Download - Ch 3 job_analysis
![Page 1: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/1.jpg)
Chapter 3Chapter 3JOB ANALYSISJOB ANALYSIS
![Page 2: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/2.jpg)
Learning OutcomesLearning OutcomesCLO 2 – illustrate properly the
procedures and processes in managing human resource
LLO :◦ Understand job analysis process◦ Understand job analysis◦ Explain job analysis approaches◦ Understand the use of job analysis
information to human resource management
PB501/Chapter 3/Haniza/PSA
![Page 3: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/3.jpg)
DefinitionsDefinitionsJob 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
PB501/Chapter 3/Haniza/PSA
![Page 4: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/4.jpg)
Definitions (Cont.)Definitions (Cont.)A work group consisting of a supervisor,
two senior clerks, and four word processing operators has 3 jobs and 7 positions.
PB501/Chapter 3/Haniza/PSA
![Page 5: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/5.jpg)
Questions Job Analysis Should AnswerQuestions 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?
PB501/Chapter 3/Haniza/PSA
![Page 6: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/6.jpg)
Job Analysis: A Basic Human Resource Management ToolJob 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
PB501/Chapter 3/Haniza/PSA
![Page 7: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/7.jpg)
Job specification & Job descriptionJob specification & Job description
PB501/Chapter 3/Haniza/PSA
![Page 8: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/8.jpg)
Job designJob design
PB501/Chapter 3/Haniza/PSA
![Page 9: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/9.jpg)
Job enlargementJob enlargement
PB501/Chapter 3/Haniza/PSA
![Page 10: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/10.jpg)
Job rotationJob rotation
PB501/Chapter 3/Haniza/PSA
![Page 11: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/11.jpg)
The use of job analysisThe use of job analysis
PB501/Chapter 3/Haniza/PSA
![Page 12: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/12.jpg)
Recruitment & selectionRecruitment & selection Helps in determining what kind of person is
required to perform a particular job. It points out the educational qualifications,
level of experience and technical, physical, emotional and personal skills required to carry out a job in desired fashion.
The objective is to fit a right person at a right place.
PB501/Chapter 3/Haniza/PSA
![Page 13: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/13.jpg)
Performance analysisPerformance analysis To check if goals and objectives of a
particular job are met or not. It helps in deciding the performance
standards, evaluation criteria and individual’s output.
On this basis, the overall performance of an employee is measured and he or she is appraised accordingly.
PB501/Chapter 3/Haniza/PSA
![Page 14: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/14.jpg)
Training & developmentTraining & development Be used to assess the training and
development needs of employees. The difference between the expected and
actual output determines the level of training that need to be imparted to employees.
It also helps in deciding the training content, tools and equipments to be used to conduct training and methods of training.
PB501/Chapter 3/Haniza/PSA
![Page 15: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/15.jpg)
Compensation managementCompensation managemento Plays a vital role in deciding the pay
packages and extra perks and benefits and fixed and variable incentives of employees.
o The pay package depends on the position, job title and duties and responsibilities involved in a job.
o The process guides HR managers in deciding the worth of an employee for a particular job opening.
PB501/Chapter 3/Haniza/PSA
![Page 16: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/16.jpg)
Job designing & redesigningJob designing & redesigning The main purpose of job analysis is to
streamline the human efforts and get the best possible output.
It helps in designing, redesigning, enriching, evaluating and also cutting back and adding the extra responsibilities in a particular job.
This is done to enhance the employee satisfaction while increasing the human output.
PB501/Chapter 3/Haniza/PSA
![Page 17: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/17.jpg)
Job analysis processJob analysis process
PB501/Chapter 3/Haniza/PSA
![Page 18: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/18.jpg)
Identification of job analysis purposeIdentification of job analysis purpose
To determine its need and desired output. Spending human efforts, energy as well as money is useless until HR managers don’t know why data is to be collected and what is to be done with it.
PB501/Chapter 3/Haniza/PSA
![Page 19: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/19.jpg)
Who will conduct job analysisWho will conduct job analysis To decide who will conduct it. Some companies prefer getting it done by
their own HR department while some hire job analysis consultants.
