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4-14Job Analysis and the Talent Management Process

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaManagers should determine what a job entails before deciding who to recruit and select for the job. The main purpose of this chapter is to show you how to determine what a job entails, by analyzing a job and writing a job description for it. The main topics we address include the talent management process, the basics of job analysis, methods for collecting job analysis information, writing job descriptions, writing job specifications, and using models and profiles in talent management. Then, in Chapter 5 (Personnel Planning and Recruiting), well turn to the methods managers use to actually find the employees they need.14-2Learning Objectives Define talent management and explain why it is important. Discuss the process of job analysis, including why it is important. Explain how to use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaAfter studying this chapter, you will be able to:

Define talent management and explain why it is important.Discuss the process of job analysis, including why it is important.Explain how to use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.

24-3Learning ObjectivesExplain how you would write a job description.Explain how to write a job specification.Explain competency-based job analysis, including what it means and how its done in practice.8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaAfter studying this chapter, you will be able to:

4. Explain how you would write a job description.5. Explain how to write a job specification.6. Explain competency-based job analysis, including what it means and how its done in practice.

34-4Define talent management and explain why it is important.

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaThe usual process of talent management consists of the following steps:Decide what positions to fillBuild a pool of job candidatesApplication formsUse selection tools Make an offerOrient, train, and developAppraiseReward and compensate

44-5The Talent Management ProcessWhat Is Talent Management?TasksGoal-directedUses the same profileSegments and manages employeesIntegrates/coordinates all talent management functions

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaWe can define talent management as the goal-oriented and integrated process of planning,recruiting, developing, managing, and compensating employees.

Effectively managing talent means that managers:Understand that talent management tasks are parts of one unified process. Ensure talent management decisions such as staffing, training, and pay are goal-directed.Consistently use the same profile of competencies, traits, knowledge, and experience for potential employees. The approach requires that employers proactively manage recruitment, selection, development, and rewards.Realize an effective talent management process integrates all underlying talent management activities such as recruiting, developing, and compensating employees.

54-6Thought of as linear processDefinition Managing talent effectively

Review

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaThe usual process of talent management consists of the several steps such as building an applicant pool, conducting appraisals, and rewarding employees. More recently, however, managing talent is considered more of a unified process. It is a goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees. All managers must use the same set of criteria in managing talent effectively. Managers must be proactive in the application of talent management principles and successfully integrate all talent management activities into a coherent whole.

64-7Discuss the process of job analysis, including why it is important.

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaFor this learning objective, we will look more closely at a variety of important considerations such as: What job analysis information typically is used forHow to conduct a job analysisJob analysis guidelinesHow to collect job analysis information

74-8The Basics of Job AnalysisWork activitiesBehaviorsMachines, tools, equipment, and work aidsPerformance standardsJob contextHuman requirements

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaTalent management begins with understanding what jobs need to be filled, and the human traits and competencies employees need. Job analysis is the procedure through which you determine the duties of the positions and the characteristics of the people to hire for them.

84-9Uses of Job Analysis InformationRecruitment and selectionEEO compliancePerformance appraisalCompensationTraining

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaThe information collected through a job analysis is used help manage all aspects of an effective HR program.

In terms of recruitment and selection information about what duties the job entails and what human characteristics are required helps in hiring decisions.

Job analysis is crucial for validating all major human resources practices, especially when it comes to legal compliance. You may recall from our earlier discussion of federal laws that care must be exercised in all areas related to employees such as hiring under the Americans with Disabilities Act (ADA).

A job analysis helps compare each employees actual performance with his or her duties and performance standards in performance appraisals.

Compensation often depends on the jobs required skill and education level, safety hazards, degree of responsibility, and other factors you assess through job analysis.

The job description, which is created from a job analysis, lists the jobs specific duties and skillsand therefore the trainingthat the job requires.

94-10Conducting a Job AnalysisHow will information be used?Background informationRepresentative positionsCollect and analyze dataVerifyJob description and specification

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaConducting a job analysis requires multiple steps.Step 1: Decide how youll use the information.Step 2: Review relevant background information such as organization charts, process charts, and job descriptions. Step 3: Select representative positions. Step 4: Actually analyze the job by collecting data on job activities, working conditions, and human traits and abilities needed to perform the job.Step 5: Verify the job analysis information with the worker performing the job and with his or her immediate supervisor.Step 6: Develop a job description and job specification.

