STRATEGIC HUMAN RESOURCE MANAGEMENT: AN OVERVIEW
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Transcript STRATEGIC HUMAN RESOURCE MANAGEMENT: AN OVERVIEW
Human Resource Management
Chapter 4
JOB ANALYSIS, STRATEGIC
PLANNING, AND HUMAN
RESOURCE PLANNING
© 2008 by Prentice Hall
4-1
HRM in Action: Disaster Planning—Up
Close and Personal with Hurricane Rita
• Focus on catastrophes ranging from
natural calamities such as hurricanes,
earthquakes and floods to man-made
crises such as 9/11
• Cover day-to-day occurrences such as
power failures, server malfunctions, and
virus attacks
• How will company respond?
© 2008 by Prentice Hall
4-2
Definitions
• Job analysis - Systematic process of
determining skills, duties, and knowledge
required for performing jobs in organization
• Job - Consists of group of tasks that must be
performed for organization to achieve its goals
• Position - Collection of tasks and responsibilities
performed by one person; there is a position for
every individual in organization
© 2008 by Prentice Hall
4-3
Definitions (Cont.)
• A work group consisting of a supervisor,
two senior clerks, and four word
processing operators has 3 jobs and 7
positions.
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4-4
Questions Job Analysis Should
Answer
• What physical and mental tasks does
worker accomplish?
• When is job to be completed?
• Where is job to be accomplished?
• How does worker do job?
• Why is job done?
• What qualifications are needed to perform
job?
© 2008 by Prentice Hall
4-5
Job Analysis: A Basic Human Resource Management Tool
Staffing
Tasks
Responsibilities
Duties
Training and
Development
Performance Appraisal
Compensation
Job
Descriptions
Job
Analysis
Knowledge
Safety and Health
Employee and Labor
Relations
Job
Specifications
Skills
Legal Considerations
Abilities
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4-6
Reasons For Conducting
Job Analysis
• Staffing - Haphazard if recruiter does not know
qualifications needed for job
• Training and Development - If specification lists
particular knowledge, skill, or ability, and person filling
position does not possess all necessary qualifications,
training and/or development is needed
• Performance Appraisal - Employees should be evaluated
in terms of how well they accomplish the duties specified
in their job descriptions and any other specific goals that
may have been established
• Compensation – Value of job must be known before
dollar value can be placed on it
© 2008 by Prentice Hall
4-7
Reasons For Conducting
Job Analysis (Cont.)
• Safety and Health – Helps identify safety
and health considerations
• Employee and Labor Relations – Lead to
more objective human resource decisions
• Legal Considerations – Having done job
analysis important for supporting legality of
employment practices
© 2008 by Prentice Hall
4-8
Summary of Types of Data Collected
Through Job Analysis
• Work Activities - Work activities and
processes; activity records (in film form,
for example); procedures used; personal
responsibility
• Worker-oriented activities - Human
behaviors, such as physical actions and
communicating on job; elemental motions
for methods analysis; personal job
demands, such as energy expenditure
© 2008 by Prentice Hall
4-9
Summary of Types of Data Collected
Through Job Analysis (Cont.)
• Machines, tools, equipment, and work aids
used
• Job-related tangibles and intangibles Knowledge dealt with or applied (as in
accounting); materials processed;
products made or services performed
• Work performance - Error analysis; work
standards; work measurements, such as
time taken for a task
© 2008 by Prentice Hall
4-10
Summary of Types of Data Collected
Through Job Analysis (Cont.)
• Job context - Work schedule; financial and
nonfinancial incentives; physical working
conditions; organizational and social
contexts
• Personal requirements for job - Personal
attributes such as personality and
interests; education and training required;
work experience
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4-11
Job Analysis Methods
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Questionnaires
Observation
Interviews
Employee recording
Combination of
methods
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4-12
Questionnaires
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Typically quick and economical to use
Structured questionnaire to employees
Problem: Employees may lack verbal skills
Some employees tend to exaggerate
significance of their tasks
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4-13
Observation
• Job analyst watches worker perform job
tasks and records observations
• Used primarily to gather information on
jobs emphasizing manual skills
• Used alone is often insufficient
• Difficulty: When mental skills are dominant
in a job
© 2008 by Prentice Hall
4-14
Interviews
• Interview both employee
and supervisor
• Interview employee first,
helping him or her describe
duties performed
• Then, analyst normally
contacts supervisor for
additional information
© 2008 by Prentice Hall
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