Job analysis consultants may prove to be extremely helpful as they offer unbiased advice, guidelines and methods.
They don’t have any personal likes and dislikes when it comes to analyze a job.
PB501/Chapter 3/Haniza/PSA
![Page 20: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/20.jpg)
How to conduct the processHow to conduct the process A planned approach about how to carry
the whole process is required in order to investigate a specific job.
PB501/Chapter 3/Haniza/PSA
![Page 21: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/21.jpg)
Strategic decision makingStrategic decision making Deciding the extent of employee
involvement in the process, the level of details to be collected and recorded, sources from where data is to be collected, data collection methods, the processing of information and segregation of collected data.
PB501/Chapter 3/Haniza/PSA
![Page 22: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/22.jpg)
Training of job analystTraining of job analyst To train the job analyst about how to
conduct the process and use the selected methods for collection and recoding of job data.
PB501/Chapter 3/Haniza/PSA
![Page 23: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/23.jpg)
Preparation of job analysis processPreparation of job analysis process
Communicating it within the organization is the next step.
HR managers need to communicate the whole thing properly so that employees offer their full support to the job analyst.
The stage also involves preparation of documents, questionnaires, interviews and feedback forms.
PB501/Chapter 3/Haniza/PSA
![Page 24: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/24.jpg)
Data collectionData collection To collect job-related data including
educational qualifications of employees, skills and abilities required to perform the job, working conditions, job activities, reporting hierarchy, required human traits, job activities, duties and responsibilities involved and employee behaviour.
PB501/Chapter 3/Haniza/PSA
![Page 25: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/25.jpg)
Documentation, verification and Documentation, verification and reviewreview Proper documentation is done to verify
the authenticity of collected data and then review it.
This is the final information that is used to describe a specific job.
PB501/Chapter 3/Haniza/PSA
![Page 26: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/26.jpg)
Developing JD & JSDeveloping JD & JS To segregate the collected data in to useful
information. Job Description describes the roles,
activities, duties and responsibilities of the job.
job specification is a statement of educational qualification, experience, personal traits and skills required to perform the job.
PB501/Chapter 3/Haniza/PSA
![Page 27: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/27.jpg)
Reasons For ConductingReasons For Conducting Job Analysis Job AnalysisStaffing - Haphazard if recruiter does not know
qualifications needed for jobTraining 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
PB501/Chapter 3/Haniza/PSA
![Page 28: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/28.jpg)
Reasons For ConductingReasons For Conducting Job Analysis (Cont.) Job Analysis (Cont.)
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
PB501/Chapter 3/Haniza/PSA
![Page 29: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/29.jpg)
Summary of Types of Data CollectedSummary of Types of Data Collected Through Job Analysis Through Job AnalysisWork 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
PB501/Chapter 3/Haniza/PSA
![Page 30: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/30.jpg)
Summary of Types of Data CollectedSummary of Types of Data Collected Through Job Analysis (Cont.) 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
PB501/Chapter 3/Haniza/PSA
![Page 31: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/31.jpg)
Summary of Types of Data CollectedSummary of Types of Data Collected Through Job Analysis (Cont.) 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
PB501/Chapter 3/Haniza/PSA
![Page 32: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/32.jpg)
Job Analysis MethodsJob Analysis Methods
QuestionnairesObservationInterviewsEmployee recordingCombination of
methods
PB501/Chapter 3/Haniza/PSA
![Page 33: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/33.jpg)
QuestionnairesQuestionnaires
Typically quick and economical to use Structured questionnaire to employeesProblem: Employees may lack verbal skillsSome employees tend to exaggerate
significance of their tasks
PB501/Chapter 3/Haniza/PSA
![Page 34: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/34.jpg)
ObservationObservation
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
PB501/Chapter 3/Haniza/PSA
![Page 35: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/35.jpg)
InterviewsInterviews
Interview both employee and supervisor
Interview employee first, helping him or her describe duties performed
Then, analyst normally contacts supervisor for additional information
PB501/Chapter 3/Haniza/PSA
![Page 36: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/36.jpg)
Employee RecordingEmployee Recording
Describe daily work activities in diary or log
Problem: Employees exaggerating job importance
Valuable in understanding highly specialized jobs
PB501/Chapter 3/Haniza/PSA
![Page 37: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/37.jpg)
Combination of MethodsCombination of Methods
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
PB501/Chapter 3/Haniza/PSA
![Page 38: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/38.jpg)
Other Methods Available for Other Methods Available for Conducting Job Analysis Conducting Job Analysis
Functional Job Analysis Position Analysis Questionnaire
Critical Incident MethodComputer Job Analysis
PB501/Chapter 3/Haniza/PSA
![Page 39: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/39.jpg)
Functional Job AnalysisFunctional Job AnalysisConcentrates 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
PB501/Chapter 3/Haniza/PSA
![Page 40: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/40.jpg)
Helps in collecting and recording job-related data to a deeper extent.
