Job - DeGroote School of Business
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Transcript Job - DeGroote School of Business
JOB ANALYSIS and
HR PLANNING
Week 2
________________________
Agata Mirowska
DeGroote School of Business
McMaster University
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Human Resource Strategies
Planning HR
Attracting HR
Placing, Developing & Evaluating HR
Motivating and Rewarding HR
Maintaning high performance
What is a job?
Job
Tasks
Group of related activities and duties
Made up of tasks
Basic elements of jobs
“what gets done”
Position
Tasks and responsibilities performed by one
individual
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What is Job Analysis?
Job analysis (JA) systematically collects,
evaluates, and organizes information about
jobs
JA identifies behaviours, knowledge, skills,
and abilities (KSAs) that are critical to a job
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In-Class Discussion
Why is JA Important
What HR systems use JA Information
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What is the purpose of JA?
JA lays the foundation for HRM systems:
Selection
Selection system developed to assess key KSAs
Ensures that it is job-related
Training
Gaps in KSAs of new hires represent training needs
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What is the purpose of JA?
Performance Appraisal
Job analysis establishes performance standards
Compensation
Relative worth of jobs measured via job evaluation
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What is the purpose of JA?
JA helps you to select the right employee,
evaluate the employee fairly, compensate, and
train the appropriate skills to the appropriate
employees (in theory)
JA also ensures your system is legally
defensible and perceived as fair (procedural
justice)
Job Analysis Process
Prepare for JA
Collection of JA information
Use of JA information
Steps in Job Analysis Process
Phase 1: Preparation for job analysis
1.
2.
3.
Familiarization with the organization and its jobs
Determine the uses of the JA information (selection,
training?)
Identify what jobs need to be analyzed
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Critical to success of the organization
Difficult to learn
New technology
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Steps in Job Analysis Process
Phase 2: Collection of Information
1. Determine sources of job data
Human and nonhuman
2. Data collection instrument design
Job analysis schedules
3. Choice of method for data collection
Interviews
Mailed questionnaires
Employee log
Observation
Combinations
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Existing JA Methods(Instruments)
Functional Job Analysis (FJA)
Position Analysis Questionnaire (PAQ)
Critical Incident Technique (CIT)
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Functional Job Analysis (FJA)
Fine & Wiley (1971)
Focuses on task statements
Task statements include:
What? - What gets done (the action/behaviour)
To whom or what? - The object of the action
Why? - Purpose of the action
How? - What facilitates the action?
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Functional Job Analysis
Tasks are rated on scales reflecting varying
degrees of involvement with Things, Data,
and People as well as math, language, etc.
requirements
Each scale is arranged hierarchically
E.g., People scale ranges from “taking
instructions” to “leadership”
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Position Analysis Questionnaire
(PAQ)
McCormick (1972)
Developed because of criticism that JA
relied on observation – not quantifiable
Detailed questionnaire (194 tasks)
Determines extent to which each task is
applicable to target job
Using a 5-point scale
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Critical Incident Technique
Flanagan (1949)
Identifies behaviours that indicate success or failure
on the job
Effective vs ineffective behaviours
Critical Incidents include:
Context - in which the incident occurred
Behaviour - exactly what the individual did that was
effective or ineffective
Consequences - of the behaviour and whether or not
consequences were in the employee’s control
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Developing Critical Incidents
Interview those who are familiar with the job
E.g., supervisors, subordinates, customers
Ask them to describe specific incidents of effective /
ineffective behaviour by incumbents of target job
Incident context – What led up to the incident
(background)? What was the situation?
Behaviour – What exactly did the person do that was
effective / ineffective?
Consequence - What was the outcome of the behaviour?
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In-Class Exercise
In groups, develop critical incidents for a
specific job with which you are familiar.
(Non-managerial preferred)
Generate at least:
3 incidents of effective behaviour and
3 incidents of ineffective behaviour
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Critical Incident Technique
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Think of someone who has been (in)effective in this
specific job.
Think of a specific incident that you saw occur that made
you think they were (in)effective
What were the circumstances surrounding the incident?
What was the situation?
What exactly did they do that was (in)effective?
•
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Make sure you are describing observable behaviour
What were the consequences of the behaviour?
Were the consequences due to the person’s behaviour?