Job analysis may involve these processes:Workflow analysis is a detailed study of the flow of work from job to job in a work process. Usually, the analyst focuses on one identifiable work process, rather than on how the company gets all its work done.

Business Process Reengineering Business process reengineering means redesigning business processes, usually by combining steps, so that small multifunction teams, often using information technology, do the jobs formerly done by a sequence of departments.

The basic reengineering approach is to: 1. Identify a business process to be redesigned (such as processing an insurance claim) 2. Measure the performance of the existing processes 3. Identify opportunities to improve these processes 4. Redesign and implement a new way of doing the work 5. Assign ownership of sets of formerly separate tasks to an individual or a team who use new computerized systems to support the new arrangement

As at Atlantic American, reengineering usually requires redesigning individual jobs.

Job redesign Researches proposed redesigning jobs using methods such as job enlargement, job rotation, and job enrichment.Job enlargement means assigning workers additional same-level activities. Thus, the worker who previously only bolted the seat to the legs might attach the back too.Job rotation means systematically moving workers from one job to another.Job enrichment means redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognitionand therefore more motivation. It does this by empowering the workerfor instance, by giving the worker the skills and authority to inspect the work, instead of having supervisors do that. Herzberg said empowered employees would do their jobs well because they wanted to, and quality and productivity would rise. That philosophy, in one form or another, is the theoretical basis for the team-based self-managing jobs in many companies around the world today.

104-11IMPROVING PEFORMANCE: HR as a Profit CenterBoosting Productivity Through Work RedesignWorkflow analysis prompted several performance-boosting redesigns Firm reduced from four to one the number of people opening mail8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaBoosting Productivity through Work RedesignThe Atlantic American insurance company in Atlanta conducted a workflow analysis to identify inefficienciesin how it processes its insurance claims. What did this involve? As the firms HR director said, We followedthe life of a claim to where it arrived in the mail and where it eventually ended up in order to find ways toimprove the process.

The workflow analysis prompted several performance-boosting redesigns of the insurance claim jobs.The firm reduced from four to one the number of people opening mail, replacing three people with amachine that does it automatically. A new date stamping machine lets staff stamp 20 pages at a timerather than 1. A new software program adds bar codes to each claim automatically, rather than manually. The new system lowered costs.

Discussion Question 4-1: Based on your experience, what would the workflow look like for theprocess a dry-cleaning store uses to accept and chronicle a new order of clothes from a customer?How might this process be improved?114-12

Job Analysis GuidelinesA joint effortClarity of questions and processDifferent job analysis methods

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaMake the job analysis a joint effort by a human resources manager, the worker, and the workers supervisor.

Make sure the questions and the process are both clear to the employees. Finally, use several different job analysis tools. Do not rely just on a questionnaire, for instance, but supplement your survey with a short follow-up interview.

124-13The basics of job analysisUses of job analysis informationConducting a job analysisJob analysis guidelines

Review8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaThe information collected through a job analysis is used to help manage all aspects of an effective HR program including recruitment and selection, legal compliance, performance appraisals, compensation, and training. Elements of the job analysis process include how the information will be used, background information, selecting representative positions for analysis, verifying the data analyzing data, and then writing the job description. Since the information collected may be sensitive to the employee, its a good idea to make it a joint effort, clarify the questions and process, and use a variety of job analysis tools.

134-14Explain how to use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaWe will discuss the most important and most often used methods of collecting information for use in job analysis procedures.

144-15Methods for Collecting Job Analysis Information

InterviewsQuestionnairesObservationDiary/logsQuantitative techniquesInternet-based

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaJob analysis interviews range from completely unstructured interviews to highly structured ones. We will discuss interviews in more detail on the next slide.

Having employees fill out questionnaires to describe their job-related duties and responsibilities is another popular way to obtain job analysis information.

