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Human Resource Management Chapter 4

JOB ANALYSIS, STRATEGIC PLANNING, AND HUMAN RESOURCE PLANNING

Definitions

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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

Questions Job Analysis Should Answer

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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

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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

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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 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.)

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Safety and Health - Helps identify safety and health considerations

Employee and Labor Relations - Leads 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

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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.)

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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.)

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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

QuestionnairesObservationInterviewsEmployee recordingCombination of

methods

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Questionnaires

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Typically quick and economical to use Structured questionnaire to employeesProblem: Employees may lack verbal skillsSome employees tend to exaggerate

significance of their tasks

Observation

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Job analyst watches worker perform job tasks and records observations

Used primarily to gather information on jobs emphasizing manual skills

Used alone is often insufficientDifficulty: 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

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Employee RecordingDescribe daily work

activities in diary or log Problem: Employees

exaggerating job importance

Valuable in understanding highly specialized jobs

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Combination of Methods

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Usually use more than one methodClerical 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

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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

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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

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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

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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

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Designed for management positionsUses checklist to analyze jobs Has been used to determine 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 jobs to job families

Guidelines-Oriented Job Analysis

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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:

EmployeeEmployee’s immediate

supervisor

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Job Description

Document that states tasks, duties, and responsibilities of job

Vitally important job descriptions are both relevant and accurate

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Content of a Job Description

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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 jobDuties Performed - Major duties

O*NET, the Occupational Information Network

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Comprehensive government-developed database of worker attributes and job characteristics

Primary source of occupational informationReplaces Dictionary of Occupational Titles

(DOT)

Job Specification

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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 consideration

Compensation costs will increase

Job vacancies will be harder to fill 4-27

Timeliness of Job Analysis

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

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Trends & Innovations:Talent Management

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Process of anticipating workforce needs, managing current workers, attracting highly skilled workers and integrating and developing them to achieve maximum workforce productivity

Basically talent management exists to support company objectives

Companies are going to have to be innovative as they attempt to recruit highly talented individuals

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

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Strategic Planning and Implementation Process

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MISSION DETERMINATION Decide what is to be accomplished

(purpose) Determine principles that will guide the effort

ENVIRONMENTAL ASSESSMENT Determining external conditions, threats, and opportunities Determining competencies, strengths, and weaknesses within the organization

External Internal

OBJECTIVE SETTING Specifying corporate-level objectives that are:• Challenging, but attainable • Measurable • Time-specific • Documented (written) STRATEGY SETTING

Specifying and documenting corporate-level strategies and planning

STRATEGY IMPLEMENTATION

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

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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

Definitions

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Requirements forecast - Determining number, skill, and location of employees organization will need at future dates in order to meet goals

Availability forecast - Determination of whether firm will be able to secure employees with necessary skills, and from what sources

Forecasting Human Resource Requirements

Zero-based forecasting - Uses current level as starting point for determining future staffing needs

Bottom-up approach - Each level of organization, starting with lowest, forecasts its requirements to provide aggregate of employment needs.

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Forecasting Human Resource Requirements (Cont.)

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Relationship between Volume of Sales and Number of Workers Required

Simulation Models - Simulation is a forecasting technique for experimenting with real-world situation through mathematical model representing that situation. A model is abstraction of the real world.

The Relationship of Sales Volume to Number of Employees

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Number of Employees

500

400

300

200

100

0 10 20 30 40 50 60

Sales (thousands)

Forecasting HR Availability

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Determining whether firm will be able to secure employees with necessary skills, and from what sources

Show whether needed employees may be obtained within company, from outside organization, or from combination of these sources

Shortage of Workers Forecasted

Creative recruitingCompensation incentives –

Premium pay is one methodTraining programs – Prepare

previously unemployable people for positions

Different selection standards

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Surplus of Employees

Restricted hiring – Employees who leave are not replaced

Reduced hoursEarly retirementDownsizing - Layoffs

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Downsizing

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Also known as restructuring and rightsizingReverse of company growing and suggests

one-time change in organization and number of people employed

Typically, both organizational structure and number of people in the organization shrink for purpose of improving organizational performance

System Used In the Event of Downsizing

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Unionized - Seniority usually is the basis Union-free - Productivity and needs of the

organization Retention bonuses are used to entice

terminated employees to remain for short periods of time to ensure continued services

Negative Aspects of Downsizing

Cost associated with low morale of those remaining

Layers removed, making advancement in organization more difficult

Workers may seek better opportunities, fearing they may be in line for layoffs

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Negative Aspects of Downsizing (Cont.)

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Employee loyalty significantly reduced Institutional memory lostRemaining workers required to do

more When demand for products/services

returns, firm may realize it has cut too deep

May be an increase in number of discrimination lawsuits

OutplacementLaid-off employees given

assistance in finding employment elsewhere

Companies use outplacement to take care of employees by moving them successfully out of company rather than having to do it on their own

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Succession Planning

Process of ensuring that qualified persons are available to assume key managerial positions once the positions are vacant

Goal is to help ensure a smooth transition and operational efficiency

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