It is used to develop task-related statements.
The technique helps in determining the complexity of duties and responsibilities involved in a specific job.
This work-oriented technique works on the basis of relatedness of job-data where complexity of work is determined on a scale of various scores given to a particular job.
The lower scores represent greater difficulty.
PB501/Chapter 3/Haniza/PSA
![Page 41: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/41.jpg)
Position Analysis QuestionnairePosition Analysis QuestionnaireUses 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
PB501/Chapter 3/Haniza/PSA
![Page 42: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/42.jpg)
Critical Incident MethodCritical Incident Method Is a set of procedures used for collecting direct observations of
human behavior that have critical significance and meet methodically defined criteria.
These observations are then kept track of as incidents, which are then used to solve practical problems and develop broad psychological principles.
A critical incident can be described as one that makes a significant contribution—either positively or negatively—to an activity or phenomenon.
Critical incidents can be gathered in various ways, but typically respondents are asked to tell a story about an experience they have had.
PB501/Chapter 3/Haniza/PSA
![Page 43: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/43.jpg)
CIT is a flexible method that usually relies on five major areas.
The first is determining and reviewing the incident, then fact-finding, which involves collecting the details of the incident from the participants.
When all of the facts are collected, the next step is to identify the issues.
Afterwards a decision can be made on how to resolve the issues based on various possible solutions.
The final and most important aspect is the evaluation, which will determine if the solution that was selected will solve the root cause of the situation and will cause no further problems.
PB501/Chapter 3/Haniza/PSA
![Page 44: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/44.jpg)
Conducting Job AnalysisConducting Job Analysis
People who participate in job analysis should include, at a minimum:
EmployeeEmployee’s immediate
supervisor
PB501/Chapter 3/Haniza/PSA
![Page 45: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/45.jpg)
Job DescriptionJob Description
Document that states tasks, duties, and responsibilities of job
Vitally important job descriptions are both relevant and accurate
PB501/Chapter 3/Haniza/PSA
![Page 46: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/46.jpg)
Items Frequently Included In a Job Items Frequently Included In a Job Description Description
Major duties performedPercentage of time devoted to each dutyPerformance standards to be achievedWorking conditions and possible hazardsNumber of employees performing the job,
and to whom they reportThe machines and equipment used on job
PB501/Chapter 3/Haniza/PSA
![Page 47: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/47.jpg)
Content of a Job DescriptionContent 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 jobDuties Performed - Major duties
PB501/Chapter 3/Haniza/PSA
![Page 48: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/48.jpg)
O*NET, the Occupational Information O*NET, the Occupational Information Network Network
Comprehensive government-developed database of worker attributes and job characteristics
Primary source of occupational informationReplaces Dictionary of Occupational Titles
(DOT)
PB501/Chapter 3/Haniza/PSA
![Page 49: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/49.jpg)
Job SpecificationJob 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
PB501/Chapter 3/Haniza/PSA
![Page 50: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/50.jpg)
Problems If Job SpecificationsProblems If Job Specifications Are Inflated Are Inflated
May systematically eliminate minorities or women from consideration
Compensation costs will increase
Job vacancies will be harder to fill
PB501/Chapter 3/Haniza/PSA
![Page 51: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/51.jpg)
Timeliness of Job AnalysisTimeliness of Job Analysis
Rapid pace of technological change makes need for accurate job analysis even more important now and in the future.
