HR Planning Learning Objectives
• Discuss Job Requirements and Relationships to other HR Functions
• Describe Job Analysis Methods
• Explain Job Descriptions
• List Factors in Job Design
• Describe How to Maximize Employee Contributions
Job
• Group of Related Activities and Duties
• Many Jobs Within an Organization
• Many Employees do a Certain Type of Job
• Facilitate the Organization's Goals
Specific Position
• Duties
• Responsibilities
• One Employer Per Position
Position
- The different duties and responsibilities performed by only one employee.
Job Changes
• Evaluate Content Regularly
• Review Relationship
Job Reengineering
• Redesign Tasks in a Process
• Review Work Team
• Adjust Time Commitment
• Enhance Productivity
Job Requirements
• Duties
• Tasks
• Responsibilities
Job Description
- Statement of the tasks, duties, and responsibilities of a job to be performed.
Job Specification
- Statement of the needed knowledge, skills, and abilities of the person who is to
perform the job.
Relationship of Job Requirementsto Other HRM Functions
TRAINING AND DEVELOPMENT
SELECTION
RECRUITMENT
PERFORMANCE APPRAISAL
COMPENSATION MANAGEMENT
LABOR RELATIONS
JOB
REQUIREMENTS
Determine recruitment qualifications.
Provide job duties and job specifications for selection process.
Determine training needs and develop instructional programs.
Provide performance criteria for evaluating employees.
Provide basis for determining employee’s rate of pay.
May help to determine bargaining units.
Class Project:Write a Job Description
• Job Identification (Facts)
• Job Statement - Major Duties
• Job Duties and Responsibilities
• Job Specification
The Job Title
• Defines Duties
• Indicate Level Within Organization (junior, etc.)
• Qualifiers on Same Job (I, II, III, etc.)
Job Identification Section
• Department
• Reporting Relationship
• Date of Last Review
• Classification Level
Job Duties
• Each Task Define
• Start with a Verb
• Rank in Order of Importance
• Usually 8-20 1 to 3 line Statements
• See Examples
Characteristics of Job Descriptions
• No set format
• Basic Parts (Title, ID, Duties, Specifications)
• Qualifications, Separate Section
Qualities of a Good Job Description
• Direct Statements• Terse• Direct
• Begin Statements with Verbs• Maintains• Supervises• Performs
• Umbrella Statement:• "Other duties as assigned"
Simple Concise
Coordinates Operates Directs
Preparing the Job Description
Job Analyst
Combine andreconcile data
Interview
Questionnaire
Observation
Employees
FinalDraft
Securingconsensus
Tentativedraft
Interview
QuestionnaireSupervisor
Alternative/optional
Key Elements of the Job Description
JOB TITLE• Ideally three words or less• Non-sexist• Indicates job duties and organizational level
STATEMENT OF THE JOB• Distinguishes job from all other jobs
ESSENTIAL FUNCTIONS (JOB DUTIES)• Listed in the order of importance or time required• Indicate:
– weight or value of the duties– results to be accomplished
• Start phrases with active verbs; subject implied
The Job Analysis(Collecting Facts)
Job Analysis
- Process of obtaining information about jobs determining what the duties, tasks,
or activities of jobs are.
Sources of Data
• Employee
• Supervisor
• HRM Job Analyst
Methods of Collecting Data
• Interviews
• Questionnaires
• Observations
• Past Records
• Standardized Descriptions (DOT)
• Job Diaries
Job Data
• Tasks• Performance Standards• Responsibilities• Knowledge Required• Skills Required• Experience Needed• Job Context (Relationship)• Duties• Equipment Used
Performing Job Analysis #1
STEP 1:
Select jobs to study
STEP 2:
Determine information to collect• Tasks• Responsibilities• Skill requirements
STEP 3:
Identify Sources of Data• Employees• Supervisors/managers
Performing Job Analysis #2
STEP 4:
Methods of data collection• Interviews• Questionnaire• Observation• Records
STEP 5:
Evaluate and verify data collected• Other employees• Supervisors/managers
STEP 6:
Write job analysis report
Determining Job Requirements
• Determining job requirements
• What the employee does• How the employee does it• Why the employee does it
• Employee orientation• Employee instruction• Disciplinary action
• Recruitment• Selection• Development
Nature of: Basis for:JOB ANALYSIS
• Summary statement of the job• List of essential functions of the job
JOB DESCRIPTION
• Personal qualifications required in terms of:– Skills– Education– Experience
JOB SPECIFICATION
Job Specifications
• Skill Requirement
• Physical Demands
• Social Skills
• Education Level
• Personal Qualities
• Interests
Dictionary of Occupational Titles (DOT)
• U.S. Employment Service
• “Comprehensive Descriptions of 20,000+ Jobs”
Approaches to Job Analysis
• Functional Job Analysis (FJA)• Inventory of Work Activities• Assumes Every Job Performs Certain Functions
• Position Analysis Questionnaire (PAQ)
• Critical Incident Method (CIM)
Functional Job Analysis Functional Job Analysis (FJA)(FJA)
• Quantitative approach to job analysis that utilizes a complied inventory of the various functions of work activities that can make up any job and that assumes that each job involves three broad worker functions:
1. data
2. people
3. things
Position Analysis Questionnaire(PAQ)
• 194 Different Tasks
• 5 Point Scale (Nominal, Occasional, Moderate, Considerable, Substantive)
• 6 Divisions:1. Information Input
2. Mental Process
3. Work Output
4. Relationships
5. Job Context
6. Other Characteristics
Position Analysis Questionnaire(PAQ)
- Questionnaire covering 194 different tasks which, by means of a five-point scale,
seeks to determine the degree to which different tasks are involved in performing
a particular job.
