人力资源管理ppt2

2003 Prentice Hall. Inc.3-1 Instructor presentation questions: Job Analysis A Prelude to Recruitment and Placement 2003 Prentice Hall. Inc.3-2 Chapter Outline w The Nature of Job Analysis Job Analysis Defined Uses of Job Analysis Information Steps in Job Analysis w Methods of Collecting Job Analysis Information Introduction The Interview Questionnaire Observation Participant Diary/Logs Using Multiple Sources of Information Class Exercise 2003 Prentice Hall. Inc.3-3 Chapter Outline (to be covered next class) w Writing Job Descriptions Job Identification Job Summary Relationships Responsibilities and Duties Standards of Performance Working Conditions and Physical Environment w Writing Job Specifics Specifications for Trained Versus Untrained Personnel Job Specifications Based on Judgment Job Specifications Based on Statistical Analysis w Job Analysis in a “Jobless” World From Specialized to Enlarged Jobs Why Managers are De-jobbing Their Companies 2003 Prentice Hall. Inc.3-4 Part 1: The Nature of Job Analysis w Job analysis defined w Uses of job analysis information w Steps in job analysis 2003 Prentice Hall. Inc.3-5 Job Analysis What is it and how is it used? The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. Check this “A+” site out and list some of the purposes for which job analysis is used. 2003 Prentice Hall. Inc.3-6 What Information do I Collect? w Work activities w Human behaviors w Machines, tools, equipment and work aids w Performance standards w Job context (Environment) w Human requirements 2003 Prentice Hall. Inc.3-7 Work activities w Cleaning w Selling w Teaching w Painting w How, why and when the activities are performed 2003 Prentice Hall. Inc.3-8 Human behaviors w Sensing w Communicating w Deciding w Writing 2003 Prentice Hall. Inc.3-9 Machines, Tools, Equipment, Work Aids w Equipment used w Materials processed w Knowledge dealt with or applied w Services rendered 2003 Prentice Hall. Inc.3-10 Performance Standards w Information about the jobs performance standards in terms of quality or quantity). w These standards will be used when appraising employees. 2003 Prentice Hall. Inc.3-11 Job Context (Environment) w Physical working conditions w Work schedule w Organizational context w Social context (the number of people with whom the employee would normally interact) 2003 Prentice Hall. Inc.3-12 Human Requirements w Job-related knowledge and skills n Education n Training n Work experience w Personal attributes n Aptitudes n Physical characteristics n Personality n Interests 2003 Prentice Hall. Inc.3-13 Uses of Job Analysis Information Job Analysis Recruiting and Selection Decisions Performance Appraisal Job Evaluation Wage and Salary Decisions (Compensation) Training Requirements Job Description and Job Specification Figure 3-1 2003 Prentice Hall. Inc.3-14 Uses of Job Analysis Information w Recruitment and selection w Compensation w Performance Appraisal w Training w Discovering unassigned duties 2003 Prentice Hall. Inc.3-15 Recruitment and Selection Job analysis provides information about what the job entails and the human characteristics required to perform these activities. This information aids management to decide and select the most suitable person to hire. 2003 Prentice Hall. Inc.3-16 Compensation w Job analysis includes details about the jobs required skills & educational level, work environment, degree of responsibility etc. w These are the basis upon which the job value & its appropriate compensation are set. w Relative job worth 2003 Prentice Hall. Inc.3-17 Performance Appraisal w Job analysis includes information about the jobs performance standards w Performance appraisal compared employees actual performance against these standards. 2003 Prentice Hall. Inc.3-18 Training The job description should show the activities and skills and therefore the trainingthat the job requires. 2003 Prentice Hall. Inc.3-19 Discovering Unassigned Duties Job analysis can also help reveal unassigned duties. 2003 Prentice Hall. Inc.3-20 Steps in Job Analysis Decide how to use the information Review relevant background information Select representative positions Conduct the analysis Verify with the worker and supervisor Develop a job description and job specification (two tangible outputs of job analysis) 2003 Prentice Hall. Inc.3-21 2003 Prentice Hall. Inc.3-22 Part 2: Methods of Collecting Job Analysis Information w The interview w Questionnaire w Observation w Participant diary/logs w Multiple sources of information 2003 Prentice Hall. Inc.3-23 Collecting Job Analysis Information w Joint effort between HR, the worker and the supervisor 2003 Prentice Hall. Inc.3-24 Employees may be Concerned Because of w Resistance to change w Possible changes to job duties w Changes to pay w Lack of trust of consequences 2003 Prentice Hall. Inc.3-25 Widely Used: The Interview w Individual interviews with each employee w Group interviews with groups of employees who have the same job w Supervisor interviews with one or more supervisors who know the job. 2003 Prentice Hall. Inc.3-26 Sample Interview Questions s What is the job being performed? s What are the major duties of your position? What exactly do you do? s What physical locations do you work in? s What are the education, experience, skill, and where applicable certification and licensing requirements? s In what activities do you participate? s What are the jobs responsibilities and duties? 