PB501/Chapter 3/Haniza/PSA
![Page 52: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/52.jpg)
Job Analysis for Team Members 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.
PB501/Chapter 3/Haniza/PSA
![Page 53: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/53.jpg)
Job Analysis and the LawJob Analysis and the Law
Equal Pay Act - Similar pay must be provided if jobs are not substantially different as shown in job descriptions
Fair Labor Standards Act - Employees categorized as exempt or nonexempt
PB501/Chapter 3/Haniza/PSA
![Page 54: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/54.jpg)
Job Analysis and the Law (Cont.)Job Analysis and the Law (Cont.)Civil Rights Act - Basis for adequate defenses
against unfair discriminations charges in selection, promotion, and other areas of HR administration
Occupational Safety and Health Act - Specify job elements that endanger health or are considered unsatisfactory or distasteful by most people
Americans with Disabilities Act - Make reasonable accommodations for disabled workers
PB501/Chapter 3/Haniza/PSA
![Page 55: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/55.jpg)
Trends & Innovations:Trends & Innovations:Talent ManagementTalent Management
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
PB501/Chapter 3/Haniza/PSA
![Page 56: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/56.jpg)
Strategic PlanningStrategic 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
PB501/Chapter 3/Haniza/PSA
![Page 57: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/57.jpg)
Strategic Planning and Implementation ProcessStrategic Planning and Implementation ProcessMISSION 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
PB501/Chapter 3/Haniza/PSA
![Page 58: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/58.jpg)
Strategy Implementation Strategy Implementation
Leadership Organizational
Structure Information and
Control Systems Technology Human Resources
PB501/Chapter 3/Haniza/PSA
![Page 59: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/59.jpg)
Human Resource PlanningHuman 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
PB501/Chapter 3/Haniza/PSA
![Page 60: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/60.jpg)
Human Resource Planning ProcessHuman Resource Planning ProcessExternal EnvironmentExternal EnvironmentInternal 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
![Page 61: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/61.jpg)
DefinitionsDefinitionsRequirements 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
PB501/Chapter 3/Haniza/PSA
![Page 62: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/62.jpg)
Forecasting Human Resource Forecasting Human Resource RequirementsRequirements
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.
PB501/Chapter 3/Haniza/PSA
![Page 63: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/63.jpg)
Forecasting Human Resource Forecasting Human Resource RequirementsRequirements (Cont.)(Cont.)Relationship between Volume of Sales
and Number of Workers RequiredSimulation 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.
PB501/Chapter 3/Haniza/PSA
![Page 64: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/64.jpg)
The Relationship of Sales Volume to Number The Relationship of Sales Volume to Number of Employeesof Employees
Number of Employees
500
400
300
200
100
0 10 20 30 40 50 60
Sales (thousands)
PB501/Chapter 3/Haniza/PSA
![Page 65: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/65.jpg)
Forecasting HR AvailabilityForecasting HR AvailabilityDetermining 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
PB501/Chapter 3/Haniza/PSA
![Page 66: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/66.jpg)
Use of HR Databases Use of HR Databases Many workers needed for future positions may
already work for firm. Databases include information on all managerial
and nonmanagerial employees. Companies search databases within company to
see if employees with needed qualifications already exist. Growing trend: Automatically notify qualified employees of new positions.
PB501/Chapter 3/Haniza/PSA
![Page 67: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/67.jpg)
Shortage of Workers ForecastedShortage of Workers Forecasted
Creative recruitingCompensation incentives –
Premium pay is one methodTraining programs – Prepare
previously unemployable people for positions
Different selection standards
PB501/Chapter 3/Haniza/PSA
![Page 68: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/68.jpg)
Surplus of EmployeesSurplus of Employees
Restricted hiring – Employees who leave are not replaced
Reduced hoursEarly retirementDownsizing - Layoffs
PB501/Chapter 3/Haniza/PSA
![Page 69: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/69.jpg)
Downsizing Downsizing 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
PB501/Chapter 3/Haniza/PSA
![Page 70: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/70.jpg)
System Used In the Event of System Used In the Event of Downsizing Downsizing
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
PB501/Chapter 3/Haniza/PSA
![Page 71: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/71.jpg)
Negative Aspects of Downsizing 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
PB501/Chapter 3/Haniza/PSA
![Page 72: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/72.jpg)
Negative Aspects of Negative Aspects of Downsizing (Cont.) Downsizing (Cont.)
