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Chapter 5, slide 1
Introduction
Chapter 5, slide 2
Introduction
HR planning must be
linked to the organizations overall strategy
to compete domestically and globally
translated into the number and types of
workers needed
Chapter 5, slide 3
An Organizational Framework
Chapter 5, slide 4
Chapter 5, slide 5
HR LINKAGE
determining organizations
business
setting goals and
objectives
strategy
structure
people
Chapter 5, slide 6
Chapter 5, slide 7
Chapter 5, slide 8
Chapter 5, slide 9
Chapter 5, slide 10
easiest to forecast
dismissals
possible to forecast
transfers
possible to forecast
layoffs
possible to forecast
sabbaticals
possible to forecast
voluntary quits
difficult to forecast
prolonged illnesses
difficult to forecast
deaths
hardest to forecast
Chapter 5, slide 11
Chapter 5, slide 12
Chapter 5, slide 13
define
organization
mission
establish
corporate goals
and objectives
assess current
human resources
-- - - - - - - - - - - - HRMS:
job analysis
compare demand
for and supply of
human resources
Outcomes
demand exceeds
supply
supply exceeds
demand
recruitment
decruitment
supply of
human resources
Chapter 5, slide 14
Job Analysis
See
http://www.staffing-and-recruiting-essentials.com/Sample-Job-Analy
sis.html
for a sample job analysis.
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins
Chapter 5, slide 15
Job Analysis
Job analysis methods
1. observation job analyst watches employees directly or reviews
film of workers on the job
2. individual interview a team of job incumbents is selected and
extensively interviewed
3. group interview a number of job incumbents are interviewed
simultaneously
4. structured questionnaire workers complete a specifically
designed questionnaire
5. technical conference uses supervisors with an extensive
knowledge of the job
6. diary job incumbents record their daily activities
The best results are usually achieved with some combination of methods.
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins
Chapter 5, slide 16
Job Analysis
understand the purpose
of the job analysis
review draft
with supervisor
develop draft
seek clarification
benchmark positions
Chapter 5, slide 17
Job Analysis
The Occupational Information Network
(O*NET) content model includes:
1.
2.
3.
4.
5.
6.
worker characteristics
worker requirements
experience requirements
occupation-specific information
workforce characteristics
occupational requirements
See http://online.onetcenter.org/
Chapter 5, slide 18
Job Analysis
Position analysis questionnaire (PAQ)
jobs are rated on 194 elements, grouped in
six major divisions and 28 sections
the elements represent requirements
applicable to all types of jobs
its quantitative structure allows many job
comparisons, however, it appears to apply to
only higher-level jobs
Chapter 5, slide 19
Job Analysis
Job descriptions list:
job title
job identification
job duties/essential functions in order of importance
job specifications - minimal qualifications for job
Chapter 5, slide 20
Job Analysis
Almost all HRM
activities are
tied to job
analysis; it is the
starting point for
sound HRM.
recruiting
labor
relations
selection
HR
planning
safety &
health
job analysis
job description
job specifications
compensation
employee
development
employee
training
performance
management
career
development
Chapter 5, slide 21
Job Analysis
Job design is how a position and its tasks are organized.
great job design enriches and motivates through
skill variety
task identity
task significance
autonomy
feedback from job itself
Chapter 5, slide 22
True or False?
1. HR planning must be separate from the organizations overall strategy.
False!
2. A mission statement defines what business the organization is in.
True!
3. To forecast staff requirements, HR creates an inventory of future staffing
needs for job level and type, broken down by decade.
False!
4. Job analysis is a systematic exploration of the activities within a job.
True!
5. A position analysis questionnaire is more qualitative than quantitative in
nature.
False!
6. Job design is how a position and its tasks are organized.
True!
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins
Chapter 5, slide 23