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![Page 1: JOB ANALYSIS AND HUMAN RESOURCE PLANNING. Chapter Objectives Describe why job analysis is a basic human resource tool. Explain the reasons for conducting.](https://reader030.fdocuments.in/reader030/viewer/2022032523/56649d8a5503460f94a7102b/html5/thumbnails/1.jpg)
JOB ANALYSIS AND HUMAN RESOURCE PLANNING
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Chapter Objectives Describe why job analysis is a basic
human resource tool. Explain the reasons for conducting job
analysis. Describe the types of information
required for job analysis. Describe the various job analysis
methods.
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Chapter Objectives (Continued)
Describe some human resource forecasting techniques.
Define requirements and availability forecasts.
Identify what a firm can do when either a surplus or a shortage of workers exists.
Describe job design.
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Job Analysis: A Basic Human Resource Tool
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Job Analysis, Job and Position
• Job analysis - Systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization
• Job - Consists of a group of tasks that must be performed for an organization to achieve its goals
• Position - Collection of tasks and responsibilities performed by one person
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Questions Job Analysis Should Answer
• What physical and mental tasks does the worker accomplish?
• When does the job have 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
• When new jobs are created• When jobs are changed
significantly as a result of new technologies, methods, procedures, or systems
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Job Descriptions/Specifications• Job description - A document that
provides information regarding the tasks, duties, and responsibilities of the job
• Job specification - Minimum acceptable qualifications that a person should possess in order to perform a particular job
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Reasons For Conducting Job Analysis
• Staffing• Training and Development• Compensation and Benefits• Safety and Health• Employee and Labor Relations
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Job Analysis for Teams• Historically, companies established
permanent jobs and filled these jobs with people who best fit the job description
• In some firms today, people are being hired and paid on a project basis
• Today whenever someone asks "What is your job description?" the reply might well be "Whatever."
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Types of Job Analysis Information
• Work activities• Worker-oriented activities• Machines, tools, equipment, and
work aids used• Job-related tangibles and intangibles• Work performance• Job content• Personal requirements for the job
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Job Analysis Methods
• Questionnaires• Observation• Interviews• Employee
recording• Combination of
methods
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Conducting Job Analysis
• Interested in gathering data regarding what is involved in performing a particular job
• People who participate in job analysis
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People Who Participate in Job Analysis Should
Include (at a minimum)
• Employee• Employee’s immediate
supervisor• Job analyst• Consultants
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Items Typically Included in Job Descriptions
• Major duties performed• Percentage of time devoted to each duty• Performance standards to be achieved• Working conditions and possible hazards• Number of employees performing the job
and who they report to• The machines and equipment used on the
job
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Job Description
• Job Identification• Date of the Job Analysis• Job Summary• Duties Performed• Job Specification
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Job Specification
Minimum AcceptableQualifications:
• Educational Requirements• Experience
• Personality Traits• Physical Abilities
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The Expanded Job Description
• Jobs are changing• Jobs are getting bigger• Jobs are getting more complex• Changes the way virtually
every HR function is performed
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Timeliness of Job Analysis
• Need for accurate job analysis is important
• Must be kept relevant
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Other Job Analysis Methods
• Functional Job Analysis• Position Analysis Questionnaire• Management Position Description
Questionnaire• Guidelines-Oriented Job Analysis• Descriptions Now
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Strategic Planning
The process by which top management determines overall organizational purposes and objectives and how they are to be achieved
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Human Resource Planning
The process of systematically reviewing HR requirements to ensure that the required number of employees, with the required skills, are available when they are needed
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Human Resource Planning ProcessExternal EnvironmentInternal Environment
Strategic Planning
Human Resource Planning
Forecasting Human Resource Requirements
Comparing Requirements and Availability
Forecasting Human Resource Availability
Surplus of Workers
Demand =
Supply
No Action Restricted Hiring, Reduced Hours, Early Retirement, Layoff, Downsizing
Shortage of Workers
Recruitment
Selection
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HR Forecasting Techniques
• Zero-based forecasting
• Bottom-up approach
• Use mathematical models
• Simulation
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Forecasting HR Requirements
• Estimate of numbers and kinds of employees the organization will need at future dates
• Demand for firm’s goods or services must be forecasted
• Forecast is then converted into people requirements
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Forecasting HR Availability
• Determining whether the firm will be able to secure employees with the necessary skills and from what sources
• Show whether the needed employees may be obtained from within the company, from outside the organization, or from a combination of the two sources
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Surplus of Employees
• Restricted hiring• Reduced hours• Early retirement• Layoffs
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Shortage of Workers Forecasted
• Creative recruiting• Compensation
incentives• Training programs• Different selection
standards
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Succession Planning and Development
• Succession planning - Process of ensuring that the qualified person is available to assume a managerial position once a position is vacant
• Succession development - Process of determining a comprehensive job profile of key positions and then ensuring that key prospects are properly developed to match these qualifications
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Job Design• Process of determining the specific tasks to
be performed, the methods used in performing these tasks, and how the job relates to other work in the organization
• Job enrichment - Basic changes in the content and level of responsibility of a job, so as to provide greater challenge to the worker
• Job enlargement - Changes in the scope of a job to provide greater variety to the worker
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Total Quality Management
• A commitment to excellence by everyone in an organization that emphasizes excellence achieved by teamwork and a process of continuous improvement
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Re-engineering
• The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed