人力资源管理PPT

1、人力资源管理PPTChapter OutlineI.The Nature of Job AnalysisJob Analysis DefinedUses of Job Analysis InformationSteps in Job AnalysisII.Methods of Collecting Job Analysis InformationIntroductionThe InterviewQuestionnaireObservationParticipant Diary/LogsUsing Multiple Sources of InformationClass ExerciseChap

2、ter Outline(to be covered next class)III.Writing Job DescriptionsJob IdentificationJob SummaryRelationshipsResponsibilities and DutiesStandards of PerformanceWorking Conditions and Physical EnvironmentIV.Writing Job SpecificsSpecifications for Trained Versus Untrained PersonnelJob Specifications Bas

3、ed on JudgmentJob Specifications Based on Statistical AnalysisV.Job Analysis in a “Jobless” WorldFrom Specialized to Enlarged JobsWhy Managers are De-jobbing Their Companies Part 1: The Nature of Job Analysisw Job analysis definedw Uses of job analysis informationw Steps in job analysisJob Analysis

4、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.What Information do I Collect?w Work activitiesw Human behav

5、iorsw Machines, tools, equipment and work aidsw Performance standardsw Job context (Environment)w Human requirementsWork activitiesw Cleaningw Sellingw Teachingw Paintingw How, why and when the activities are performedHuman behaviorsw Sensingw Communicatingw Decidingw WritingMachines, Tools, Equipme

6、nt, Work Aidsw Equipment usedw Materials processedw Knowledge dealt with or appliedw Services renderedPerformance Standardsw Information about the jobs performance standards in terms of quality or quantity).w These standards will be used when appraising employees.Job Context (Environment)w Physical

7、working conditionsw Work schedulew Organizational contextw Social context (the number of people with whom the employee would normally interact)Human Requirementsw Job-related knowledge and skillsnEducationnTrainingnWork experiencew Personal attributesnAptitudesnPhysical characteristicsnPersonalitynI

8、nterestsUses of Job Analysis InformationJob AnalysisRecruiting andSelection DecisionsPerformance AppraisalJob EvaluationWage and Salary Decisions(Compensation)TrainingRequirementsJob Descriptionand Job SpecificationFigure 3-1Uses of Job Analysis Informationw Recruitment and selectionw Compensationw

9、Performance Appraisalw Trainingw Discovering unassigned dutiesRecruitment and SelectionJob 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 hi

10、re.Compensationw 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 worthPerformance Appraisalw Job analysis in

11、cludes information about the jobs performance standardsw Performance appraisal compared employees actual performance against these standards.TrainingThe job description should show the activities and skillsand therefore the trainingthat the job requires.Discovering Unassigned DutiesJob analysis can

12、also help reveal unassigned duties.Steps in Job Analysis1.Decide how to use the information2.Review relevant background information3.Select representative positions4.Conduct the analysis5.Verify with the worker and supervisor6.Develop a job description and job specification (two tangible outputs of

13、job analysis)Part 2: Methods of Collecting Job Analysis Informationw The intervieww Questionnairew Observationw Participant diary/logsw Multiple sources of informationCollecting Job Analysis Informationw Joint effort between HR, the worker and the supervisorEmployees may be Concerned Because of w Re

14、sistance to changew Possible changes to job dutiesw Changes to payw Lack of trust of consequencesWidely Used: The Intervieww Individual interviews with each employeew Group interviews with groups of employees who have the same jobw Supervisor interviews with one or more supervisors who know the job.

15、Sample Interview QuestionssWhat is the job being performed?sWhat are the major duties of your position? What exactly do you do?sWhat physical locations do you work in?sWhat are the education, experience, skill, and where applicable certification and licensing requirements?sIn what activities do you

16、participate?sWhat are the jobs responsibilities and duties?Sample Interview Questions (continued)sWhat are the basic accountabilities or performance standards that typify your work?sWhat are your responsibilities? What are the environmental and working conditions involved?sWhat are the jobs physical

17、 demands? The emotional and mental demands?sWhat are the health and safety conditions?sAre you exposed to any hazards or unusual working conditions?Interview Guidelines The job analyst and supervisor should identify the workers who know the job best and would be objectiveEstablish a rapport with the

18、 intervieweeFollow a structured guide or checklistAsk a worker to list duties in order of importance and frequency of occurrenceReview and verify dataInterview GuidelinesPro: 1. Simple, quick and easy2. May generate information that never appears on written documents3. Provides an opportunity to exp

19、lain the need of the analysis4. Employee may be able to vent frustrationInterview GuidelinesCon: 1. Expensive and time consuming2. Distortion3. Thus should be used with other methods (multiple sources)How to Conduct a Questionnaire Sessionw Having employees fill out questionnaires to describe their

20、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.How to Conduct a Questionnaire Sessionw In structured questionnaires, employees are given an inventory of specific duties t

21、o 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.PORTLAND STATE UNIVERSITYPOSITION DESCRIPTION * * PLEASE READ INSTRUCTIONS BEFORE COMPLETING THIS FOR

22、M * *( ) 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 (City County): _j.Position: ( ) Permanent( ) Seasonal( ) Limited Duration( ) Academic Year( ) Full T

23、ime( ) Part Time( ) Intermittent( ) Job Share _k.FLSA: ( ) Exempt ( ) Non Exempt 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

24、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 . . . SECTION 3. DESCRIPTION OF DUTIES List major duties. Note percentage of time duties are performed. If this is an existing position, mar

25、k N for new duties or R for revised duties.% of TimeN/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 thi

26、s 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 PurposeHow Often?