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Phase 3: Use of Information
Job
Descriptions
Job
Specifications
Job Analysis
Information
Job
Design
Job
Performance
Standards
Phase 3: Use of Information
1. Job descriptions—Task requirements
Statement that explains duties working conditions, etc. of a
job
2.Job specifications—Person requirements
Statement of what a job demands of the incumbent
E.g., knowledge, skills, abilities (KSAs) and other
characteristics required to perform job
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Phase 3: Use of Information
3.
Performance standards
4.
Job Design
What is expected of workers
JA may provide performance standards for job
Identify job duties, characteristics, and competences
Consider organizational, employee, environmental and
ergonomic factors
All of these uses become the foundation for various
HRM systems
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Job Characteristic Model
Jobs that provide:
Autonomy
Variety
Task identity
Feedback
Task significance
Lead to meaningfulness, responsibility and
knowledge of outcomes, leading to higher
motivation, job satisfaction and productivity
Job Specialization
As work force becomes more educated and
affluent, seek accomplishment, recognition
and psychological growth
Job rotation
Job enlargement
Job enrichment
Employee involvement and work teams
Competency-Based Alternative
Alternative
to traditional job analysis
Competencies
Many
different definitions exist
Any
knowledge, skills, trait, motive, attitude, value,
or other personal characteristic that is essential to
perform the job and that contributes to superior
performance and organizational success
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Competency Architecture
Core
Competencies
Apply
to all jobs in the organization
Support organization’s mission
E.g., trust, communication, team orientation, adaptability
Functional
Competencies
Apply
to a group of similar jobs
E.g., customer service orientation
Job-Specific
Competencies
Apply
to all employees in the same job
E.g., ability to operate cash register
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Why / When use Competency Models?
Describe
job requirements in ways that extend
beyond the job itself
More
future-oriented, more organization-focused
Describe
and measure an organization’s
workforce in more general and comparable terms
Increase
flexibility in staffing and job
assignments
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Competency: Team Orientation
INDIVIDUAL CONTRIBUTOR (behaviours)
• Recognizes that own success is linked to team success
• Supports team roles, norms, and decisions
• Speaks up when he/she feels the team is heading in the
wrong direction
• Seeks and maintains positive relationships with teams
and others outside of own group
• Keeps other informed of decisions and information that
may impact them
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Competency: Team Orientation
MANAGER (behaviours)
Creates and monitors teams appropriate to meet
business objectives
Sets clear expectations for teams
Works to build commitment toward common goals
Provides resources for team projects
Recognizes team for contributions to goal
accomplishment
Measures own success by team’s success
Break
Human Resource Planning
HR Planning systematically forecasts an
organization’s future demand for and supply of
employees and matches supply with demand.
Involves
-Forecasting demand
-Forecasting supply
-Addressing labour shortages and surpluses
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HR Demand and Supply
Forecasting Demand
Forecasting Supply
External
Socio-political-legal
Economic; Technological
Competition
External;
Labour market analysis
Community attitudes
Demographic trends
Organizational
Organizational strategy
Budgets; Sales forecasts
New ventures; org/job
design
Internal
HR audit/Current
employees’ KSAs
Succession planning
replacement charts
Management inventories
Workforce
Retirements, resignations,
terminations, leaves of
absence
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Forecasting Techniques used to
Predict HR Demand
Expert Forecasts
Trend Projection Forecasts
E.g. Informal and formal survey
E.g. Statistical analysis
Other Forecasting Methods
Budget and planning analysis
New-venture analysis
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When is there a mismatch between
Supply and Demand?
Strategies to Match Supply and
Demand for HR
Strategies for a Loose Labour Market
(Oversupply)
- hiring freeze
- job sharing/job splitting
- internal transfers
- layoffs, terminations, outplacements
- leave without pay
- loaning or flexforce
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Matching Strategies cont…
Strategies for a Tight Labour Market
(Shortage)
- overtime
- PT, contingent, contract workers
- temporary employment agencies
- employee leasing
- transfers
- hiring FT workers
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Emerging Work Options &
Arrangements
Shorter work week
Flextime
Flexiplace
Telecommuting
Virtual organizations
Just-in-Time Employees
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Strategic Issues re: HR Planning
1.
Must know organization’s short and longterm goals
2.
Different organizational strategies require
different human resource plans
3.
Human resource planning facilitates
proactive response to environmental and
legal challenges
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Strategic Issues re: HR Planning
4.
5.
An organization’s tactical plans must be
aligned with HR plans
Alignment between organizational and HR
plans provides basis for timely and effective
recruitment and selection.
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Questions / Comments ?
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