[英文版]人力资源管理概论-Job Analysis(ppt 38页).ppt

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1、 2005 Prentice Hall Inc.All rights reserved.PowerPoint Presentation by Charlie CookThe University of West Alabamat e n t h e d i t i o nGary DesslerPart Part 2 2 Recruitment and Placement Recruitment and PlacementChapterChapter 4 4来自来自中国最大的资料库下载中国最大的资料库下载Job Analysis来自来自中国最大的资料库下载中国最大的资料库下载The Natur

2、e of Job AnalysisJob analysisThe procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.Job descriptionA list of a jobs duties,responsibilities,reporting relationships,working conditions,and supervisory responsibilitiesone product of a

3、job analysis.Job specificationsA list of a jobs“human requirements,”that is,the requisite education,skills,personality,and so onanother product of a job analysis.2 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Types of Information CollectedWork activitiesHuman behaviorsMachines,

4、tools,equipment,and work aidsPerformance standardsJob contextHuman requirements3 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Uses of Job Analysis InformationRecruitment and SelectionCompensationPerformance AppraisalTrainingDiscovering Unassigned DutiesEEO Compliance4 2005 Pren

5、tice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Uses of Job Analysis InformationFigure 41 5 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Steps in Job AnalysisStep 1:Decide how youll use theinformation.Step 2:Review relevant backgroundinformation.Step 3:Select represen

6、tative positions.Step 4:Actually analyze the job.Step 5:Verify the job analysis information.Step 6:Develop a job description and jobspecification.6 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Charting the OrganizationOrganization chartA chart that shows the organizationwide di

7、stribution of work,with titles of each position and interconnecting lines that show who reports to and communicates to whom.Process chartA work flow chart that shows the flow of inputs to and outputs from a particular job.7 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Process C

8、hart for Analyzing a Jobs WorkflowFigure 42 8 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Methods of Collecting Job Analysis Information:The InterviewInformation sourcesIndividual employeesGroups of employeesSupervisors with knowledge of the jobAdvantagesQuick,direct way to fi

9、nd overlooked information.DisadvantagesDistorted informationInterview formatsStructured(Checklist)Unstructured9 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Interview GuidelinesThe job analyst and supervisor should work together to identify the workers who know the job best.Qui

10、ckly establish rapport with the interviewee.Follow a structured guide or checklist,one that lists open-ended questions and provides space for answers.Ask the worker to list his or her duties in order of importance and frequency of occurrence.After completing the interview,review and verify the data.

11、10 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Methods of Collecting Job Analysis Information:QuestionnairesInformation sourceHave employees fill out questionnaires to describe their job-related duties and responsibilities.Questionnaire formatsStructured checklistsOpened-ended

12、 questions AdvantagesQuick and efficient way to gather information from large numbers of employeesDisadvantagesExpense and time consumed in preparing and testing the questionnaire11 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Methods of Collecting Job Analysis Information:Obse

13、rvationInformation sourceObserving and noting the physical activities of employees as they go about their jobs.AdvantagesProvides first-hand informationReduces distortion of informationDisadvantagesTime consumingDifficulty in capturing entire job cycleOf little use if job involves a high level of me

14、ntal activity.12 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Methods of Collecting Job Analysis Information:Participant Diary/LogsInformation sourceWorkers keep a chronological diary/log of what they do and the time spent in each activity.AdvantagesProduces a more complete pic

15、ture of the jobEmployee participationDisadvantagesDistortion of informationDepends upon employees to accurately recall their activities13 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Quantitative Job Analysis TechniquesThe position analysis questionnaire(PAQ)A questionnaire use

16、d to collect quantifiable data concerning the duties and responsibilities of various jobs.The Department of Labor(DOL)procedureA standardized method by which different jobs can be quantitatively rated,classified,and compared.Functional job analysisTakes into account the extent to which instructions,

17、reasoning,judgment,and mathematical and verbal ability are necessary for performing job tasks.14 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Sample Report Based on Department of Labor Job Analysis TechniqueFigure 4615 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国

18、最大的资料库下载Writing Job DescriptionsA job descriptionA written statement of what the worker actually does,how he or she does it,and what the jobs working conditions are.Sections of a typical job descriptionJob identificationJob summaryResponsibilities and dutiesAuthority of incumbentStandards of perform

19、anceWorking conditionsJob specifications16 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Sample Job Description,Pearson EducationFigure 47a Source:Courtesy of HR Department,Pearson Education.17 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Sample Job Descrip

20、tion,Pearson EducationFigure 47b Source:Courtesy of HR Department,Pearson Education.18 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载“Marketing Manager”Description from Standard Occupational ClassificationFigure 48 20.11-2021 Marketing ManagersAbstract:11-2021 Marketing Managers

21、.Determine the demand for products and services offered by a firm and Its competitors and identify potential customers.Develop pricing strategies with the goal of maximizing the firms profits or share of the market while ensuring the firms customers are satisfied.Source:www.bis.gov,accessed November

