CHAPTER 4: JOB ANALYSIS, STRATEGIC PLANNING AND HR PLANNING

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CHAPTER 4: JOB ANALYSIS, STRATEGIC PLANNING AND HR PLANNING by Mind Map: CHAPTER 4: JOB ANALYSIS, STRATEGIC PLANNING AND HR PLANNING

1. Job analysis: A basic HRM tool

1.1. is the systematic process of determining skills, duties, knowledge required for performing jobs in an organization

1.2. the tasks needed to perform the job are identified

1.3. job: group of tasks performing for an organization ==> achieve goals

1.4. position: the collection of tasks + responsibilities performed by 1 person

1.5. purpose: to obtain answers to 6 questions

1.5.1. 1. what physical and mental tasks does the worker accomplish?

1.5.2. 2. when is the job to be completed?

1.5.3. 3. where is the job to be accomplished?

1.5.4. 4. how does the worker do the job?

1.5.5. 5. why is the job done?

1.5.6. 6. what qualifications are needed to perform the job?

1.6. performed on 3 occasions

1.6.1. 1. when the organization is founded + job analysis program is initiated for 1st time

1.6.2. 2. when new job is created

1.6.3. 3. when jobs are changed significantly as a result of new technologies, methods, procedures, systems,..

1.7. job description: provide information regarding the essential tasks, duties, responsibilities

1.8. job specification: outlines the minimum acceptable qualifications a person should possess to perform a particular job

2. Reasons for Conducting Job Analysis

2.1. Staffing

2.2. Training and Development

2.3. Performance Appraisal

2.4. Compension

2.5. Safety and Health

2.6. Employee and labor relations

2.7. Legal considerations

3. Types of job analysis information

3.1. identify job's actual duties + responsibilities + gathers other types of data: work activities, worker-oriented activities, machines, tools, equipment, work aids used, personal requirements

3.2. job-related tangibles + intangibles: knowledge needed, materials processed, good made, sevices performed

3.3. job analysis methods

3.3.1. questionnaires

3.3.1.1. administer a structured questionnaire to employees

3.3.2. observation

3.3.2.1. watching workers perform job tasks + record their obsevation

3.3.3. interviews

3.3.3.1. interviewing employees 1st ==> helping them describe the duties performed

3.3.3.2. interviewing supervisors 2nd ==> check accuracy of the information obtained form employees

3.3.4. employee recording

3.3.4.1. employees describe their daily work activities in a diary or log

3.3.5. combination of methods

4. Conducting job analysis

4.1. should include employees + employees' supervisors

4.2. organizations lack technical expertise may use outside consultants

5. Job description

5.1. provide concise statements of what employees are expected to do on the job + how they do + conditions

5.1.1. major duties performed

5.1.2. percentage of time devoted to each duty

5.1.3. performance standards to be achieved

5.1.4. working conditions + possible hazards

5.1.5. number of employees performing jobs + to whom they report

5.1.6. machines + equipment used on job

5.2. job identification

5.2.1. include: job title, department, reporting relationship, job number, code

5.3. date of job analysis

5.3.1. placing on job description ==> identify job changes, would make the description obsolete

5.4. job summary

5.4.1. providing a concise overview of job

5.5. duties performed

5.6. job specification

6. Standard Occupational Classification (SOC): based on actual changes in nature or organization of work activities being performed

7. Job analysis for team members

8. Job analysis and Law

9. HR as a strategic business partner

10. Strategic Planning process

10.1. mission determination

10.1.1. unit's continuing purpose or reason for being

10.2. environmental assessment

10.3. objective setting

10.4. strategy setting

10.5. strategy implemantation

10.6. process by top manager determines overall organizational purposes + objectives + how they are achieved

11. HR Planning

11.1. systematic process of matching internal + external supply of people with job opening anticipated in the organization over specified period of time

11.2. requirement forecast: determining number, skill, location of employees the organization will need at future dates in order to meet goals

11.3. availability forecast: determination of if the firm will be able to secure employees with the necessary skills + from what sources

12. Forcasting HR Requirements

12.1. zero-base forecast: forecasting method that uses current level of employment as starting point for determining future staffing needs

12.2. bottom-up forecast: in which each successive level, starting with the lowest, forecasts its requirements, ultimately providing aggregate forecast of employees needed

13. HR Databse: containing employees information that permits management to make HR decisions

14. Shortage of workers forecasted

14.1. innovative recruiting

14.1.1. recruiting in different geographic areas

14.1.2. exploring new methods

14.1.3. seeking different kinds of candidates

14.2. compensation incentives

14.3. training programs

14.4. different selection standards

15. Succession planning: a component of strategic planning

15.1. is the process of ensuring that qualified person are available to assume key managerial positions once positions are vacant

16. Manager self-service (MSS)

16.1. the use of software + corporate network to automate paper-based HR processes that required a manager's approval, record-keeping, input, processes to support managers' jobs

17. Employee self-service (ESS)

17.1. processes that automate transactions that previously were labor intensive for employees + HR professionals

18. Job design concepts

18.1. determining the specific tasks to be performed + methods used in performing tasks + how the job relate to other work

19. Job enrichment: change in content + level of responsibilities to provide greater challenges to workers

20. Job enlargement: increasing number of tasks a worker performs with all tasks at the same level of responsibilities

21. Job rotation: moving workers from 1 job to another to broaden their experience

22. Reengineering: fundamental rethinking + radical redesign of business processes to achieve improvements in critical, contemporary measures of performance: cost, quality, service, speed