Transcript Week 3 - McMaster University

JOB ANALYSIS
and
HR PLANNING
________________________
Dr. Teal McAteer
DeGroote School of Business
McMaster University
2BC3 Week 3
1
Motivational/Contextual
Background
• Job Enlargement
• Job Enrichment
Job Characteristics Model
• Job Rotation
2
What is a job?
• Job
– Group of related activities and duties
– Made up of tasks
• Tasks
– Basic elements of jobs
– “what gets done”
3
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
4
In-Class Exercise
• Using jobs, tasks, and KSAs to design
recruiting questions.
5
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
– Performance Appraisal
• Job analysis establishes performance standards
6
What is the purpose of JA?
– Compensation
• Relative worth of jobs measured via job evaluation
• JA helps you to select the right ee, evaluate the
ee fairly, compensate, and train the appropriate
skills to the appropriate ees
• JA also ensures your system is legally
defensible and perceived as fair (procedural
justice)
7
Steps in Job Analysis Process
• Phase 1: Preparation for job analysis
1. Familiarization with the organization and its
jobs
2. Determine the uses of the JA information
(selection, training?)
3. Identify what jobs need to be analyzed
•
•
•
Critical to success of the organization
Difficult to learn
New technology
8
Steps in Job Analysis Process
Phase 2: Collection of JA
information
1. Source of Job Data
– Job incumbents, supervisors, subordinates,
customers
– Existing job descriptions
– Manuals, publications
– National Occupational Classification
9
Steps in Job Analysis Process
Phase 2: Collection of JA
information
2. Data collection instrument design
–
–
–
–
Gather information systematically
Often involves questionnaire, checklist
Use same questionnaire for similar jobs
Different jobs may require different
instrument
• Information gathered:
– Status, key duties/tasks, KSAs, working
conditions, performance standards
10
Steps in Job Analysis Process
Phase 2: Collection of JA
information
3. Data collection method
–
–
–
–
–
–
Face-to-face interviews
Questionnaires
Employee log/diary
Observation
Combination of above
No “best” approach
• Trade-offs re: accuracy, time, and cost
11
Existing JA Methods
(Instruments)
• Position Analysis Questionnaire (PAQ)
• Functional Job Analysis (FJA)
• Critical Incident Technique (CIT)
Note: JAQ (Figure 2-4) Handout
12
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
13
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?
14
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”
15
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
16
consequences were in the employee’s control
Developing Critical Incidents
• Interview with people 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
17
behaviour?
Using Critical Incidents
• Critical incidents are collected
• Critical incidents that are similar in
context are grouped into a behavioural
item
– 2 critical incidents
1. Rewarding employees for good performance
2. Publicly praising for good performance
• Could be grouped into a behavioural item
“Praise/reward subordinates for effective
performance”
18
Using Critical Incidents
• Similar behavioural items are grouped
into a meaningful behavioural criterion
– 2 behavioural items
1. “Praise/reward employees…”
2. “Counselling, giving advice to subordinates”
• Combine to form the behavioural criterion
“Interactions with subordinates”
• These form basis of selection system
(e.g., interview), performance appraisal
instrument, etc.
19
Steps in Job Analysis Process
Phase 3: Uses of JA information
1. Job descriptions—Task requirements
– Statement that explains functions, tasks,
accountabilities, working conditions, competencies
for a particular occupation or 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
20
Steps in Job Analysis Process
Phase 3: Uses of JA information
3. Performance standards
– What is expected of workers
– JA may provide performance standards for job
where performance is readily quantified,
measurable, etc.
– May need to be augmented – e.g., participative goalsetting
21
Uses of JA information cont..
4. Job Design/Re-Design
- Employee considerations
- Organizational considerations
- Ergonomic considerations
- Environmental considerations
5. Designing HRIS
6. Changing HR systems
7. Organizational change
22
In-Class Exercise
• In groups, develop critical incidents for
university instructors
• Generate at least:
– 3 incidents of effective behaviour and
– 3 incidents of ineffective behaviour
23
Critical Incident Technique
• Think about instructors you have had over the
last 12 months:
– Without telling me the name, think of someone who
has been (in)effective in the role of instructor.
– 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?
• Make sure you are describing observable behaviour
– What were the consequences of the behaviour?
Were the consequences due to the person’s
behaviour?
24
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
25
HR Demand and Supply
Forecasting Demand
Forecasting Supply
• External
• External;
– Socio-political-legal
– Economic; Technological
– Competition
• Organizational
– Organizational strategy
– Budgets; Sales forecasts
– New ventures; org’l/job
design
– Labour market analysis
– Community attitudes
– Demographic trends
• Internal
– HR audit/Current
employees’ KSAs
– Succession planning
replacement charts
– Management inventories
• Workforce
– Retirements, resignations,
terminations, leaves of
absence
26
Forecasting Techniques used to
Predict HR Demand
• Expert Forecasts
• Trend Projection Forecasts
• Other Forecasting Methods
27
Current State
• Tight Labour Market
• Loose Labour Market
• Intermediate Labour Market
28
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
29
Matching Strategies cont…
• Strategies for a Tight Labour Market
(Shortage)
- overtime
- PT, contingent, contract workers
- temporary employment agencies
- employee leasing
- transfers
- hiring FT workers
30
Emerging Work Options &
Arrangements
•
•
•
•
•
Shorter work week
Flextime
Flexiplace
Telecommuting
Virtual organizations
31
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
32
Strategic Issues re: HR Planning
4. An organization’s tactical plans must be
aligned with HR plans
5. Alignment between organizational and HR
plans provides basis for timely and
effective recruitment and selection.
33