Transcript STRATEGIC HUMAN RESOURCE MANAGEMENT: AN OVERVIEW

Human Resource Management
10th Edition
Chapter 4
JOB ANALYSIS, STRATEGIC
PLANNING, AND HUMAN
RESOURCE PLANNING
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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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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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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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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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Job Analysis Methods
•
•
•
•
•
Questionnaires
Observation
Interviews
Employee recording
Combination of
methods
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Questionnaires
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•
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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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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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Employee Recording
• Describe daily work
activities in diary or log
• Problem: Employees
exaggerating job
importance
• Valuable in
understanding highly
specialized jobs
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Combination of Methods
• Usually use more than one method
• Clerical and administrative jobs:
questionnaires supported by interviews
and limited observation
• Production jobs: interviews supplemented
by extensive work observations may
provide necessary data
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Other Methods Available for
Conducting Job Analysis
• Department of Labor Job Analysis
Schedule
• Functional Job Analysis
• Position Analysis Questionnaire
• Management Position Description
Questionnaire
• Guidelines-Oriented Job Analysis
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Department of Labor Job Analysis
Schedule
• Structured job analysis questionnaire that
uses a checklist approach to identify job
elements
• Focuses on general worker behaviors
instead of tasks
• Some 194 job descriptors relate to joboriented elements
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Functional Job Analysis
• Concentrates on the interactions among
the work, the worker, and the organization
• Modification of the job analysis schedule
• Assesses specific job outputs and
identifies job tasks in terms of task
statements
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Position Analysis Questionnaire
• Uses a checklist approach to identify job
elements
• Focuses on general worker behaviors
instead of tasks
• 194 job descriptors relate to job-oriented
elements
• Each job being studied is scored relative
to the 32 job dimensions
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Management Position Description
Questionnaire
• Designed for management positions
• Uses a checklist to analyze jobs
• Has been used to determine the training
needs of individuals who are slated to
move into managerial positions
• Has been used to evaluate and set
compensation rates for managerial jobs
and to assign the jobs to job families
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Guidelines-Oriented Job Analysis
• Step-by-step procedure for describing the
work of a particular job classification
• Obtains the following types of information:
(1) machines, tools, and equipment; (2)
supervision; (3) contacts; (4) duties; (5)
knowledge, skills, and abilities; (6)
physical and other requirements; and (7)
differentiating requirements
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Conducting Job Analysis
People who participate
in job analysis should
include, at a minimum:
• Employee
• Employee’s immediate
supervisor
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Job Description
• Document that states
tasks, duties, and
responsibilities of job
• Vitally important job
descriptions are both
relevant and accurate
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Content of a Job Description
• Job Identification – Job title, department,
reporting relationship, and job number or
code
• Job Analysis Date – Aids in identifying job
changes that would make description
obsolete
• Job Summary – Concise overview of job
• Duties Performed – Major duties
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O*NET, the Occupational
Information Network
• Comprehensive government developed
database of worker attributes and job
characteristics
• Primary source of occupational
information
• Replaces Dictionary of Occupational
Titles (DOT)
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Job Specification
• Job Specification - Minimum
qualifications person should
possess to perform particular job
• Should reflect minimum, not ideal
qualifications for particular job
• Job specifications are often
included as major section of job
descriptions
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Problems If Job Specifications
Are Inflated
• May systematically eliminate
minorities or women from
considerations
• Compensation costs will
increase
• Job vacancies will be harder
to fill
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Timeliness of Job Analysis
Rapid pace of
technological
change makes
need for accurate
job analysis even
more important
now and in the
future.
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Job Analysis for Team Members
• With team design, there are no narrow
jobs
• Work departments do is often bundled into
teams
• Last duty shown on proverbial job
description, “And any other duty that may
be assigned,” is increasingly becoming
THE job description.
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Job Analysis and the Law
• Equal Pay Act Similar pay must be
provided if jobs are
not substantially
different as shown in
job descriptions
• Fair Labor Standards
Act - Employees
categorized as
exempt or nonexempt
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Job Analysis and the Law (Cont.)
• Civil Rights Act - Basis for adequate defenses
against unfair discriminations charges in
selection, promotion, and other areas of HR
administration
• Occupational Safety and Health Act - Specify job
elements that endanger health or are considered
unsatisfactory or distasteful by most people
• Americans with Disabilities Act - Make
reasonable accommodations for disabled
workers
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Strategic Planning
• Strategic planning - Process
by which top management
determines overall
organizational purposes and
objectives and how they are
to be achieved
• Strategic planning at all levels
can be divided into four steps
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Strategic Planning and Implementation Process
MISSION DETERMINATION
Decide what is to be accomplished (purpose)
Determine principles that will guide the effort
ENVIRONMENTAL ASSESSMENT
External Determining external conditions, threats, and opportunities
Internal Determining competencies, strengths, and weaknesses within the organization.