2003 Prentice Hall. Inc.3-27 Sample Interview Questions (continued) s What are the basic accountabilities or performance standards that typify your work? s What are your responsibilities? What are the environmental and working conditions involved? s What are the jobs physical demands? The emotional and mental demands? s What are the health and safety conditions? s Are you exposed to any hazards or unusual working conditions? 2003 Prentice Hall. Inc.3-28 Interview Guidelines The job analyst and supervisor should identify the workers who know the job best and would be objective Establish a rapport with the interviewee Follow a structured guide or checklist Ask a worker to list duties in order of importance and frequency of occurrence Review and verify data 2003 Prentice Hall. Inc.3-29 Interview Guidelines Pro: 1. Simple, quick and easy 2. May generate information that never appears on written documents 3. Provides an opportunity to explain the need of the analysis 4. Employee may be able to vent frustration 2003 Prentice Hall. Inc.3-30 Interview Guidelines Con: 1. Expensive and time consuming 2. Distortion Thus should be used with other methods (multiple sources) 2003 Prentice Hall. Inc.3-31 How to Conduct a Questionnaire Session w Having employees fill out questionnaires to describe their job-related duties & responsibilities is a good way to obtain job analysis information. w First, you have to decide on how structured or open-ended the questionnaire will be. 2003 Prentice Hall. Inc.3-32 How to Conduct a Questionnaire Session w In structured questionnaires, employees are given an inventory of specific duties to select from. w Example of open ended questionnaires could be “describe the major duties of your job” w The ideal questionnaire would be a combination of both structured questions and open-ended ones. 2003 Prentice Hall. Inc.3-33 PORTLAND STATE UNIVERSITY POSITION DESCRIPTION * * PLEASE READ INSTRUCTIONS BEFORE COMPLETING THIS FORM * * ( ) New ( ) Revised SECTION 1. POSITION INFORMATION a. Class Title: b. Class No.: c. Effective Date: d. Position No.: e. Working Title: f. Work Unit: g. Agency No.: h. Employee Name: i. Work Location (CityCounty): _ j. Position: ( ) Permanent ( ) Seasonal ( ) Limited Duration ( ) Academic Year ( ) Full Time ( ) Part Time ( ) Intermittent ( ) Job Share _ k. FLSA: ( ) Exempt ( ) NonExempt l. Eligible for Overtime: ( ) Yes ( ) No _ SECTION 2. PROGRAM/POSITION INFORMATION a. Describe the program in which this job exists. Include program purpose, whos affected, size, and scope. Include relationship to agency mission. b. Describe the purpose of this position, and how it functions within this program, by completing this statement: The purpose of this job/position is to . . . 2003 Prentice Hall. Inc.3-34 SECTION 3. DESCRIPTION OF DUTIES List major duties. Note percentage of time duties are performed. If this is an existing position, mark “N“ for new duties or “R“ for revised duties. % of Time N/R DUTIES _ SECTION 4. WORKING CONDITIONS Describe special working conditions, if any, that are a regular part of this job. Include frequency of exposure to these conditions. _ SECTION 5. GUIDELINES a. List any established guidelines used to do this job, such as state or federal laws or regulations, policies, manuals or desk procedures. b. How are these guidelines used to perform the job? SECTION 6. WORK CONTACTS With whom outside of co-workers in this work unit must this position regularly come in contact? Who Contacted How Purpose How Often? SECTION 7. JOBRELATED DECISION MAKING Describe the kinds of decisions likely to be made by this position. Indicate affect of these decisions where possible. 2003 Prentice Hall. Inc.3-35 SECTION 8. REVIEW OF WORK Who reviews the work of this position? (List classification title and position number.) How? How often? Purpose of the review? SECTION 9. SUPERVISORY DUTIES TO BE COMPLETED ONLY FOR POSITIONS IN MANAGEMENT SERVICE a. How many employees are directly supervised by this position? _ Through Subordinate Supervisors? _ b. Which of the following supervisory/management activities does this job perform? ( ) Plans Work ( ) Responds to Grievances ( ) Hires/Fires (or Effectively Recommends) ( ) Assigns Work ( ) Disciplines/Rewards ( ) Prepares and Signs Performance Appraisals ( ) Approves Work SECTION 10. ADDITIONAL JOBRELATED INFORMATION Any other comments that would add to an understanding of this position: SPECIAL REQUIREMENTS: List any special mandatory recruiting requirements for this position: BUDGET AUTHORITY: If this position has authority to commit agency operating money, indicate in what area, how much (biennially) and type of funds: _ SECTION 11. ORGANIZATIONAL CHART Attach a current organizational chart. See instructions for detail to be included on the chart. _ Employee Signature Date Supervisor Signature Date _ Appointing Authority Signature Date 2003 Prentice Hall. Inc.3-36 Questionnaire w Pro: Is a quick, cheap & efficient way to obtain information from a large number of employees w Con: developing the questionnaire can be expensive, time consuming and requires professionals. w May miss out on interpretations 2003 Prentice Hall. Inc.3-37 Observation w Observation may be combined with interviewing w Take complete notes wTalk with the person being observed explain what is happening and why wAsk questions wMain problem is Reactivity 2003 Prentice Hall. Inc.3-38 Diaries and Logs w Time-consuming w Remembering what was done earlier w Can use dictating machines and pagers w Includes critical & infrequent tasks (complete picture) 2003 Prentice Hall. Inc.3-39 Using Multiple Sources w To avoid in accuracies, some organizations use several data collection methods to perform job analysis. w For example, collect data from different types of respondents: employee, supervisoretc. w For example use questionnaires or observation first followed by interviews 2003 Prentice Hall. Inc.3-40 Methods of Collecting Job Analysis Information - Comparison Interviews Questionnaire Observation Diary/Logs 2003 Prentice Hall. Inc.3-41 Part 3: Writing Job Descriptions Job Identification Job Summary Relationships Responsibilities and Duties Standards of Performance Working Conditions and Physical Environment 2003 Prentice Hall. Inc.3-42 Job Identification w Title w Date w Approvals w Supervisors title w Salary w Grade level 2003 Prentice Hall. Inc.3-43 Job Summary w General nature w Major functions or activities w Includes general statements 2003 Prentice Hall. Inc.3-44 Relationships Statement for Human Resource Director Works with all department managers and executive management Works with employment agencies, recruiters, union reps, state and federal agencies, vendors 2003 Prentice Hall. Inc.3-45 Responsibilities and Duties w Examples n Establishes marketing goals to ensure share of market n Maintaining balanced and controlled inventories w Defines the limits of job holders authority n Purchasing authority n Discipline n Interviewing and hiring 2003 Prentice Hall. Inc.3-46 Standards of Performance - Example Duty: Meeting Daily Production Schedule n Work group produces no fewer than 426 units per working day n Next workstation rejects no more than an average of 2% of units n Weekly overtime does not exceed an average of 5% 2003 Prentice Hall. Inc.3-47 Part 4: Writing Job Specifications w What human traits and experience are required to do the job well? n Specifications for trained versus untrained personnel n Specifications based on judgment 2003 Prentice Hall. Inc.3-48 Job Related Behaviors w Industriousness w Thoroughness w Schedule flexibility w Attendance w Off-task behavior w Unruliness w Theft w Drug misuse 2003 Prentice Hall. Inc.3-49 Use a Job Analysis Questionnaire JOB ANALYSIS Job Title: Description of the Job: Tasks Tools Used Standards forPerformance Conditions forPerformance 2003 Prentice Hall. Inc.3-50 Part 5: Job Analysis in a “Jobless” World w Job is generally defined as “a set of closely related activities carried out for pay”. w Today, this has changed. There will always be enormous amounts of work to do, but it is not going to be contained in the familiar envelopes we call jobs. 2003 Prentice Hall. Inc.3-51 Part 5: Specialized to Enlarged Jobs w Experts like Adam Smith and Fredrick Taylor wrote glowingly of the positive effects of work specialization. w By the mid-1900s writers wrote of the dehumanizing effects of “pigeonholing workers into highly repetitive and specialized jobs. w Many proposed: Job Enlargement, Rotation and Enrichment 2003 Prentice Hall. Inc.3-52 Part 5: Specialized to Enlarged Jobs w Job Enlargement: assigning workers additional same-level activities, thus increasing the number of activities they perform. (instead of just one lousy job, I have two) w Job Rotation: systematically moving workers from one job to another to enhance work team performance &/or broaden his experience & identif