2. Learning OutcomesLearning Outcomes
CLO 2 – illustrate properly the
procedures and processes in managing
human resource
LLO :
◦ Understand job analysis process
◦ Understand job analysis
◦ Explain job analysis approaches
◦ Understand the use of job analysis
information to human resource management
PB501/Chapter 3/Haniza/PSA
3. DefinitionsDefinitions
Job analysis - Systematic process of determining
skills, duties, and knowledge required for
performing jobs in organization
Job - Consists of group of tasks that must be
performed for organization to achieve its goals
Position - Collection of tasks and
responsibilities performed by one person; there
is a position for every individual in organization
PB501/Chapter 3/Haniza/PSA
4. Definitions (Cont.)Definitions (Cont.)
A work group consisting of a supervisor,
two senior clerks, and four word
processing operators has 3 jobs and 7
positions.
PB501/Chapter 3/Haniza/PSA
5. Questions Job Analysis Should AnswerQuestions Job Analysis Should Answer
What physical and mental tasks does
worker accomplish?
When is job to be completed?
Where is job to be accomplished?
How does worker do job?
Why is job done?
What qualifications are needed to
perform job?
PB501/Chapter 3/Haniza/PSA
6. Job Analysis: A Basic Human Resource Management ToolJob Analysis: A Basic Human Resource Management Tool
Tasks Responsibilities Duties
Job
Analysis
Job
Descriptions
Job
Specifications
Knowledge Skills Abilities
Staffing
Training and
Development
Performance Appraisal
Compensation
Safety and Health
Employee and Labor
Relations
Legal Considerations
PB501/Chapter 3/Haniza/PSA
11. The use of job analysisThe use of job analysis
PB501/Chapter 3/Haniza/PSA
12. Recruitment & selectionRecruitment & selection
Helps in determining what kind of person is
required to perform a particular job.
It points out the educational qualifications,
level of experience and technical, physical,
emotional and personal skills required to
carry out a job in desired fashion.
The objective is to fit a right person at a
right place.
PB501/Chapter 3/Haniza/PSA
13. Performance analysisPerformance analysis
To check if goals and objectives of a
particular job are met or not.
It helps in deciding the performance
standards, evaluation criteria and
individual’s output.
On this basis, the overall performance of
an employee is measured and he or she
is appraised accordingly.
PB501/Chapter 3/Haniza/PSA
14. Training & developmentTraining & development
Be used to assess the training and
development needs of employees.
The difference between the expected and
actual output determines the level of
training that need to be imparted to
employees.
It also helps in deciding the training
content, tools and equipments to be used
to conduct training and methods of
training.
PB501/Chapter 3/Haniza/PSA
15. Compensation managementCompensation management
o
Plays a vital role in deciding the pay
packages and extra perks and benefits and
fixed and variable incentives of employees.
o
The pay package depends on the position,
job title and duties and responsibilities
involved in a job.
o
The process guides HR managers in deciding
the worth of an employee for a particular
job opening.
PB501/Chapter 3/Haniza/PSA
16. Job designing & redesigningJob designing & redesigning
The main purpose of job analysis is to
streamline the human efforts and get the
best possible output.
It helps in designing, redesigning, enriching,
evaluating and also cutting back and adding
the extra responsibilities in a particular job.
This is done to enhance the employee
satisfaction while increasing the human
output.
PB501/Chapter 3/Haniza/PSA
18. Identification of job analysis purposeIdentification of job analysis purpose
To determine its need and desired
output. Spending human efforts, energy
as well as money is useless until HR
managers don’t know why data is to be
collected and what is to be done with it.
PB501/Chapter 3/Haniza/PSA
19. Who will conduct job analysisWho will conduct job analysis
To decide who will conduct it.
Some companies prefer getting it done by
their own HR department while some hire
job analysis consultants.
Job analysis consultants may prove to be
extremely helpful as they offer unbiased
advice, guidelines and methods.
They don’t have any personal likes and
dislikes when it comes to analyze a job.
PB501/Chapter 3/Haniza/PSA
20. How to conduct the processHow to conduct the process
A planned approach about how to carry
the whole process is required in order to
investigate a specific job.
