© 2008 by Prentice Hall4-1 Human Resource Management 10 th Edition Chapter 4 JOB ANALYSIS, STRATEGIC PLANNING, AND HUMAN RESOURCE PLANNING.

© 2008 by Prentice Hall 4-1

Human Resource Management 10th EditionChapter 4

JOB ANALYSIS, STRATEGIC PLANNING, AND HUMAN RESOURCE PLANNING


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


Definitions (Cont.)

• A work group consisting of a supervisor, two senior clerks, and four word processing operators has 3 jobs and 7 positions.


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?


Job Analysis: A Basic Human Resource Management Tool

Tasks Responsibilities Duties

Job Analysis

Job Descriptions

Job Specifications

Knowledge Skills Abilities

Staffing

Training and Development

Performance Appraisal

Compensation

Safety and Health

Employee and Labor Relations

Legal Considerations


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


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


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


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


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


Job Analysis Methods

• Questionnaires

• Observation

• Interviews

• Employee recording

• Combination of methods


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


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


Interviews

• Interview both employee and supervisor

• Interview employee first, helping him or her describe duties performed

• Then, analyst normally contacts supervisor for additional information


Employee Recording

• Describe daily work activities in diary or log

• Problem: Employees exaggerating job importance

• Valuable in understanding highly specialized jobs


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


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


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 job-oriented elements


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


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


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


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


Conducting Job Analysis

People who participate in job analysis should include, at a minimum:

• Employee

• Employee’s immediate supervisor


Job Description

• Document that states tasks, duties, and responsibilities of job

• Vitally important job descriptions are both relevant and accurate


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


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)


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


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


Timeliness of Job Analysis

Rapid pace of technological change makes need for accurate job analysis even more important now and in the future.


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.


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


Strategy Implementation

• Leadership

• Organizational Structure

• Information and Control Systems

• Technology • Human Resources


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


Human Resource Planning ProcessExternal EnvironmentInternal Environment

Strategic Planning

Human Resource Planning

Forecasting Human

Resource Requirements

Comparing Requirements

and Availability

Forecasting Human Resource

Availability

Surplus of Workers

Demand = Supply

No Action

Shortage of Workers

Recruitment

Selection

Restricted Hiring, Reduced Hours, Early Retirement, Layoffs,

Downsizing


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


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

© 2008 by Prentice Hall4-1 Human Resource Management 10 th Edition Chapter 4 JOB ANALYSIS, STRATEGIC PLANNING, AND HUMAN RESOURCE PLANNING.

Documents

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organization job

job analysis important

questions job analysis

methods analysis personal

prentice hall4

compensation value of

job elemental motions