...CHAPTER 5 HUMAN RESOURCE PLANNING AND JOB ANALYSIS CHAPTER OVERVIEW The chapters begins by describing the intensive succession-plan for the new CEO at Quest Diagnostics. The process of human resource planning, and its connection to overall strategic organizational planning is described. Next, key notions are that a firm must know its mission and goals, and its strengths, weaknesses, opportunities, and threats (SWOT). Then human resources must describe jobs that will perform tasks necessary to meet the goals. Factors to consider, such as the skills of current employees, available tools, and management information systems, are presented in the discussion on how labor supply and demand are matched. Job analysis, which is used to determine the knowledge, skills and abilities required for each job, is described, and the importance of job analysis for almost all HRM activities is emphasized. Finally, current issues in human resource planning, which today must deal with downsizing and rightsizing, are presented. Additional Features of this Chapter Exhibit 5-2 is s sample replacement chart. Examples from various job analysis techniques are provided and Exhibit 5-4 outlines the steps in a job analysis. Exhibit 5-9 gives a sample job description for a benefits manager. “Ethical Issues in HRM” discusses various competitive intelligence activities and the difference between ethical vs. legal. ADDITIONAL LECTURE OR ACTIVITY SUGGESTIONS Environmental Scanning:...
Words: 3438 - Pages: 14
...Milkovich−Newman: Compensation, Eighth Edition I. Internal Alignment: Determining the Structure 4. Job Analysis © The McGraw−Hill Companies, 2004 Chapter Four Job Analysis Chapter Outline Structures Based on Jobs, People, or Both Job-Based Approach: Most Common Why Perform Job Analysis? Job Analysis Procedures What Information Should Be Collected? Job Data: Identification Job Data: Content Employee Data “Essential Elements” and the Americans with Disabilities Act Level of Analysis How Can the Information Be Collected? Conventional Methods Quantitative Methods Who Collects the Information? Who Provides the Information? What about Discrepancies? Job Descriptions Summarize the Data Describing Managerial/Professional Jobs Verify the Description Job Analysis: Bedrock or Bureaucracy? Judging Job Analysis Reliability Validity Acceptability Usefulness A Judgment Call Your Turn: The Customer-Service Agent Three people sit in front of their keyboards scanning their monitors. One is a sales representative in Ohio, checking the progress of an order for four dozen picture cell phones from a retailer in Texas, who just placed the four dozen into his shopping cart on the company’s website. A second is an engineer logging in to the project design software for the next generation of these picture cell phones. Colleagues in China working on the same project last night (day in China) sent some suggestions for changes in the new design; the...
Words: 15273 - Pages: 62
...Table of Content Page No. Introduction 2 Job Analysis 2 Nature of Job Analysis 2 Components of Job Analysis 4 Uses of Job Analysis 4-5 Steps in Job Analysis 6-7 Methods of collecting information 7-11 o Interview o Questionnaire o Observation o Participant diary/logs o Quantitative Job Analysis Technique Conclusion 11 Introduction A method of performing job analyses and delivering or providing access to the results of the job analyses by creating a list of job requirements and working conditions for each discrete task of a job, creating a physical demands analysis comprising a list of physical requirements of each discrete task of a job, and combining the lists into a job analysis database for determining whether a worker can perform a job. Job Analysis Job analysis is a systematic approach to defining the job role, description, requirements, responsibilities, evaluation, etc. It helps in finding out required level of education, skills, knowledge, training, etc for the job position. It also depicts the job worth i.e. measurable effectiveness of the job and contribution of job to the organization. Thus, it effectively contributes to setting up the compensation package for the job position. Nature of Job Analysis: Organisations consist of positions that have to be staffed. Job Analysis is the procedure through which we determine the task, duties and responsibilities...
Words: 2685 - Pages: 11
...This chapter focuses on methods that focus on attributes or characteristics that people need to be able to complete their jobs successfully. This kind of information is used to hire qualified people. b. Worker-oriented methods are the most ‘psychological’ of the methods of job analysis. 2. Job Element Method c. This method blurs the distinction between what gets done and what abilities are required to do the job. This method breaks the job down into pieces called elements and are described in terms that job incumbents can easily understand. d. JEM focuses on work-behaviors and the results of this behavior rather than more abstract characteristics. e. An element in JEM is a combination of behaviors and associated evidences. f. Contents of Elements i. Contents cover a broad range of behaviors, including cognitive, psychomotor, and work habits. ii. One of the advantages of JEM over more narrow analytic approaches to job analysis is the use of work habits as elements. g. Steps in the JEM iii. Gathering Information for JEM 1. Usually conducted by a professional analyst and a team of six subject matter experts, who are usually incumbents and supervisors. 2. During the first session, SMEs brainstorm and rate a list of elements that the analyst compiles. A list of job elements and ratings of each will be created. The results of the first session will be put to some particular purpose,...
Words: 973 - Pages: 4
...Methods of Collecting Job Analysis Data A variety of methods are used to collect information about jobs. None of them, however, is perfect. In actual practice, therefore, a combination of several methods is used for obtaining job analysis data. These are discussed below. Job performance In this method the job analyst actually performs the job in question. The analyst, thus, receives first hand experience of contextual factors on the job including physical hazards, social demands, emotional pressures and mental requirements. This method is useful for jobs that can be easily learned. It is not suitable for jobs that are hazardous (e.g., fire fighters) or for jobs that require extensive training (e.g., doctors, pharmacists). Personal observation The analyst observes the worker(s) doing the job. The tasks performed, the pace at which activities are done, the working conditions, etc., are observed during a complete work cycle. During observation, certain precautions should be taken The analyst must observe average workers during average conditions. The analyst should observe without getting directly involved in the job. The analyst must make note of the specific job needs and not the behaviors specific to particular workers. The analyst must make sure that he obtains a proper sample for generalization. This method allows for a deep understanding of job duties. It is appropriate for manual, short period job activities. On the negative side, the methods fail to take note of the mental...
Words: 852 - Pages: 4
...Recruitment, Selection and Induction Assessment task 1 Section 1 – Analysing job requirements 1. There a number of ways to define job analysis, however, to sum it up: it is the process of exploring and gathering information relating to a specific job. The analysis highlights the duties, responsibilities and the accountabilities of a job. The process of the analysis results in two sets of data: a job description and a job specification. The sole purpose for the job analysis - in relation to recruitment and selection - is to assist human resources in their search for potential future employees; it also helps in better continuity and planning in staffing for the organisation. Additionally, selecting a good candidate also requires a detailed job description as the objective of recruiting employees is to match the right candidate to the right job. There a number of ways for collecting job analysis data and two methods that Asda are most likely to use are: a questionnaire method and an observation method. The most commonly used job analysis method for any work place is to get their existing employees, superiors and managers to fill in questionnaires. This method must be framed differently for different grades of employees in order to gain reliable information. It should also be communicated to staff that all data collected will benefit them in the long run by providing the questionnaire with ‘true’ job-related data. If it is not completed properly, it will suffer from personal biasness...
Words: 1542 - Pages: 7
...Running head: Job Analysis paper Anne Solomon Industrial/Organizational Psychology/PSY435 Professor Rockel Etienne May 2, 2011 Job Analysis paper The purpose of job analysis is the studying and evaluating what a job entails; describing precisely the skills needed and the qualifications to fulfill the job position accurately. Job analysis is when most personnel functions because the methods of any job need to be precise. For example, in a job position the duties of that position should be clearly stated. Therefore, the job analyst would need to observe a person in the current position. This can be helpful as well in determining what skills and requirements are necessary to perform that job most efficiently. Also jobs are continually changing as time goes on so job analysis needs to take note of any changes periodically so that the current job duties and requirements are kept up-to-date. This means that the person doing the analysis should also be very familiar with that job and position. “A job analysis leads directly to the development of several other important personnel [tools]; a job specification, a job evaluation, and performance criteria” (Riggio, 2008, p. 57). The job of paraeducator is an important one. The job of paraeducator consists of assisting full-inclusion (FI) students. Full-inclusion students are students that have special needs that are mainstreamed into a regular classroom among peers that do not have special needs. The class...