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21. Strategic decision makingStrategic decision making
Deciding the extent of employee
involvement in the process, the level of
details to be collected and recorded,
sources from where data is to be
collected, data collection methods, the
processing of information and
segregation of collected data.
PB501/Chapter 3/Haniza/PSA
22. Training of job analystTraining of job analyst
To train the job analyst about how to
conduct the process and use the selected
methods for collection and recoding of
job data.
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23. Preparation of job analysis processPreparation of job analysis process
Communicating it within the organization
is the next step.
HR managers need to communicate the
whole thing properly so that employees
offer their full support to the job analyst.
The stage also involves preparation of
documents, questionnaires, interviews
and feedback forms.
PB501/Chapter 3/Haniza/PSA
24. Data collectionData collection
To collect job-related data including
educational qualifications of employees,
skills and abilities required to perform the
job, working conditions, job activities,
reporting hierarchy, required human
traits, job activities, duties and
responsibilities involved and employee
behaviour.
PB501/Chapter 3/Haniza/PSA
25. Documentation, verification andDocumentation, verification and
reviewreview
Proper documentation is done to verify
the authenticity of collected data and
then review it.
This is the final information that is used to
describe a specific job.
PB501/Chapter 3/Haniza/PSA
26. Developing JD & JSDeveloping JD & JS
To segregate the collected data in to useful
information.
Job Description describes the roles,
activities, duties and responsibilities of the
job.
job specification is a statement of
educational qualification, experience,
personal traits and skills required to perform
the job.
PB501/Chapter 3/Haniza/PSA
27. Reasons For ConductingReasons For Conducting
Job AnalysisJob Analysis
Staffing - Haphazard if recruiter does not know
qualifications needed for job
Training and Development - If specification lists
particular knowledge, skill, or ability, and person filling
position does not possess all necessary qualifications,
training and/or development is needed
Performance Appraisal - Employees should be evaluated
in terms of how well they accomplish duties specified in
their job descriptions and any other specific goals that
may have been established
Compensation - Value of job must be known before
dollar value can be placed on it
PB501/Chapter 3/Haniza/PSA
28. Reasons For ConductingReasons For Conducting
Job Analysis (Cont.)Job Analysis (Cont.)
Safety and Health - Helps identify safety and health
considerations
Employee and Labor Relations - Leads to more
objective human resource decisions
Legal Considerations - Having done job analysis
important for supporting legality of employment
practices
PB501/Chapter 3/Haniza/PSA
29. Summary of Types of Data CollectedSummary of Types of Data Collected
Through Job AnalysisThrough Job Analysis
Work Activities - Work activities and
processes; activity records (in film form, for
example); procedures used; personal
responsibility
Worker-oriented activities - Human
behaviors, such as physical actions and
communicating on job; elemental motions for
methods analysis; personal job demands, such
as energy expenditure
PB501/Chapter 3/Haniza/PSA
30. Summary of Types of Data CollectedSummary of Types of Data Collected
Through Job Analysis (Cont.)Through Job Analysis (Cont.)
Machines, tools, equipment, and work aids
used
Job-related tangibles and intangibles -
Knowledge dealt with or applied (as in
accounting); materials processed; products
made or services performed
Work performance - Error analysis; work
standards; work measurements, such as time
taken for a task
PB501/Chapter 3/Haniza/PSA
31. Summary of Types of Data CollectedSummary of Types of Data Collected
Through Job Analysis (Cont.)Through Job Analysis (Cont.)