Direct observation is especially useful when jobs consist mainly of observable physical activitiesassembly-line worker and accounting clerk are examples.

Another method is to ask workers to keep a diary/log of what they do during the day. For every activity engaged in, the employee records the activity (along with the time) in a log.

Qualitative methods like interviews and questionnaires are not always suitable. You may need to say that, in effect, Job A is twice as challenging as Job B, and so is worth twice the pay. Now, of course, you must be able to prove such a claim quantitatively. The position analysis questionnaire (PAQ) is a very popular quantitative job analysis tool, consisting of a questionnaire containing 194 items. The 194 items (such as written materials) each represent a basic element that may play a role in the job.

Experts at the U.S. Department of Labor (DOL) did much of the early work developing job analysis. The DOL method uses a set of standard basic activities called worker functions to describe what a worker must do with respect to data, people, and things.

For internet-based job analysis, the HR department can distribute standardized job analysis questionnaires to geographically disbursed employees. Such questionnaires may be sent via company intranets, and include instructions to complete the forms and return them by a particular date.

154-16Collecting Job AnalysisInformation InterviewsThe InterviewTypical questionsStructured interviewsPros and consInterviewing guidelines

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaManagers may conduct individual interviews with each employee, group interviews with groups of employees who have the same job, and/or supervisor interviews with one or more supervisors who know the job. Some typical interview questions include the following:What is the job being performed?What are the education, experience, skill, and certification and licensing requirements?What are the jobs physical demands? The emotional and mental demands?And many others

Many managers use a structured format to guide the interview to ensure consistency and be certain key elements are not overlooked.

The interviews wide use reflects its advantages. Its a simple and quick way to collect information, including information that might not appear on a written form.

Distortion of information is the main problemwhether due to outright falsification or honest misunderstanding.

The basic interviewing guidelines include:Quickly establish rapport.Use a structured guide.Ask the worker to list his or her duties in order of importance and frequency of occurrence.Review the information with the workers immediate supervisor and with the interviewee.

164-17InterviewsQuestionnairesObservationDiary/logsQuantitative techniquesInternet-based

Review

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaThe key methods for collecting useful job analysis data include both structured and unstructured interviews, both of which have advantages and disadvantages.

Questionnaires also may be structured or unstructured, depending on the situation and job under review.

Observation, while extremely useful is very time-consuming in that one individual will be needed to observe the worker for extended periods of time. In addition, the observer may miss some key job activities if they are not performed regularly.

Diaries and logs require the worker to make entries into his or her journal at regular times.

Quantitative techniques include the Position Analysis Questionnaire (PAQ) and the Department of Labor (DOL) technique.

Internet-based analysis allows the HR department to send questionnaires to geographically disbursed employees and receive information in a timely manner. This procedure also allows electronic or voice follow-up.

174-18Explain how you would write a job description.8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaThe most important product of job analysis is the job description. A job description is a writtenstatement of what the worker actually does, how he or she does it, and what the jobs workingconditions are. You use this information to write a job specification; this lists the knowledge,abilities, and skills required to perform the job satisfactorily.184-19Writing Job DescriptionsJob identificationJob summaryRelationships Responsibilities and dutiesAuthorityPerformance standards & working conditionsJob specifications

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaThe job description is one of the main outcomes of conducting a job analysis. The job identification section (on top) contains several types of information. The Fair Labor Standards Act (FLSA) status section identifies the job as exempt or nonexempt with respect to being exempt or non-exempt from FLSA overtime rules. Exempt and non-exempt status also is used to help plan compensation strategies for a firm. The Date is the date the job description was actually approved. The job summary should summarize the essence of the job, and include only its major functions or activities.

There may be a relationships statement that shows the jobholders relationships with others inside and outside the organization. Responsibilities and duties are the heart of the job description. This section should present a list of the jobs significant responsibilities and duties. This section may also define the limits of the jobholders authority.

A standards of performance section lists the standards the company expects the employee to achieve for each of the job descriptions main duties and responsibilities.

Working conditions include the location, tools, environment (hot, cold, etc.) and the like.