22、 13,2003.19 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载The Job DescriptionJob identificationJob title:name of jobFLSA status section:Exempt or nonexemptPreparation date:when the description was writtenPrepared by:who wrote the descriptionJob summaryDescribes the general natur

23、e of the jobLists the major functions or activities20 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载The Job Description(contd)Relationships(chain of command)Reports to:employees immediate supervisorSupervises:employees that the job incumbent directly supervisesWorks with:others

24、with whom the job holder will be expected to work and come into contact with internally.Outside the company:others with whom the job holder is expected to work and come into contact with externally.21 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载The Job Description(contd)Respon

25、sibilities and dutiesA listing of the jobs major responsibilities and duties(essential functions)Defines limits of jobholders decision-making authority,direct supervision,and budgetary limitations.Standard Occupational ClassificationClassifies all workers into one of 23 major groups of jobs which ar

26、e subdivided into 96 minor groups of jobs and detailed occupations.22 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载The Job Description(contd)Standards of performance and working conditionsLists the standards the employee is expected to achieve under each of the job descriptions

27、 main duties and responsibilities.23 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Writing Job SpecificationsSpecifications for trained personnelFocus on traits like length of previous service,quality of relevant training,and previous job performance.Specifications for untrained

28、 personnelFocus on physical traits,personality,interests,or sensory skills that imply some potential for performing or for being trained to do the job.24 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Writing Job Specifications(contd)Specifications Based on JudgmentSelf-created j

29、udgments(common sense)List of competencies in Web-based job descriptions(e.g.,)O*NET onlineStandard Occupational ClassificationSpecifications Based on Statistical AnalysisAttempts to determine statistically the relationship between a predictor or human trait and an indicator or criterion of job effe

30、ctiveness.25 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Writing Job Specifications(contd)Steps in the Statistical ApproachAnalyze the job and decide how to measure job performance.Select personal traits that you believe should predict successful performance.Test candidates fo

31、r these traits.Measure the candidates subsequent job performance.Statistically analyze the relationship between the human trait and job performance.26 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Writing Job DescriptionsStep 1.Decide on a PlanStep 2.Develop an Organization Char

32、tStep 3.Use a Job Analysis/Description QuestionnaireStep 4.Obtain Lists of Job Duties from O*NETStep 5.Compile the Jobs Human Requirementsfrom O*NETStep 6.Complete Your Job Description27 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Job Analysis in a“Jobless”WorldJobGenerally de

33、fined as“a set of closely related activities carried out for pay.”28 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载From Specialized to Enlarged JobsJob enlargementAssigning workers additional same level activities,thus increasing the number of activities they perform.Job enrichm

34、entRedesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility,achievement,growth,and recognition.29 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载From Specialized to Enlarged Jobs(contd)Job rotationMoving a trainee from dep

35、artment to department to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the companySystematically moving workers from one job to another to enhance work team performance.30 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最

36、大的资料库下载Why Managers Are Dejobbing Their CompaniesDejobbingBroadening the responsibilities of the companys jobsEncouraging employee initiative.Internal factors leading to dejobbingFlatter organizationsWork teamsExternal factors leading to dejobbing.Rapid product and technological changeGlobal competi

37、tionDeregulation,Political instability,Demographic changesRise of a service economy.31 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Competency-Based Job AnalysisCompetenciesDemonstrable characteristics of a person that enable performance of a job.Competency-based job analysisDe

38、scribing a job in terms of the measurable,observable,behavioral competencies(knowledge,skills,and/or behaviors)an employee must exhibit to do a job well.32 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载The Skills Matrix for One Job at BPFigure 412 Note:The light blue boxes indic

39、ate the minimum level of skill required for the job.33 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载Why Use Competency Analysis?To support HPWSTraditional job descriptions(with their lists of specific duties)may actually backfire if a high-performance work system is the goal.Ma

40、intain a strategic focusDescribing the job in terms of the skills,knowledge,and competencies the worker needs is more strategic.Measuring performanceMeasurable skills,knowledge,and competencies are the heart of any companys performance management process.34 2005 Prentice Hall Inc.All rights reserved

41、.来自来自中国最大的资料库下载中国最大的资料库下载Background Data for ExamplesFigure 410 Example of Job Title:Customer Service ClerkExample of Job Summary:Answers inquiries and gives directions to customers,authorizes cashing of customers checks,records and returns lost charge cards,sorts and reviews new credit applications

42、,works at customer service desk in department store.Example of One Job Duty:Authorizes cashing of checks:authorizes cashing of personal or payroll checks(up to a specified amount)by customers desiring to make payment by check.Requests identificationsuch as drivers licensefrom customers and examines

43、check to verify date,amount,signature,and endorsement.Initials check and sends customer to cashier.35 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载36 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载37 2005 Prentice Hall Inc.All rights reserved.来自来自中国最大的资料库下载中国最大的资料库下载38 2005 Prentice Hall Inc.All rights reserved.