Critical Incident Method (CIM)
- Job analysis method by which important job tasks are identified for job success.
Critical Incident Method (CIM)
• Identify Critical Job Tasks
• Most Important Duties and Responsibilities
• Describe the Job (What, Where, When, How, etc.)
• Start Task with Verb
• 5-10 Task Statement
• Compare Other Job to the Key Jobs
Job Design
• Structuring Jobs
• Focus on Employee Satisfaction
• Integrate Technology
• Consider Human Characteristics
Four Most ImportantDesign Techniques
• Job Enlargement (Horizontal Loading)
• Job Rotation (Variety)
• Job Enrichment (Vertical Expansion-Delayering)
• Job Empowerment
Behavioral Considerations
• Avoid Problems• Overspecialization• Work Simplification• Division of Labor
• Focus on Psychological Rewards• Interesting Tasks• Challenging Projects• Reduce Boredom• Quality• Pride in Job
Job Enrichment
- Enhancing a job by adding more meaningful tasks and duties to make the
work more rewarding or satisfying.
Five Enrichment Factors
• Achievement
• Recognition
• Growth
• Responsibility
• Complete Product/Service
Employee Teams
- An employee contributions technique whereby work functions are structured for
groups rather than for individuals and team members are given discretion in
matters traditionally considered management prerogatives, such as process improvements, product or
service development, and individual work assignments.
Employee Participation Teams
• Joint Decision Making
• Intrinsically Fulfilling
• Team Develops Loyalty
• Builds Pride of Ownership
• Involved in the Result
Employee Empowerment
- Granting employees power to initiate change, thereby encouraging them to
take charge of what they do.
Increasing Organizational Commitment
• Increase job challenge through enriched jobs with high autonomy, feedback and responsibility.
• Use work teams where appropriate.
• Clarify job responsibilities through effective communication.
• Emphasize the long-run opportunities with the organization.
• Encourage employees to use their unique talents to improve the organization.
• Provide employees with a sense of power and control over their jobs by encouraging participation.
The Employee Involvement (EI) Group Process
Principles of Vertically Loadinga Job
PRINCIPLE MOTIVATORS INVOLVED
A. Removing some controls while retaining accountability
Responsibility and personal achievement
B. Increasing the accountability of individuals for their own work
Responsibility and recognition
C. Giving a person a complete natural unit of work (module, division, area, and so on)
Responsibility, achievement, and recognition
D. Granting additional authority to employees in their activities; job freedom
Responsibility, achievement, and recognition
E. Making periodic reports directly available to workers rather than to the supervisor
Internal recognition
F. Introducing new and more difficult tasks not previously handled
Growth and learning
G. Assigning individuals specific or specialized tasks, enabling them to become experts
Responsibility, growth, and advancement
Alternate Work Schedules
• Four Day Week
• Flextime
• Telecommuting
• Job Sharing
• Shift Work
Four Day Week
• 10 Hour Workday
• Long Weekend
• Reduced Commuting
• Lower Costs
• Problem on Serving
• Customers
Flextime
- Flexible working hours that permit employees the option of choosing daily
starting and quitting times, provided that they work a set number of hours per day
or week.
Flextime
• Flexible Start and Ending Ties
• Core Mid-day Period
• Lower Tardiness and Absenteeism
• Higher Morale and Productivity
• Not Suited to all Jobs
• Increased Overhead Costs
Telecommuting
- Use of microcomputers, networks, and other communications technology such
as fax machines to do work in the home that is traditionally done in the workplace.
Job Sharing
• 2 Part-Timers Make one Full-Time Position
• Accommodate Special Needs
• Provides Back-up Redundancy
• Extra Training Costs
• Increase Morale and Productivity
Shift Work
• Used Where Continuous Operation Required
• 7:00 a.m. - 3:00 p.m.• 3:00 - 11:00 p.m.• 11:00 p.m. - 7:00 a.m.
• Rotate Employees (Seniority-Desire)
Job Requirements Summary
• Relationships to all HRM functions
• Defined Job Families
• The Job Description
• Job Analysis
• Job Design
Job Description Examples
Amoco Facility Manager
Amoco Sales Manager
Amoco Sales Operations Manager
Emery Sales Representative
Marathon Marketing Representative
Position Analysis Questionnaire
Indiana University PAQ
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