Job context - Work schedule; financial and
nonfinancial incentives; physical working
conditions; organizational and social contexts
Personal requirements for job - Personal
attributes such as personality and interests;
education and training required; work
experience
PB501/Chapter 3/Haniza/PSA
33. QuestionnairesQuestionnaires
Typically quick and economical to use
Structured questionnaire to employees
Problem: Employees may lack verbal skills
Some employees tend to exaggerate
significance of their tasks
PB501/Chapter 3/Haniza/PSA
34. ObservationObservation
Job analyst watches worker perform job
tasks and records observations
Used primarily to gather information on
jobs emphasizing manual skills
Used alone is often insufficient
Difficulty: When mental skills are
dominant in a job
PB501/Chapter 3/Haniza/PSA
35. InterviewsInterviews
Interview both employee and
supervisor
Interview employee first,
helping him or her describe
duties performed
Then, analyst normally
contacts supervisor for
additional information
PB501/Chapter 3/Haniza/PSA
36. Employee RecordingEmployee Recording
Describe daily work
activities in diary or log
Problem: Employees
exaggerating job
importance
Valuable in understanding
highly specialized jobs
PB501/Chapter 3/Haniza/PSA
37. Combination of MethodsCombination of Methods
Usually use more than one method
Clerical and administrative jobs:
questionnaires supported by interviews
and limited observation
Production jobs: interviews
supplemented by extensive work
observations may provide necessary data
PB501/Chapter 3/Haniza/PSA
38. Other Methods Available forOther Methods Available for
Conducting Job AnalysisConducting Job Analysis
Functional Job Analysis
Position Analysis Questionnaire
Critical Incident Method
Computer Job Analysis
PB501/Chapter 3/Haniza/PSA
39. Functional Job AnalysisFunctional Job Analysis
Concentrates on the interactions among
the work, the worker, and the
organization
Modification of the job analysis schedule
Assesses specific job outputs and
identifies job tasks in terms of task
statements
PB501/Chapter 3/Haniza/PSA
40. Helps in collecting and recording job-related data to a
deeper extent.
It is used to develop task-related statements.
The technique helps in determining the complexity of
duties and responsibilities involved in a specific job.
This work-oriented technique works on the basis of
relatedness of job-data where complexity of work is
determined on a scale of various scores given to a
particular job.
The lower scores represent greater difficulty.
PB501/Chapter 3/Haniza/PSA
41. Position Analysis QuestionnairePosition Analysis Questionnaire
Uses a checklist approach to identify job
elements
Focuses on general worker behaviors
instead of tasks
194 job descriptors relate to job-
oriented elements
Each job being studied is scored relative
to the 32 job dimensions
PB501/Chapter 3/Haniza/PSA
42. Critical Incident MethodCritical Incident Method
Is a set of procedures used for collecting direct observations of
human behavior that have critical significance and meet
methodically defined criteria.
These observations are then kept track of as incidents, which are
then used to solve practical problems and develop broad
psychological principles.
A critical incident can be described as one that makes a significant
contribution—either positively or negatively—to an activity or
phenomenon.
Critical incidents can be gathered in various ways, but typically
respondents are asked to tell a story about an experience they
have had.
PB501/Chapter 3/Haniza/PSA
43. CIT is a flexible method that usually relies on five major
areas.
The first is determining and reviewing the incident, then
fact-finding, which involves collecting the details of the
incident from the participants.
When all of the facts are collected, the next step is to
identify the issues.
Afterwards a decision can be made on how to resolve
the issues based on various possible solutions.
The final and most important aspect is the evaluation,
which will determine if the solution that was selected
will solve the root cause of the situation and will cause
no further problems.
PB501/Chapter 3/Haniza/PSA
44. Conducting Job AnalysisConducting Job Analysis
People who participate
in job analysis should
include, at a minimum:
Employee
Employee’s immediate
supervisor
PB501/Chapter 3/Haniza/PSA
45. Job DescriptionJob Description
Document that states
tasks, duties, and
responsibilities of job
Vitally important job
descriptions are both
relevant and accurate
PB501/Chapter 3/Haniza/PSA
46. Items Frequently Included In a JobItems Frequently Included In a Job
DescriptionDescription
Major duties performed
Percentage of time devoted to each duty
Performance standards to be achieved
Working conditions and possible hazards
Number of employees performing the job,
and to whom they report
The machines and equipment used on job
PB501/Chapter 3/Haniza/PSA
47. Content of a Job DescriptionContent of a Job Description
Job Identification - Job title, department,
reporting relationship, and job number or
code
Job Analysis Date - Aids in identifying job
changes that would make description
obsolete
Job Summary - Concise overview of job
Duties Performed - Major duties
PB501/Chapter 3/Haniza/PSA
48. O*NET, the Occupational InformationO*NET, the Occupational Information
NetworkNetwork
Comprehensive government-developed
database of worker attributes and job
characteristics
Primary source of occupational information
Replaces Dictionary of Occupational Titles
(DOT)
PB501/Chapter 3/Haniza/PSA
49. Job SpecificationJob Specification
Job Specification - Minimum
qualifications person should possess
to perform particular job
Should reflect minimum, not ideal
qualifications for particular job
Job specifications are often included
as major section of job descriptions
PB501/Chapter 3/Haniza/PSA
50. Problems If Job SpecificationsProblems If Job Specifications
Are InflatedAre Inflated
May systematically eliminate
minorities or women from
consideration
Compensation costs will
increase
Job vacancies will be harder to
fill
PB501/Chapter 3/Haniza/PSA
51. Timeliness of Job AnalysisTimeliness of Job Analysis
Rapid pace of
technological change
makes need for
accurate job analysis
even more
important now and
in the future.