27、 SECTION 7. JOB RELATED DECISION MAKING Describe the kinds of decisions likely to be made by this position. Indicate affect of these decisions where possible.SECTION 8. REVIEW OF WORK Who reviews the work of this position? (List classification title and position number.) How? How often? Purpose of t

28、he 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( ) R

29、esponds to Grievances( ) Hires/Fires (or Effectively Recommends)( ) Assigns Work( ) Disciplines/Rewards( ) Prepares and Signs Performance Appraisals( ) Approves Work SECTION 10. ADDITIONAL JOB RELATED INFORMATION Any other comments that would add to an understanding of this position: SPECIAL REQUIRE

30、MENTS: 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

31、instructions for detail to be included on the chart. _Employee Signature Date Supervisor Signature Date _Appointing Authority Signature Date Questionnairew Pro: Is a quick, cheap & efficient way to obtain information from a large number of employeesw Con: developing the questionnaire can be expe

32、nsive, time consuming and requires professionals. w May miss out on interpretationsObservationw Observation may be combined with interviewingw Take complete noteswTalk with the person being observed explain what is happening and whywAsk questionswMain problem is ReactivityDiaries and Logsw Time-cons

33、umingw Remembering what was done earlierw Can use dictating machines and pagersw Includes critical & infrequent tasks (complete picture)Using Multiple Sourcesw To avoid in accuracies, some organizations use several data collection methods to perform job analysis. w For example, collect data from

34、 different types of respondents: employee, supervisor.etc.w For example use questionnaires or observation first followed by interviewsMethods of Collecting Job Analysis Information - Comparison1. Interviews2. Questionnaire3. Observation4. Diary/LogsPart 3: Writing Job Descriptions1. Job Identificati

35、on2. Job Summary3. Relationships4. Responsibilities and Duties5. Standards of Performance6. Working Conditions and Physical EnvironmentJob Identificationw Titlew Datew Approvalsw Supervisors titlew Salaryw Grade levelJob Summaryw General naturew Major functions or activitiesw Includes general statem

36、entsRelationships Statement for Human Resource DirectorDepartmentSecretaryHuman ResourceClerkTestAdministratorLabor RelationsManagerHuman ResourceDirectorVice PresidentEmployee RelationsWorks with all department managers and executive managementWorks with employment agencies, recruiters, union reps,

37、 state and federal agencies, vendorsResponsibilities and Dutiesw ExamplesnEstablishes marketing goals to ensure share of marketnMaintaining balanced and controlled inventoriesw Defines the limits of job holders authoritynPurchasing authoritynDisciplinenInterviewing and hiringStandards of Performance

38、 - ExampleDuty: Meeting Daily Production SchedulenWork group produces no fewer than 426 units per working daynNext workstation rejects no more than an average of 2% of unitsnWeekly overtime does not exceed an average of 5%Part 4: Writing Job Specificationsw What human traits and experience are requi

39、red to do the job well?nSpecifications for trained versus untrained personnelnSpecifications based on judgmentJob Related Behaviorsw Industriousnessw Thoroughnessw Schedule flexibilityw Attendancew Off-task behaviorw Unrulinessw Theftw Drug misuseUse a Job Analysis QuestionnaireJOB ANALYSISJob Title

40、: Description of the Job: TasksTools UsedStandards forPerformanceConditions forPerformancePart 5: Job Analysis in a “Jobless” Worldw 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, b

41、ut it is not going to be contained in the familiar envelopes we call jobs.Part 5: Specialized to Enlarged Jobsw 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 wo

42、rkers into highly repetitive and specialized jobs.w Many proposed: Job Enlargement, Rotation and EnrichmentPart 5: Specialized to Enlarged Jobsw Job Enlargement: assigning workers additional same-level activities, thus increasing the number of activities they perform. (instead of just one lousy job,

43、 I have two) w Job Rotation: systematically moving workers from one job to another to enhance work team performance &/or broaden his experience & identify strong & weak points.w Job Enrichment: redesigning jobs in a way that increases the opportunities for the worker to feel responsible, growth & recognition (by planning and controlling his work)Specialized to Enlarged Jobsw Job Enlargement = same-level activitiesw Job Rotation = moving from one jo