More employers are turning to the Internet for their job descriptions. The process is simple. Search by alphabetical title, keyword, category, or industry to find the desired job title. This leads you to a generic job description for that title which you may then customize as needed. The Internet, particularly O*NET, can help you create the human requirements of the job for the job specification. We will discuss job specifications next.

194-20IMPROVING PERFORMANCE: HR Tools for Line Managers and EntrepreneursO*NETThe U.S. Department of Labors online occupational information networkO*NET lists the specific duties associated with numerous occupations8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaO*NETThe U.S. Department of Labors online occupational information network, called O*NET, is a popular tool.It enables users (not just managers, but workers and job seekers) to see the most important characteristicsof various occupations, as well as the experience, education, and knowledge required to do each job well.Both the Standard Occupational Classification and O*NET list the specific duties associated with numerousoccupations. O*NET also lists skills, including basic skills such as reading and writing, process skills suchas critical thinking, and transferable skills such as persuasion and negotiation.

The steps in using O*Net to facilitate writing a job description follow.Step 1. Review your Plan. Ideally, the jobs you need should flow from your departmental or company plans. Do you plan to enter or exit businesses? What do you expect your salesto be in the next few years? What departments will have to be expanded or reduced?What kinds of new positions will you need?

Step 2. Develop an Organization Chart. Start with the organization as it is now. Thenproduce a chart showing how you want it to look in a year or two. Microsoft Word includesan organization charting function.

Step 3. Use a Job Analysis Questionnaire. Next, gather information about each jobs duties.(You can use job analysis questionnaires, such as those shown in Figure 4-4 and Figure 4-10.)Combine the duties of the retail salesperson with those of first-line supervisors/managers ofretail sales workers.

Step 5. List the Jobs Human Requirements from O*NET. Next, return to the summary forRetail Salesperson (C). Here, click, for example, Knowledge, Skills, and Abilities. Use thisinformation to help develop a job specification for your job. Use this information forrecruiting, selecting, and training your employees.

Step 6. Finalize the Job Description. Finally, perhaps using Figure 4-10 as a guide, write anappropriate job summary for the job. Then use the information obtained previously in steps 4 and 5 to create a complete listing of the tasks, duties, and human requirements of each of thejobs you will need to fill.

Discussion Question 4-2: Pick out a job that someone with whom you are familiar is doing, suchas a bus driver, mechanic, and so on. Review the O*NET information for that job. To what extent doesthe person seem to have what it takes to do that job, based on the O*NET information? How does thatcorrespond to how he or she is actually doing?204-21ReviewJob descriptionsIdentifying the job, summary, relationshipsResponsibilities, duties, standardsSpecifications

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaThe most important product of job analysis is the job description. A job description is a written statement of what the worker actually does, how he or she does it, and what the jobs working conditions are. You use this information to write a job specification; this lists the knowledge, abilities, and skills required to perform the job satisfactorily. There is no standard format for writing a job description. However, most descriptions contain sections that cover:IdentificationSummaryRelationships Responsibilities and dutiesPerformance standards & working conditions

Writing job specifications must include considerations for:Trained vs. untrained employeesJudgmentStatistical analysisTask statements

214-22Explain how to write a job specification.

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaThe most important product of job analysis is the job description. A job description is a written statement of what the worker actually does, how he or she does it, and what the jobs working conditions are. Lets discuss how a job description should be written.

224-23Write a job specification.8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaWe will now discuss what elements to consider while writing a job specification.

234-24

Writing job specifications

Trained vs. untrainedJudgmentStatistical analysisTask statements

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaWriting job specifications for trained employees is relatively straightforward. Here your job specifications might focus mostly on traits like length of previous service, quality of relevant training, and previous job performance. The problems are more complex when youre filling jobs with untrained people. Here you must specify qualities such as physical traits, personality, interests, or sensory skills that imply some potential for performing or for being trained to do the job.

Finally, the job analyst compiles all this information in a job requirements matrix for this job.This matrix would list the following information, in 5 columns:Column 1: Each of the four or five main job duties;Column 2: The task statements associated with each main job duty;Column 3: The relative importance of each main job duty;Column 4: The time spent on each main job duty; andColumn 5: The knowledge, skills, ability, and other human characteristics related to eachmain job duty.

