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Human resource management mondy 13th edition chapter 04

Human Resource Management
13th Edition
Chapter 4
Job Analysis,
Strategic Planning, &
Human Resource Planning

Copyright © [2014] Pearson Education

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Learning Objectives
• Describe the importance of disaster planning, explain
why job analysis is a basic human resource tool, and
give the reasons for conducting job analysis.
• Describe the types of information required for job
analysis and describe the various job analysis methods.
• Identify who conducts job analysis and describe the
components of a job description.
• Explain Standard Occupational Classification (SOC),

O*NET, job analysis for team members, and describe
how job analysis helps satisfy various legal
requirements.
Copyright © [2014] Pearson Education

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Learning Objectives (Cont.)
• Describe the need for the human resource manager to be a
strategic partner, explain the strategic planning process, and
describe the human resource planning process.
• Describe forecasting human resource requirements and
availability and how databases can assist in matching
internal employees to positions.
• Identify what a firm can do when either a shortage or a
surplus of workers exists and explain strategic succession
planning in today’s environment.
• Describe manager and employee self-service and explain
some job design concepts.
• Describe the importance of global talent management.
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HRM in Action: Disaster Planning
•Should focus on possible catastrophes and
also smaller events such as a building fire,
water leak, or computer crash
•Despite the type of disaster, the result is
usually the same
•Customers want assurance that the
business can continue operation after a
disaster
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Job Analysis
Systematic process of determining:
– Skills
– Duties
– Knowledge
required for performing
jobs in an organization
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Job
• Consists of group of tasks that must be
performed for organization to achieve its
goals
• May require the services of one person,
such as the president
• May require the services of 75 people,
such as machine operators in a large firm

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Position
• Collection of tasks and
responsibilities performed by one
person
• There is a position for every
individual in an organization

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Job Analysis Should Answer
• What physical and mental tasks does the
worker accomplish?
• When is the job to be completed?
• Where is the job to be accomplished?
• How does the worker do the job?
• Why is the job done?
• What qualifications are needed to perform
the job?
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When Job Analysis Is Performed
• When the organization is founded and
a job analysis program is initiated
• When new jobs are created
• When existing jobs are changed
significantly

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Job Analysis: A Basic Human Resource
Management Tool
Tasks

Responsibilities

Duties

 Staffing
 Training and
Development
 Performance Appraisal
 Compensation

Job
Descriptions
Job
Analysis

Knowledge

 Safety and Health
 Employee and Labor
Relations

Job
Specifications

Skills

 Legal Considerations

Abilities
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Job Description/Job Specification
• Job Description: Provides
information regarding the
essential tasks, duties, and
responsibilities of the job
• Job Specification: minimum
acceptable qualifications a person
needs to perform a particular job
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Job Analysis Methods






Questionnaires
Observation
Interviews
Employee recording
Combination of methods

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Questionnaires
• Structured questionnaires given to
employees
• Typically quick and economical
• Potential problems:
– Employees might lack verbal skills
– Employees might to exaggerate the
significance of their tasks
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Observation
• Analyst watches worker perform job
tasks and records observations
• Used primarily to gather information
emphasizing manual skills
• Often insufficient when used alone
• Difficult when mental skills are
dominant in a job
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Interviews
• Interview both employee and supervisor
• Interview employee first, helping him or her
describe duties performed
• After interviews, analyst normally contacts
supervisor for additional information

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Employee Recording
• Employees describe daily work
activities in diary or log
• Valuable in understanding highly
specialized jobs
• Problem: Employees might exaggerate
job importance

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Combination of Methods
• Analysts usually use more than one
method
• Clerical and administrative jobs:
Questionnaires supported by interviews
and limited observation
• Production jobs: Interviews supplemented
by extensive work observation

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Conducting Job Analysis
People who participate in job analysis
should include, at a minimum:
•Employee
•Employee’s immediate supervisor

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Job Description
• Document that states:
– Tasks
– Duties
– Responsibilities
• Needs to be relevant and accurate

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Items Frequently Included
in a Job Description








Major duties performed
Percentage of time devoted to each duty
Performance standards to be achieved
Working conditions and possible hazards
Number of employees performing job
Who the employees report to
The machines and equipment used for job
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Proper Language in the Job
Description
• Keep each statement crisp and clear:
• Structure sentences in classic verb/object and
explanatory phrases
• Always use present tense of verbs
• Use explanatory phrases telling why, how, where
• Omit any unnecessary articles
• Use unbiased terminology
• Avoid using words which are subject to differing
interpretations
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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 make description
obsolete
• Job Summary – Concise overview of job
• Duties Performed – Major duties of job
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Job Specification
• Minimum qualifications worker should
possess
• Should reflect minimum, not ideal,
qualifications
• Often a major section of a job
description

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Problems If Job Specifications
Are Inflated
• Could systematically eliminate
minorities or women from
consideration
• Compensation costs could increase
• Vacancies could be more difficult to fill

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Standard Occupational
Classification (SOC)
• Job descriptions for all U.S.
workers in more than 800
occupations
• 2010 SOC replaces the 2000
system

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