PB501/Chapter 3/Haniza/PSA
52. Job Analysis for Team MembersJob Analysis for Team Members
With team design, there are no narrow
jobs
Work departments do is often bundled
into teams
Last duty shown on proverbial job
description, “And any other duty that
may be assigned,” is increasingly
becoming THE job description.
PB501/Chapter 3/Haniza/PSA
53. Job Analysis and the LawJob Analysis and the Law
Equal Pay Act - Similar pay
must be provided if jobs are
not substantially different as
shown in job descriptions
Fair Labor Standards Act -
Employees categorized as
exempt or nonexempt
PB501/Chapter 3/Haniza/PSA
54. Job Analysis and the Law (Cont.)Job Analysis and the Law (Cont.)
Civil Rights Act - Basis for adequate defenses
against unfair discriminations charges in
selection, promotion, and other areas of HR
administration
Occupational Safety and Health Act - Specify
job elements that endanger health or are
considered unsatisfactory or distasteful by most
people
Americans with Disabilities Act - Make
reasonable accommodations for disabled
workers
PB501/Chapter 3/Haniza/PSA
55. Trends & Innovations:Trends & Innovations:
Talent ManagementTalent Management
Process of anticipating workforce needs, managing
current workers, attracting highly skilled workers
and integrating and developing them to achieve
maximum workforce productivity
Basically talent management exists to support
company objectives
Companies are going to have to be innovative as
they attempt to recruit highly talented individuals
PB501/Chapter 3/Haniza/PSA
56. Strategic PlanningStrategic Planning
Strategic Planning - Process by
which top management determines
overall organizational purposes and
objectives and how they are to be
achieved
Strategic planning at all levels can be
divided into four steps
PB501/Chapter 3/Haniza/PSA
57. Strategic Planning and Implementation ProcessStrategic Planning and Implementation Process
MISSION DETERMINATION
Decide what is to be accomplished (purpose)
Determine principles that will guide the effort
ENVIRONMENTAL ASSESSMENT
Determining external conditions, threats, and opportunities Determining
competencies, strengths, and weaknesses within the organization
External
Internal
OBJECTIVE SETTING
Specifying corporate-level objectives that are:
• Challenging, but attainable
• Measurable
• Time-specific
• Documented (written)
STRATEGY SETTING
Specifying and documenting corporate-level strategies and planning
STRATEGY IMPLEMENTATION
PB501/Chapter 3/Haniza/PSA
59. Human Resource PlanningHuman Resource Planning
Systematic process of
matching internal and
external supply of people
with job openings
anticipated in the
organization over a specified
period of time
PB501/Chapter 3/Haniza/PSA
60. Human Resource Planning ProcessHuman Resource Planning Process
External EnvironmentExternal Environment
Internal EnvironmentInternal Environment
Strategic Planning
Human Resource Planning
Forecasting
Human
Resource
Requirements
Comparing
Requirements
and Availability
Forecasting
Human Resource
Availability
Surplus of
Workers
Demand =
Supply
No Action
Shortage of
Workers
Recruitment
Selection
Restricted Hiring,
Reduced Hours, Early
Retirement, Layoffs,
Downsizing
61. DefinitionsDefinitions
Requirements forecast - Determining
number, skill, and location of employees
organization will need at future dates in
order to meet goals
Availability forecast - Determination of
whether firm will be able to secure
employees with necessary skills, and from
what sources
PB501/Chapter 3/Haniza/PSA
62. Forecasting Human ResourceForecasting Human Resource
RequirementsRequirements
Zero-based forecasting - Uses
current level as starting point
for determining future staffing
needs
Bottom-up approach - Each
level of organization, starting
with lowest, forecasts its
requirements to provide
aggregate of employment
needs.
