Transcript HUMAN RESOURCE MANAGEMENT FUNCTIONS

JOB ANALYSIS AND
HUMAN RESOURCE
PLANNING
Chapter Objectives
 Describe why job analysis is a basic
human resource tool.
 Explain the reasons for conducting
job analysis.
 Describe the types of information
required for job analysis.
 Describe the various job analysis
methods.
Chapter Objectives (Continued)
 Describe some human resource
forecasting techniques.
 Define requirements and
availability forecasts.
 Identify what a firm can do when
either a surplus or a shortage of
workers exists.
 Describe job design.
Job Analysis: A Basic Human
Resource Tool
Job Analysis, Job and Position
• Job analysis - Systematic process of
determining the skills, duties, and
knowledge required for performing jobs
in an organization
• Job - Consists of a group of tasks that
must be performed for an organization
to achieve its goals
• Position - Collection of tasks and
responsibilities performed by one
person
Questions Job Analysis Should
Answer
• What physical and mental tasks does the
worker accomplish?
• When does the job have to be completed?
• Where is the job to be accomplished?
• How does the worker do the job?
• Why is the job done?
• What qualifications are needed to perform
the job?
When Job Analysis Is
Performed
• When the organization is
founded
• When new jobs are created
• When jobs are changed
significantly as a result of new
technologies, methods,
procedures, or systems
Job Descriptions/Specifications
• Job description - A document that
provides information regarding the
tasks, duties, and responsibilities
of the job
• Job specification - Minimum
acceptable qualifications that a
person should possess in order to
perform a particular job
Reasons For Conducting
Job Analysis
• Staffing
• Training and Development
• Compensation and Benefits
• Safety and Health
• Employee and Labor Relations
Job Analysis for Teams
• Historically, companies established
permanent jobs and filled these jobs
with people who best fit the job
description
• In some firms today, people are being
hired and paid on a project basis
• Today whenever someone asks "What is
your job description?" the reply might
well be "Whatever."
Types of Job Analysis Information
• Work activities
• Worker-oriented activities
• Machines, tools, equipment, and
work aids used
• Job-related tangibles and intangibles
• Work performance
• Job content
• Personal requirements for the job
Job Analysis Methods
• Questionnaires
• Observation
• Interviews
• Employee
recording
• Combination of
methods
Conducting Job Analysis
• Interested in gathering
data regarding what is
involved in performing a
particular job
• People who participate in
job analysis
People Who Participate in Job
Analysis Should Include
(at a minimum)
• Employee
• Employee’s immediate
supervisor
• Job analyst
• Consultants
Items Typically Included in Job
Descriptions
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•
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Major duties performed
Percentage of time devoted to each duty
Performance standards to be achieved
Working conditions and possible hazards
Number of employees performing the job
and who they report to
• The machines and equipment used on the
job
Job Description
• Job Identification
• Date of the Job Analysis
• Job Summary
• Duties Performed
• Job Specification
Job Specification
Minimum Acceptable
Qualifications:
• Educational Requirements
• Experience
• Personality Traits
• Physical Abilities
The Expanded Job Description
• Jobs are changing
• Jobs are getting bigger
• Jobs are getting more complex
• Changes the way virtually
every HR function is performed
Timeliness of Job Analysis
• Need for accurate job analysis
is important
• Must be kept relevant
Other Job Analysis Methods
• Functional Job Analysis
• Position Analysis Questionnaire
• Management Position Description
Questionnaire
• Guidelines-Oriented Job Analysis
• Descriptions Now
Strategic Planning
The process by which top
management determines
overall organizational
purposes and objectives and
how they are to be achieved
Human Resource Planning
The process of systematically
reviewing HR requirements to
ensure that the required
number of employees, with
the required skills, are
available when they are
needed
Human Resource Planning Process
External Environment
Internal Environment
Strategic Planning
Human Resource Planning
Forecasting
Human
Resource
Requirements
Comparing
Requirements
and Availability
Forecasting
Human Resource
Availability
Demand =
Supply
Surplus of
Workers
Shortage of
Workers
No Action
Restricted Hiring,
Reduced Hours,
Early Retirement,
Layoff, Downsizing
Recruitment
Selection
HR Forecasting Techniques
• Zero-based
forecasting
• Bottom-up
approach
• Use mathematical
models
• Simulation
Forecasting HR Requirements
• Estimate of numbers and kinds of
employees the organization will need at
future dates
• Demand for firm’s goods or services
must be forecasted
• Forecast is then converted into people
requirements
Forecasting HR Availability
• Determining whether the firm will be
able to secure employees with the
necessary skills and from what
sources
• Show whether the needed employees
may be obtained from within the
company, from outside the
organization, or from a combination
of the two sources
Surplus of Employees
• Restricted hiring
• Reduced hours
• Early retirement
• Layoffs
Shortage of Workers Forecasted
• Creative
recruiting
• Compensation
incentives
• Training programs
• Different selection
standards
Succession Planning and Development
• Succession planning - Process of
ensuring that the qualified person is
available to assume a managerial
position once a position is vacant
• Succession development - Process of
determining a comprehensive job profile
of key positions and then ensuring that
key prospects are properly developed to
match these qualifications
Job Design
• Process of determining the specific tasks
to be performed, the methods used in
performing these tasks, and how the job
relates to other work in the organization
• Job enrichment - Basic changes in the
content and level of responsibility of a
job, so as to provide greater challenge to
the worker
• Job enlargement - Changes in the scope
of a job to provide greater variety to the
worker
Total Quality Management
• A commitment to excellence by
everyone in an organization that
emphasizes excellence achieved by
teamwork and a process of
continuous improvement
Re-engineering
• The fundamental rethinking
and radical redesign of
business processes to
achieve dramatic
improvements in critical
contemporary measures of
performance, such as cost,
quality, service, and speed