements have
been abbreviated in order to
conserve space. KSA statements
shown in bold print are those
selected for defining the content of
selection measures.
a
Important KSAs are those
receiving a rating of 1.5 or higher
on the following scale:
0 = Not Important
1 = Somewhat Important
2 = Important
3 = Essential
b
KSAs that should be possessed
by newly hired employees are
those chosen by 67% or more of
the SMEs.
c
Numbers outside of the
parentheses are task statement
numbers. Numbers inside the
parentheses are average
importance ratings of a KSA for
that task’s performance. The mean
ratings are taken from Figure 8.6.

21. FIGURE 8.9 KSA Content Areas Identified for Measurement by Selection
Procedures for the Job of HR Selection Analyst
NOTE: The KSA
statements have been
abbreviated in order to
conserve space. KSA
statements shown in
bold print are those
selected for defining
selection measure
content.
a
For a KSA to be
chosen as a selection
content area, each of
the selection instrument
content area criteria
must show “yes” as an
answer. These KSAs
are identified in this
column by a bold “Yes.”

22. Choosing A Method to Assess Specifications
• Evaluation of Past Performance
 Have applicants demonstrated past behaviors associated with
successful performance of the tasks of the job?
• Evaluation of Current Performance
 Can applicants be observed performing the job or part of it?
 Is there a means for simulating the job in a test situation that is
likely to require important behaviors as defined by the job?
 If so, is there a practical way of measuring performance?
• Evaluating Job Knowledge
 Would a written test be best for eliciting desired reactions and
providing for practical scoring?

23. Choosing A Method to Assess Specifications
• Evaluating Other Specifications
 Would giving job applicants an opportunity to express
themselves orally through an interview cover job requirements
unassessed by other means?
• Confidence in the Assessment Method
 Can the assessment method produce reliable and valid data for
evaluating applicants’ KSAs?
• Suitability of the Assessment Method
 Is the method practical and affordable?

24. FIGURE 8.10 An Example Selection
Plan for the Job of HR
Selection Analyst
NOTE: The KSA percentage weights do not
sum to 100% because other relevant KSAs
and their weights are not shown.

25. The PAQ Approach
• Using The Position Analysis Questionnaire
(PAQ) for Job Ratings
1. Conduct an analysis of the job using the PAQ
2. Identify the major components of work required on
the job using the PAQ results
3. Identify the attributes required for performing these
major components of work
4. Choose tests that measure most important attributes
• Types of PAQ Information
 PAQ questionnaire items
 PAQ job attribute data

26. The PAQ Approach (cont’d)
• PAQ Items as Employee Specifications
 Individual items on the PAQ questionnaire can
provide useful data for defining important employee
specifications.
 When several raters are completing the PAQ for a
job, average item ratings can be used to define the
specifications.

27. FIGURE 8.11 Summary of Three Important PAQ Items Serving as a Basis of Employee
Specifications for the Job of Senior Shipping and Receiving Clerk
PAQ Item PAQ Item
Number Name Rating Percentile
9. Visual Sources of Job Information:
Materials Not in Process
Parts, materials, objects, etc. not in the process of being
changed or modified, and that are sources of information
when being inspected, handled, etc., such as items or
materials in inventory or storage 5.0a 99
72. Transportation and Mobile Equipment:
Powered Mobile Equipment
Operates movable vehicles not intended for highway use;
for example, warehouse trucks or fork lifts 3.0b 98
132. Other Organizational Activities:
Coordinates Activities
Coordinates, monitors, or organizes the activities of others
to achieve certain objectives but does not have line
management personnel; for example, legal adviser or
administrative assistant 3.5b 96
Note: Percentile score indicates the percentage of jobs in the PAQ Services, Inc. databank
rated lower than the job under investigation..
a
Based on a rating scale where 1= Nominal/Very Infrequent 2 = Occasional 3 = Moderate 4 = Considerable 5 = Very Substantial.
b
Based on a rating scale where 1 = Very Minor 2 = Low 3= Average 4 = High 5 = Extreme.
SOURCE: Based on analyses obtained from PAQ Services, Inc., Bellingham, Washington.

28. The PAQ Approach (cont’d)
• PAQ Job Attributes as Employee Specifications
 Computerized analyses of existing data about
worker qualifications are used to identify attributes
associated with PAQ items.
 Once a job’s important items have been identified,
the associated attributes represent important
employee specifications.

29. FIGURE 8.12 Selected Examples of 76 PAQ Job Attributes
Attributes of an Aptitude Nature
• Verbal Comprehension—ability to understand the meaning of words and the ideas associated with them.
• Arithmetic Reasoning—ability to reason abstractly using quantitative concepts and symbols.
• Perceptual Speed—ability to make rapid discriminations of visual detail.
• Near Visual Acuity—ability to perceive detail at normal reading distance.
• Manual Dexterity—ability to manipulate things with the hands.
• Eye-Hand Coordination—ability to coordinate hand movements with visual stimuli.
• Movement Detection—ability to detect physical movement of objects and to judge their direction.
• Selective Attention—ability to perform a task in the presence of distracting stimulation or under monotonous
conditions without significant loss in efficiency.
Attributes of an Interest or Temperament Nature
• Working Alone—working in physical isolation from others, although the activity may be integrated with that of
others.
• Time Pressure—working in situations where time is a critical factor for successful performance.
• Working under Specific Instructions—working under those instructions that allow little or no room for
independent action or judgment in working out job problems.
• Empathy—seeing things from another person’s point of view.
• Personal Risk—risking physical or mental illness or injury.
• Attainment of Set Standards—attaining set limits, tolerances, or standards.
• Scientific/Technical Activities—using technical methods for investigating natural phenomena using scientific
procedures.
• Influencing People—influencing opinions, attitudes, or judgments about ideas or things.
SOURCE: Based on Lloyd D. Marquardt and Ernest J. McCormick, Component Analyses of the Attribute Data Based on the Position Analysis
Questionnaire (PAQ) (West Lafayette, IN: Occupational Research Center, Department of Psychological Sciences, Purdue University, 1973), 34–38. Final
report submitted to the Office of Naval Research, Arlington, Virginia.

