Human Resource Management - Chapter 4

Chia sẻ: Nguyen Thai Son | Ngày: | Loại File: PPT | Số trang:12

Thêm vào BST

Báo xấu

101
lượt xem 18
download

Download Vui lòng tải xuống để xem tài liệu đầy đủ

After studying this chapter, you should be able to: 1. Discuss the nature of job analysis, including what it is and how it’s used. 2. Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation. 3. Write job descriptions, including summaries and job functions, using the Internet and traditional methods. 4. Write job specifications using the Internet as well as your judgment.

Chủ đề:

Bình luận(0) Đăng nhập để gửi bình luận!

Lưu

Nội dung Text: Human Resource Management - Chapter 4

Human Resource Human Management Management ELEVENTH EDITION 1 G A R Y D E S S L E R Part 2 | Recruitment and Placement Chapter 4 Job Analysis © 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook All rights reserved. The University of West Alabama All
After studying this chapter, you should be able to: 1. Discuss the nature of job analysis, including what it is Discuss and how it’s used. and 2. Use at least three methods of collecting job analysis Use information, including interviews, questionnaires, and observation. observation. 3. Write job descriptions, including summaries and job Write functions, using the Internet and traditional methods. functions, 4. Write job specifications using the Internet as well as Write your judgment. your 5. Explain job analysis in a “jobless” world, including Explain what it means and how it’s done in practice. what © 2008 Prentice Hall, Inc. All rights reserved. 4–2
Methods of Collecting Job Analysis Methods Information: The Interview Information: • Information Sources • Interview Formats  Individual employees  Structured (Checklist)  Groups of employees  Unstructured  Supervisors with Supervisors knowledge of the job knowledge • Advantages  Quick, direct way to find Quick, overlooked information overlooked • Disadvantages  Distorted information © 2008 Prentice Hall, Inc. All rights reserved. 4–3
Methods of Collecting Job Analysis Methods Information: Questionnaires Information: • Information Source • Advantages  Have employees fill out  Quick and efficient way to Have Quick questionnaires to describe gather information from their job-related duties and large numbers of responsibilities employees responsibilities employees • Questionnaire Formats • Disadvantages  Structured checklists  Expense and time Expense consumed in preparing  Open-ended questions Open-ended and testing the questionnaire questionnaire © 2008 Prentice Hall, Inc. All rights reserved. 4–4
Methods of Collecting Job Analysis Methods Information: Observation Information: • Information Source • Advantages  Observing and noting the  Provides first-hand Observing Provides physical activities of information information employees as they go  Reduces distortion of Reduces about their jobs about information information • Disadvantages  Time consuming  Difficulty in capturing Difficulty entire job cycle entire  Of little use if job involves Of a high level of mental activity activity © 2008 Prentice Hall, Inc. All rights reserved. 4–5
Methods of Collecting Job Analysis Methods Information: Participant Diary/Logs Information: • Information Source • Advantages  Workers keep a  Produces a more complete Workers Produces chronological diary/ log of picture of the job picture what they do and the time  Employee participation spent on each activity spent • Disadvantages  Distortion of information  Depends upon employees Depends to accurately recall their activities activities © 2008 Prentice Hall, Inc. All rights reserved. 4–6
Quantitative Job Analysis Techniques Quantitative Job Analysis Department of Position Analysis Functional Job Labor (DOL) Questionnaire Analysis Procedure © 2008 Prentice Hall, Inc. All rights reserved. 4–7
Writing Job Descriptions Job Identification Job Job Summary Specifications Sections of a Typical Job Description Responsibilities Working and Duties Conditions Standards of Authority of the Performance Incumbent © 2008 Prentice Hall, Inc. All rights reserved. 4–8
Writing Job Specifications “What traits and experience are required to do this job well?” Specifications for Specifications Specifications Trained Versus Based on Based on Untrained Statistical Judgment Personnel Analysis © 2008 Prentice Hall, Inc. All rights reserved. 4–9
Job Analysis in a “Jobless” World Job Design: Specialization and Efficiency? Job Job Job Enlargement Rotation Enrichment © 2008 Prentice Hall, Inc. All rights reserved. 4–10
Job Analysis in a “Jobless” World (cont’d) Dejobbing the Organization Using Self- Reengineering Flattening the Managed Work Business Organization Teams Processes © 2008 Prentice Hall, Inc. All rights reserved. 4–11
KEY TERMS job analysis Standard Occupational Standard Classification (SOC) Classification job description job enlargement job specifications job rotation organization chart job enrichment process chart dejobbing diary/log boundaryless organization position analysis questionnaire position (PAQ) reengineering (PAQ) U.S. Department of Labor (DOL) competencies U.S. job analysis procedure job competency-based job analysis functional job analysis performance management © 2008 Prentice Hall, Inc. All rights reserved. 4–12