Words: 1181 - Pages: 5
...Job Analysis Paper The purpose of job analysis is the studying and evaluating what a job entails; describing precisely the skills needed and the qualifications to fulfill the job position accurately. Job analysis is when most personnel functions because the methods of any job need to be precise. This paper will be discussing the job analysis for the challenging career of a behavior interventionist/teacher aide. This paper will also evaluate the reliability and validity of being a behavior interventionist. We will also be evaluating different performance appraisal methods that might be applied to being a behavior interventionist. Also, this paper will explain the various different benefits and vulnerabilities of each performance appraisal method talked about previously. In any job position, the duties of that position should be clearly stated. Therefore, after this information gets handed over to the employee, the job consultant would then need to observe a person in the current position. This evaluation helps determine the requirements and skills needed to perform the job better. Also in consideration with the fact that jobs are continuously changing as time passes job analysts must take note of any drastic changes to keep up with the requirements and actualized job duties. It means that the person in charge of doing the analysis should also be very familiar with that job and the position duties. The job of a behavior interventionist is very important in the education field...
Words: 1278 - Pages: 6
...Short Case Study # 1 - Madness Moosehead University Question As the consulting job analyst to Moosehead University, prepare an intake evaluation report that contains your recommended steps and sequencing of activities to conduct this work analysis. List the various stakeholders you will consult, indicate specific methods and techniques you will employ in successfully completing this contractual assignment. Objective The purpose of this evaluation report is to implement performance indicators for faculty members and professors, and to elaborate a document or guide to help the Moosehead University update their employee’s jobs descriptions and specifications. Also, this job analysis will enable HR personnel to effectively manage a variety of activities such as career progression, training, development, promotion, compensation, enhancing job performance, quality of teaching, accountability and other management related organizational requirements. In order to elaborate an in dept evaluation, there will be a variety of steps and activities to conduct this work analysis: 1. Review the current descriptions and specifications for each job, in this case, the Senate document that has three areas of duties: ➢ Teaching ➢ Research and Scholarly activities ➢ Service 2. Interview faculty members, professors other individuals who are in the job under evaluation (Dr. Hamish Haberdashery (VP Academic), Dr. Carla Climber (President)...
Words: 512 - Pages: 3
...CHAPTER 6 JOB ANALYSIS AND DESIGN CHAPTER Overview JOB ANALYSIS AND DESIGN IS OFTEN REFERRED TO AS THE CORNERSTONE OF HRM, AND IT HAS BECOME INCREASINGLY IMPORTANT FOR LEGAL QUESTIONS RELATED TO PROMOTION AND DISCRIMINATION. This chapter clarifies the contributions made by job analysis to an organization’s HRM program and specific activities. Furthermore, the careful planning needed and the various techniques of a job analysis program are highlighted. Finally, the importance of job analysis in the design is discussed. CHAPTER LEARNING OBJECTIVES AFTER READING THIS CHAPTER, STUDENTS SHOULD BE ABLE TO… 1. Define the terms job analysis, job description, and job specification. 2. Illustrate the uses that job analysis information can have in an organization’s HRM. 3. Describe four methods used to collect job analysis information. 4. Interpret job codes and information found in the Dictionary of Occupational Titles. 5. List the five core job dimensions used in job enrichment programs. 6. Compare the strengths and weaknesses of the mechanistic and motivational approaches to job design. 7. Describe the ways that job descriptions are changing as the nature of jobs changes. KEY TERMS |AUTONOMY |THE DEGREE TO WHICH THE JOB PROVIDES SUBSTANTIAL FREEDOM, INDEPENDENCE, AND DISCRETION| | |TO THE INDIVIDUAL IN SCHEDULING THE...
Words: 5398 - Pages: 22
...125 Job Analysis 125 Steps in the Job Analysis Process 126-129 Job Analysis Techniques 131 O*NET 131-137 Job Evaluation 137 Compensable Factors 137-139 Job Evaluation Process 139-140 Job Evaluation Techniques 140 The Point Method 141-143 Alternative Job-Content Evaluation Approaches 144-145 Alternatives to Job Evaluation 145-146 Limitations to Internally Consistent Compensation Systems 146 2. Why I selected this Book: HRMN 330 Course Requirement 3. Theme (Key Quote): “Internally consistent job structures formally recognize differences in the job characteristics that enable compensation managers to set pay accordingly.” 4. Abstract: The purpose of this book is to provide knowledge of the art and science of compensation practice and its role in promoting companies’ competitive advantage. Compensating employees represents a critical human resource management practice: without such companies cannot attract, retain nor motivate best qualified employees. 5. Introduction Internally Consistent Compensation Systems define the relative value of each job when compared with all jobs within the organisation. Within each organization there are job structures and principles which promote internally consistent compensation systems. Generally jobs that require higher qualifications, more responsibilities and complex analysis should have a higher compensation package when compared to those jobs that...
