Transcript STRATEGIC HUMAN RESOURCE MANAGEMENT: AN OVERVIEW

Human Resource Management
Chapter 4
JOB ANALYSIS, STRATEGIC
PLANNING, AND HUMAN
RESOURCE PLANNING
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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?
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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
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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?
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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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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
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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
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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
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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
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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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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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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
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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
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