30. FIGURE 8.13 Selected Job Attribute Ratings of an Interest/Temperament and
Aptitudinal Nature for the Job of Senior Shipping and Receiving Clerk
Note: Percentile score indicates the percentage of jobs (in the PAQ Services, Inc. databank)
scoring lower on a specific job attribute than the job under investigation.

31. GATB: Selection Measure Content
• Worker Aptitudes
 Verbal Aptitude—measured by a vocabulary test
 Numerical Aptitude—measured by an arithmetic
computation and reasoning test
 Spatial Aptitude—measured by a test requiring the
ability to visualize three-dimensional objects in three
dimensions and the effects of moving the objects in
these dimensions
 General Intelligence—measured by the sum of the
verbal, numerical, and spatial aptitudes

32. GATB: Selection Measure Content (cont’d)
• Worker Aptitudes (cont’d)
 Clerical Perception—measured by a test involving the
matching of names
 Form Perception—measured by a test requiring the
matching of tools and geometric forms
 Motor Coordination—measured by a test requiring the
placing of pencil marks in a set of squares
 Finger Dexterity—measured by a test involving the
assembly of washers and rivets
 Manual Dexterity—measured by a test involving the
movement of pegs on a board

33. FIGURE 8.14 An Example of PAQ Analyses Used in Determining Aptitudes Important
to Performance for the Job of Senior Shipping and Receiving Clerk
• Mean Score represents the predicted, average aptitude scores of incumbents working as a clerk.
• Predicted Validity Coefficient represents an estimate of the validity coefficient for each of the
tests.
• Probability of Use is a specially created index that indicates whether the U.S. Employment Service
would be likely to use a particular aptitude test in developing a selection battery.
• Predicted Low Score shows potential cutoff or passing scores—at one standard deviation below
a the mean—to be used in selection.
A < indicates an aptitude test that should be considered as a selection measure.

34. FIGURE 8.15 Commercial Tests Corresponding to General Aptitude Test Battery (GATB)
Aptitudes
GATB Aptitude Commercial Test
General Intelligence Wonderlic Personnel Test
Adaptability Test
Test of Learning Ability
Verbal Aptitude Personnel Tests for Industry—Verbal
Short Employment Tests—Verbal
Employee Aptitude Survey—Verbal
Numerical Aptitude Personnel Tests for Industry—Numerical
Short Employment Tests—Numerical
Employee Aptitude Survey—Numerical
Arithmetic Index
Flanagan Industrial Tests—Arithmetic
Arithmetic Fundamentals Test
Spatial Aptitude Revised Minnesota Paper Form Board
Employee Aptitude Survey—Spatial
Flanagan Industrial Tests—Assembly
Clerical Perception Employee Aptitude Survey—Visual Speed and Accuracy
Short Employment Tests—Clerical
Minnesota Clerical Tests—Names

35. Other Approaches to Identifying Employee
Specification
• Personality-Related Position Requirements
Form (PPRF)
• Job Element Method (JEM)
• Skills and Attributes Inventory (SAI)
• Fleishman Job Analysis Survey (F-JAS)
• Threshold Traits Analysis (TTA).

36. The Future of KSAs
• As organizations and jobs change, KSAs will
likely be both organizationally and job-
specifically defined.
 The “Other” KSAs
 In some jobs, will measures of personality characteristics
receive more attention than cognitive ability tests?
 Will selection focus more on general cognitive abilities than
on specific abilities?
 Are the characteristics required for success in one
organization the same for other organizations? If not, do the
characteristics differ by industry, organization size, culture, or
structure?

37. FIGURE 8.16 Employee Competencies Identified at Anheuser-Busch Companies
Competitive Advantage through People
I. Achieving Competitiveness
• Customer Focus: Aggressively monitors and anticipates customer requirements and responds to them in an
appropriate manner.
• Business Focus: Strategically monitors business performance and external environment to enhance the
organization’s competitive position.
• Innovation and Change: Actively seeks out new ideas and displays creativity in adapting to changing
conditions.
• Results Orientation: Demonstrates drive and persistence to meet and exceed job goals for self or others.
• Analysis and Planning: Uses critical thinking and diagnostic skills to solve problems and develop effective
work plans.
• Systems Thinking: Designs, improves, and integrates business and operational processes in order to
achieve the organization’s strategic goals.
• Technical/Functional Expertise: Demonstrates, enhances, and shares job knowledge and skills.
II. Succeeding through People
• Valuing People: Demonstrates respect for others regardless of personal background.
• Commitment to Development: Acts in a purposeful manner to develop own and/or others’ capabilities to
better meet organizational needs.
• Professionalism: Demonstrates candor, composure, objectivity, and commitment to obligations in all working
relationships.
• Empowerment: Delegates or accepts responsibility to expand own and/or others’ capabilities to take
appropriate risks and make decisions.
• Influence: Uses appropriate methods and strategies to motivate others to meet individual, department, or
company goals.
• Team Orientation: Accepts the team approach and takes necessary action to support its processes and
goals.

38. FIGURE 8.17 Employee Behaviors Descriptive of the Anheuser-Busch Competency:
Team Orientation