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
PB501/Chapter 3/Haniza/PSA
![Page 73: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/73.jpg)
OutplacementOutplacement
Laid-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
PB501/Chapter 3/Haniza/PSA
![Page 74: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/74.jpg)
Succession PlanningSuccession 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
PB501/Chapter 3/Haniza/PSA
![Page 75: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/75.jpg)
Disaster Planning Disaster Planning Should focus on catastrophes that range
from natural calamities such as hurricanes, earthquakes, and floods to man-made crises such as 9/11
Always significant human resource issues to address
Hurricanes Katrina, Rita, Gustav, and Ike
PB501/Chapter 3/Haniza/PSA
![Page 76: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/76.jpg)
Human Resource Information Systems Human Resource Information Systems (HRIS)(HRIS)
Any organized approach for obtaining relevant and timely information on which to base HR decisions
PB501/Chapter 3/Haniza/PSA
![Page 77: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/77.jpg)
HUMAN RESOURCE INFORMATION SYSTEMHUMAN RESOURCE INFORMATION SYSTEMGoal: Integrate Core Processes into Seamless SystemGoal: Integrate Core Processes into Seamless System
PB501/Chapter 3/Haniza/PSA
Input Data Types
Job Analysis
Recruitment
Selection/Job Posting/ Employee Referral
T&D
Performance Appraisal
Compensation
Benefits
Safety
Health
Labor Relations
Employee Relations
Output Data Uses*
Employee Tracking
Diversity Programs
Hiring Decisions
Training Programs/E-learning/Management Succession
Compensation Programs
Benefit Programs (e.g., prescription drug programs)
Health Programs (e.g., Employee Assistance Programs) Bargaining Strategies
Employee Services
Organizational Strategic Plans
Human Resource
Management Plans
Contribute Toward Achievement of:
Human Resource
Information System
*Manager and employee self-service is available.
![Page 78: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/78.jpg)
Manager Self-Service Manager Self-Service
Use of software and corporate network to automate paper-based processes requiring manager’s approval, record-keeping or input, and processes that support manager’s job
MSS can help managers develop and grow staff and assist employees in determining their career paths and developing required competencies
PB501/Chapter 3/Haniza/PSA
![Page 79: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/79.jpg)
Employee Self-Service (ESS)Employee Self-Service (ESS)
Processes that automate transactions formerly labor-intensive for employees and HR professionals
ESS applications can free up valuable HR staff time, reducing administrative time and costs
PB501/Chapter 3/Haniza/PSA
![Page 80: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/80.jpg)
Job DesignJob DesignProcess 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
PB501/Chapter 3/Haniza/PSA
![Page 81: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/81.jpg)
Job Design (Cont.)Job Design (Cont.)Job enlargement - Changes in scope of
job to provide greater variety to workerReengineering - Fundamental rethinking
and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service and speed
PB501/Chapter 3/Haniza/PSA
![Page 82: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/82.jpg)
A Global Perspective: India Getting the A Global Perspective: India Getting the Job Done, but DifferentlyJob Done, but Differently
Indian companies invested $6 billion in U.S., which created jobs for Americans
Most Indian companies going global have adopted strategy of ‘not rocking the boat’ at their newly acquired foreign operations
Gaining an appreciation of local laws and customs is important
Language and food choices often present challenges
PB501/Chapter 3/Haniza/PSA
![Page 83: Ch 3 job_analysis](https://reader033.vdocument.in/reader033/viewer/2022042716/55a5375f1a28ab212c8b46b1/html5/thumbnails/83.jpg)
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall