1. Matching Employees with Jobs
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon
Chapter 4

2. Matching Employees with Jobs
Employee and Job Matching
To maximize productivity, employers must match the right people with the right jobs, because:
Mismatched workers tend to have low job satisfaction, and;
Low job satisfaction leads to absenteeism, turnover, and lower levels of productivity.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

3. Matching Employees with Jobs
Workflow Analysis
A tool used to identify what has to be done within the organization to produce a product or service.
Identify the expected result.
Determine the steps, or activities required in order to create the end result.
Identify the inputs necessary to carry out the steps and perform the same tasks (i.e., the 3-Ms: material, manpower and money).
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

4. Matching Employees with Jobs
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

5. Matching Employees with Jobs
Job Analysis
A process used to identify the work performed and the working conditions for each of the jobs within the organization.
Results include duties, responsibilities, skills, knowledge, required, outcomes, conditions under which a worker must operate, and possibly other factors.
Outcomes: Job Description and Job Specification.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

6. Matching Employees with Jobs
Job Description
Identifies the major tasks, duties and responsibilities that are components of a job.
Job Specification
Identifies the qualifications of a person who should be capable of doing the job tasks as noted in the job description.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

7. Matching Employees with Jobs
Job analysis is the basis of just about everything that HR does.
Human resource planning.
Job evaluation for compensation.
Staffing (recruiting and selection).
Training.
Performance management.
Maintaining a safe work environment.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

8. Matching Employees with Jobs
Databases and Job Analysis
Database job analyses should be customized for the organization.
Free and continually updated:
Department of Labor’s Dictionary of Occupational Titles (DOT).
O*NET.
Commercial databases are also available.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

9. Matching Employees with Jobs
Four Commonly Used Job Analysis Methods
Questionnaires - questions that help identify the functions of a particular job.
Interviews - questions are asked verbally, and answers are compiled into a profile of the job.
Diaries - workers write down the tasks that they accomplish as they go about their job.
Observation - an observer shadows the employee and logs tasks that are performed over a period of time.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

10. Matching Employees with Jobs
Job Analysis and the Nature of Jobs
If jobs are stable and well defined, then job analysis is valuable to designing those jobs.
If there are no well-defined jobs due to an organic organizational structure, then job analysis offers less value.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

11. Matching Employees with Jobs
Task versus Competency-Based Jobs
In task-based job analysis, the job is described as a function of the tasks performed within the job. (Best for jobs in stable, bureaucratic organizations.)
Competency-based job analysis looks at the capabilities an individual needs in order to succeed in the job. (Best for jobs in less structured and less stable organizations.)
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

12. Matching Employees with Jobs
Job Design/Redesign
Job design is the process of identifying tasks that each employee is responsible for completing, as well as how those tasks will be accomplished.
Job redesign refers to changing the tasks or the way work is performed in an existing job.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

13. Matching Employees with Jobs
Organizational Structure and Job Design
Jobs within the organization should be designed to fit within the confines of the structure.
Relaxed, flatter structures with lots of autonomy need jobs that take advantage of autonomy.
Rigid bureaucratic organization structures with strong centralized decision making and control need jobs that can be readily controlled by a central authority.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

14. Matching Employees with Jobs
Four Approaches to Job Design and Redesign
Mechanistic vs. Organic - design jobs around task specialization, skill simplification, and repetition.
Biological - Structure the physical work environment around the way the body works to minimize strain.
Perceptual/Motor - design jobs that keep workers within their mental capabilities and limitations.
Motivational – design jobs that focus on affecting psychological meaning and motivational potential.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

15. Matching Employees with Jobs
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

16. Matching Employees with Jobs
The Job Characteristics Model of Job Design
Five core job characteristics can be fine-tuned to improve employees’ productivity and quality of working life:
Skill variety.
Task identity.
Task significance.
Autonomy.
Feedback.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

17. Matching Employees with Jobs
Designing Motivational Jobs
Tools include:
Job simplification.
Job expansion.
Work teams.
Flexible work.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

18. Matching Employees with Jobs
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

19. Matching Employees with Jobs
Job Design is Organization and Country Specific
Whether jobs are designed to be motivational, mechanistic, etc., depends on the type of work and the culture of the organization and country.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

20. Matching Employees with Jobs
HR Forecasting Identifies the estimated supply and demand for the different types of human resources in the organization over some future period, based on analysis of past and present demand. Methods can be quantitative or qualitative.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

21. Matching Employees with Jobs
Quantitative Forecasting Analysis
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

22. Matching Employees with Jobs
Quantitative Forecasting Analysis
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

23. Matching Employees with Jobs
Quantitative Forecasting Analysis
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

24. Matching Employees with Jobs
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

25. Matching Employees with Jobs
Reconciling Internal Labor Supply and Demand
Employers need to get the right numbers of people with the right skill sets into the organization at the right time.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

26. Matching Employees with Jobs
Reconciling Internal Labor Supply and Demand
Options for a Labor Surplus
Downsizing and layoffs.
Pay reduction.
Work sharing.
Natural attrition.
Hiring freeze.
Retraining and transfers.
Early retirement.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

27. Matching Employees with Jobs
Reconciling Internal Labor Supply and Demand
Options for a Labor Shortage
Overtime.
Temporary or contract workers.
Retrain workers.
Outsourcing.
Turnover reduction.
Hire new employees.
Technological innovation.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

28. Matching Employees with Jobs
Succession Planning
Is a type of forecasting which is done to:
Have people ready to move into vacated positions.
Make predictions for leadership requirements over a forecasted time period to either prepare new leaders within the company to take on those positions, or to go out and recruit new people.
Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.