Words: 2710 - Pages: 11
...1. Jobs designed with scientific management principles in mind are general and varied. False 2. Work teams usually do not have the authority to assign roles within the team. False 3. In highly specialised jobs, employees have little input into the way their work is performed. True 4. One of the fastest-growing productivity improvement programmes in South Africa as well as internationally, has been total quality management (TQM). True 5. With job enrichment programmes, the worker is provided with an opportunity to derive feelings of greater achievement, recognition, responsibility and personal growth in performing a job. True 6. Compressed work - weeks are schedules with fewer than the traditional five workdays a week. True 7. The systematic investigation of the activities within a job is called a job analysis. True 8. Job analysis is extremely useful when organisations undergo restructuring or downsizing. True 9. The terms “position” and “job” mean the same thing. False 10. Experience indicates that the best way to initiate an effective job analysis programme is through a representative committee. True 11. The only legally accepted way to gather job information is by mean of an interview. False 12. The Functional Job Analysis (FJA) method only rates the job on data and people. False 13. The document that provides information regarding the job duties and responsibilities of the job is called a job description. True 14. Job specifications...
Words: 1002 - Pages: 5
...Marva Young SID# 64726 February 26, 2014 BAM535 Advanced Human Resource Management Unit 1 Question #2: Job analysis is a key HR function. Provide an overview of the job analysis process, including brief descriptions of key job analysis techniques. Job analysis is defined as the process used to collect information about the task, responsibilities of a given job, duties (which can include frequency, duration, skill, effort etc.) and outcomes and work environment (can include unpleasant conditions and extreme temperatures. These can include definite risk) of a particular job. It usually answers questions like who does the work, where does the work come from and what equipment is used. The job analysis is completed by the HR and a line manager or an incumbent. A job analysis is an analysis of the job and not the person so you stick to the jobs description and not the personal effects of an employee. There are several tools that can be used to conduct a job analysis. I will briefly discuss observations, interviews, questionnaires and surveys and checklist. The first, observations is watching employees do their jobs and writing down notes. The observer can do some of the job task themselves and ask questions to the employees while they work. The second, interviews is a face-to-face tool. The interview is best when there is a specific set of questions based on the observations...
Words: 757 - Pages: 4
...OBJECTIVES After studying this chapter, students should be able to: 1. Contrast job descriptions with job specifications. 2. List the advantages of performance simulation tests over written tests. 3. Define four general skill categories. 4. Describe how career planning has changed in the last 20 years. 5. Explain the purposes of performance evaluation. 6. Describe actions that can improve the performance-evaluation process. 7. Clarify how the existence of a union affects employee behavior. 8. Identify the content in a typical diversity-training program. CHAPTER OVERVIEW An organization’s human resource policies and practices represent important forces for shaping employee behavior and attitudes. In this chapter, we specifically discussed the influence of selection practices, training and development programs, performance evaluation systems, and the existence of a union. Selection Practices An organization’s selection practices will determine who gets hired. If properly designed, they will identify competent candidates and accurately match them to the job and the organization. The use of the proper selection devices will increase the probability that the right person will be chosen to fill a slot. While employee selection is far from a science, some organizations fail to design their selection systems so as to maximize the likelihood that the right person-job fit will be achieved. When errors are made, the chosen candidate’s performance may be...
Words: 10979 - Pages: 44
... | | | | | | | |Job |4 | | |Analysis | | | |Lecture Outline | | | |Strategic Overview |In Brief: In this chapter, Dessler explains the uses of | | |The Nature of Job Analysis |job analysis information and carefully describes the | | |Uses of Job Analysis Information |methods of conducting a job analysis. The tasks of | | |Steps in Job Analysis |writing job descriptions and job specifications are also | | |Methods of Collecting Job Analysis Information |outlined. Finally, he discusses the trends of enlarging | | |The Interview |and...
Words: 4966 - Pages: 20