OBJECTIVE SETTING
Specifying corporate-level objectives that are:
•Challenging, but attainable
• Measurable
•
Time-specific
•
Documented (written)
STRAGEDY SETTING
Specifying and documenting corporate level strategies and planning
STRAGEDY IMPLEMENTATION
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Strategy Implementation
• Leadership
• Organizational
Structure
• Information and
Control Systems
• Technology
• Human Resources
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Human Resource Planning
Systematic process of
matching internal and
external supply of people
with job openings
anticipated in the
organization over a
specified period of time
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Human Resource Planning Process
External Environment
Internal Environment
Strategic Planning
Human Resource Planning
Forecasting
Human
Resource
Requirements
Comparing
Requirements
and Availability
Demand =
Supply
Surplus of
Workers
Shortage of
Workers
No Action
Restricted Hiring,
Reduced Hours, Early
Retirement, Layoffs,
Downsizing
Recruitment
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Forecasting
Human
Resource
Availability
Selection
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Definitions
• Requirements forecast - Determining
number, skill, and location of employees
organization will need at future dates in
order to meet goals
• Availability forecast - Determination of
whether firm will be able to secure
employees with necessary skills, and from
what sources
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Forecasting Human Resource
Requirements
• Zero-based forecasting Uses current level as
starting point for
determining future
staffing needs
• Bottom-up approach Each level of
organization, starting with
lowest, forecasts its
requirements to provide
aggregate of employment
needs.
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Forecasting Human Resource
Requirements (Cont.)
• Relationship between Volume of Sales
and Number of Workers Required
• Simulation Models - Simulation is a
forecasting technique for experimenting
with real-world situation through
mathematical model representing that
situation. A model is abstraction of the real
world.
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The Relationship of Sales Volume to
Number of Employees
Number of
Employees
500
400
300
200
100
0
10
20
30
40
Sales (thousands)
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60
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Forecasting HR Availability
• Determining whether firm will be able
to secure employees with necessary
skills, and from what sources
• Show whether needed employees
may be obtained within company,
from outside organization, or from
combination of these sources
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Use of HR Databases
• Many workers needed for future positions
may already work for firm
• Databases include information on all
managerial and nonmanagerial employees
• Companies search databases within
company to see if employees with needed
qualifications already exist. Growing trend
is to automatically notify qualified
employees of new positions.
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Shortage of Workers Forecasted
• Creative recruiting
• Compensation incentives –
Premium pay is one method
• Training programs – Prepare
previously unemployable
people for positions
• Different selection standards
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Surplus of Employees
• Restricted hiring –
Employees who leave
are not replaced
• Reduced hours
• Early retirement
• Downsizing - Layoffs
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Downsizing
• Also known as restructuring and
rightsizing, is reverse of company growing
and suggests one-time change in
organization and number of people
employed
• Retention bonuses are used to entice
terminated employees to remain for short
periods of time to ensure continued
services
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Negative Aspects of Downsizing
• Cost associated with low
morale of those remaining
• Layers removed, making
advancement in
organization more difficult
• Workers may seek better
opportunities, fearing they
may be in line for lay offs
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Negative Aspects of
Downsizing (Cont.)
• Employee loyalty significantly reduced
• Institutional memory lost
• Remaining workers required to do
more
• When demand for products/services
returns, firm may realize it has cut too
deep
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Outplacement
• Laid-off employees given
assistance in finding
employment elsewhere
• Companies use outplacement
to take care of employees by
moving them successfully out
of company rather than having
to do it on their own
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Succession Planning
• Process of ensuring that qualified
persons are available to assume
key managerial positions once the
positions are vacant
• Goal is to help ensure a smooth
transition and operational
efficiency
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Human Resource Information
Systems (HRIS)
Any organized approach
for obtaining relevant
and timely information on
which to base HR
decisions
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HUMAN RESOURCE INFORMATION SYSTEM
Goal: Integrate Core Processes into Seamless System
Input Data Types
Output Data Uses*
Job Analysis
Employee Tracking
Recruitment
Diversity Programs
Selection/Job Posting/
Employee Referral
Hiring Decisions
T&D
Performance Appraisal
Compensation
Benefits
Safety
Human
Resource
Information
System
Contribute Toward Achievement of:
Training Programs/Elearning/Management Succession
Compensation Programs
Benefit Programs (e.g.,
prescription drug programs)
Labor Relations
Health Programs (e.g., Employee
Assistance Programs)
Bargaining Strategies
Employee Relations
Employee Services
Health
Organizational
Strategic Plans
Human
Resource
Management
Plans
*Manager and employee self-service is available.
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Trends & Innovations: Manager
Self-Service
• Use of software and corporate network to
automate paper-based processes
requiring manager’s approval, recordkeeping or input, and processes that
support manager’s job
• MSS can help managers develop and
grow staff and assist employees in
determining their career paths and
developing required competencies
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Employee self-service (ESS)
• Processes that automate transactions
formerly labor-intensive for employees and
HR professionals
• ESS applications can free up valuable HR
staff time, reducing administrative time
and costs
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Job Design
• Process of determining specific tasks to be
performed, methods used in performing
these tasks, and how job relates to other
work in organization
• Job enrichment - Basic changes in content
and level of responsibility of job, to
provide greater challenge to worker
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Job Design (Cont.)
• Job enlargement - Changes in scope of
job to provide greater variety to worker
• Reengineering - Fundamental rethinking
and radical redesign of business
processes to achieve dramatic
improvements in critical measures of
performance, such as cost, quality, service
and speed
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A Global Perspective: A Database
of Repatriate Skills
• Vast majority of U.S. companies have
failed to realize importance of creating
databases of repatriate skills
• Colgate-Palmolive’s database is primarily
for succession planning.
• It also contains data on each manager’s
experience with or awareness of particular
cultures
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