Such a job requirements matrix provides a more complete picture of what the worker does on the job and how and why he or she does it than does a job description. (For instance, it specifies each tasks purpose.) And, the list of each dutys required knowledge, skills, abilities, and other characteristics is useful for selection, training, and appraisal decisions.244-25Review

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaThe job specification takes the job description and answers the question, What human traits andexperience are required to do this job effectively? It shows what kind of person to recruit and forwhat qualities you should test that person. It may be a section of the job description, or a separatedocument.254-26Explain competency-based job analysis, including what it means and how its done in practice.

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaA job is traditionally a set of closely related activities carried out for pay, but the concept of a job is changing. These changes include management practices such as organizing around work teams, which create different challenges we will now discuss.

264-27Profiles in Talent ManagementCompetencies and competency-based job analysisHow to write competencies-based job descriptions

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaCompetencies are observable and measurable behaviors of the person that make performance possible. Competency-based job analysis means describing the job in terms of measurable, observable, behavioral competencies. Such competencies are usually grouped into general competencies, leadership competencies, and technical competencies.

274-28IMPROVING PERFORMANCE: HR Practices Around the GlobeDaimler Alabama emphasizesJust-in-time inventory Work teamsContinuous improvementStressing competencies rather than duties8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaDaimler Alabama ExampleIn planning its Alabama Mercedes-Benz factory, Germany-based Daimlers strategy was to design a high tech factory. The plant emphasizes just-in-time inventory methods, so inventories stay negligible due to the arrival just in time of parts. It also organizes employees into work teams, and emphasizes that all employees must dedicate themselves to continuous improvement. Such production operations require certain employee competencies (skills and behaviors).For example, they require multi-skilled and flexible employees.

Competencies-based job analysis played an important role in staffing this factory. Guidelines regardingwho to hire and how to train them are based more on the competencies someone needs to do the job(such as ability to work cooperatively on a team) than on lists of job duties. Because they dont have tofollow detailed job descriptions showing what my job is, its easier for employees to move from job tojob within their teams.

Stressing competencies rather than duties also encourages workers to look beyond their own jobs tofind ways to improve things. For instance, one team redesigned the racks that the assembly parts moveon, saving assembly workers thousands of steps per year, thereby boosting performance and productivity.Now that the new system, including the competencies-based job analysis, has proved itself in Alabama,Daimler plants in South Africa, Brazil, and Germany now use it.

Discussion Question 4-3: Are you surprised that Daimler could implement a team-based productionsystem like this in places where the cultures are as disparate as Alabama, Germany, and Brazil? Why?What inter-country cultural differences would you think might have impeded Daimlers efforts?

284-29Review

8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaThe key to writing competency-based job descriptions is being able to observe effectively and measure results. A job is traditionally a set of closely related activities carried out for pay, but the concept of a job is changing. Many changes are related to the nature of work, such as the growth of using work teams. In such circumstances, relying on a list of conventional job duties can be counterproductive, because the persons job changes frequently. In such cases, job profiles are preferred. Job profiles list the competencies, traits, knowledge, and experience that employees must be able to exhibit to get multiple jobs done.

294-30

Based on the hotels stated strategy, list at least four more important employee behaviors important for the Hotel Pariss staff to exhibit.

If time permits, spend some time prior to class observing the front-desk clerk at a local hotel. In any case, create a job description for a Hotel Paris front-desk clerk.Translating Strategy into HR Policies & Practices: Improving Performance at the Hotel Paris8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaThe Hotel Pariss competitive strategy is To use superior guest service to differentiate the Hotel Paris properties, and to thereby increase the length of stay and return rate of guests, and thus boost revenues and profitability. HR manager Lisa Cruz must now formulate functional policies and activities that support this competitive strategy and boost performance by eliciting the required employee behaviors and competencies. Read the complete case at the end of the chapter.304-31

Hotel Paris Strategy Chapter 4 8/30/20144-Md. Abdul Hannan Mia, M.Com, MSc, MBA, FCMA, PhDProfessor, Department of MIS, University of DhakaHotel Paris Strategy Chapter 431

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