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© 2008 by Prentice Hall4-1 Human Resource Management Chapter 4 JOB ANALYSIS, STRATEGIC PLANNING, AND HUMAN RESOURCE PLANNING
© 2008 by Prentice Hall4-2 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 Hall4-3 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 Hall4-4 Definitions (Cont.) A work group consisting of a supervisor, two senior clerks, and four word processing operators has 3 jobs and 7 positions.
© 2008 by Prentice Hall4-5 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 Hall4-6 Job Analysis: A Basic Human Resource Management Tool TasksResponsibilitiesDuties Job Analysis Job Descriptions Job Specifications KnowledgeSkillsAbilities Staffing Training and Development Performance Appraisal Compensation Safety and Health Employee and Labor Relations Legal Considerations
© 2008 by Prentice Hall4-7 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 Hall4-8 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 Hall4-9 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 Hall4-10 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 Hall4-11 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
© 2008 by Prentice Hall4-12 Job Analysis Methods Questionnaires Observation Interviews Employee recording Combination of methods
© 2008 by Prentice Hall4-13 Questionnaires 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
© 2008 by Prentice Hall4-14 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 Hall4-15 Interviews Interview both employee and supervisor Interview employee first, helping him or her describe duties performed Then, analyst normally contacts supervisor for additional information
Chapter 5 Job Analysis Human Resource Management in Canada
© 2005 Prentice Hall Inc. All rights reserved.4–1 Key Terms Job TaskPositionJob Element Job Family.
© 2008 by Prentice Hall4-1 Human Resource Management 10 th Edition Chapter 4 JOB ANALYSIS, STRATEGIC PLANNING, AND HUMAN RESOURCE PLANNING.
Chapter 4 Job Analysis Discuss the nature of job analysis, including what it is and how it’s used. Use at least three methods of collecting job analysis.
Job Analysis OS352 HRM Fisher January 31, Agenda Follow up on safety discussion Job analysis – foundation of HR – Purpose – Various techniques.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved. Chapter 4 Analyzing Jobs.
JOB ANALYSIS AND HUMAN RESOURCE PLANNING
Job Analysis and Competency Models
© 2005 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama t e n t h e d i t i o n Gary Dessler.
BA 453/553 Human Resource Management Agenda April 18, 2006 Group Presentations (5,6,7, & 8) Lecture (Job Analysis & Job Description) Video “You Be The.
Definitions Job analysis - Systematic process of determining skills, duties, and knowledge required for performing jobs in organization Job - Consists.
Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall
Chapter 4 – Strategic Job Analysis and Competency Modeling
Chapter 4 Analyzing Jobs.
HR Planning & HRIS. HR Planning The process of systematically reviewing HR requirements to ensure that the required number of employees, with the required.
10-1 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 10 Human Resource Management and Labor Relations.
Principle of Management
HUMAN RESOURCE MANAGEMENT
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