PB501/Chapter 3/Haniza/PSA
63. Forecasting Human ResourceForecasting Human Resource
RequirementsRequirements (Cont.)(Cont.)
Relationship between Volume of Sales
and Number of Workers Required
Simulation Models - Simulation is a
forecasting technique for experimenting
with real-world situation through
mathematical model representing that
situation. A model is abstraction of the
real world.
PB501/Chapter 3/Haniza/PSA
64. The Relationship of Sales Volume to NumberThe Relationship of Sales Volume to Number
of Employeesof Employees
Number of
Employees
500
400
300
200
100
0 10 20 30 40 50 60
Sales (thousands)
PB501/Chapter 3/Haniza/PSA
65. Forecasting HR AvailabilityForecasting HR Availability
Determining whether firm will be
able to secure employees with
necessary skills, and from what
sources
Show whether needed employees
may be obtained within company,
from outside organization, or from
combination of these sources
PB501/Chapter 3/Haniza/PSA
66. Use of HR DatabasesUse of HR Databases
Many workers needed for future positions may
already work for firm.
Databases include information on all managerial
and nonmanagerial employees.
Companies search databases within company to
see if employees with needed qualifications
already exist. Growing trend: Automatically notify
qualified employees of new positions.
PB501/Chapter 3/Haniza/PSA
67. Shortage of Workers ForecastedShortage of Workers Forecasted
Creative recruiting
Compensation incentives –
Premium pay is one method
Training programs – Prepare
previously unemployable people
for positions
Different selection standards
PB501/Chapter 3/Haniza/PSA
68. Surplus of EmployeesSurplus of Employees
Restricted hiring –
Employees who leave are
not replaced
Reduced hours
Early retirement
Downsizing - Layoffs
PB501/Chapter 3/Haniza/PSA
69. DownsizingDownsizing
Also known as restructuring and rightsizing
Reverse of company growing and
suggests one-time change in organization
and number of people employed
Typically, both organizational structure
and number of people in the organization
shrink for purpose of improving
organizational performance
PB501/Chapter 3/Haniza/PSA
70. System Used In the Event ofSystem Used In the Event of
DownsizingDownsizing
Unionized - Seniority usually is the basis
Union-free - Productivity and needs of the
organization
Retention bonuses are used to entice
terminated employees to remain for short
periods of time to ensure continued services
PB501/Chapter 3/Haniza/PSA
71. Negative Aspects of DownsizingNegative Aspects of Downsizing
Cost associated with low
morale of those remaining
Layers removed, making
advancement in organization
more difficult
Workers may seek better
opportunities, fearing they may
be in line for layoffs
PB501/Chapter 3/Haniza/PSA
72. Negative Aspects ofNegative Aspects of
Downsizing (Cont.)Downsizing (Cont.)
Employee loyalty significantly reduced
Institutional memory lost
Remaining workers required to do more
When demand for products/services
returns, firm may realize it has cut too deep
May be an increase in number of
discrimination lawsuits
PB501/Chapter 3/Haniza/PSA
73. OutplacementOutplacement
Laid-off employees given
assistance in finding employment
elsewhere
Companies use outplacement to
take care of employees by
moving them successfully out of
company rather than having to
do it on their own
PB501/Chapter 3/Haniza/PSA
74. Succession PlanningSuccession Planning
Process of ensuring that qualified
persons are available to assume key
managerial positions once the
positions are vacant
Goal is to help ensure a smooth
transition and operational efficiency
PB501/Chapter 3/Haniza/PSA
75. Disaster PlanningDisaster Planning
Should focus on catastrophes that range
from natural calamities such as
hurricanes, earthquakes, and floods to
man-made crises such as 9/11
Always significant human resource issues
to address
Hurricanes Katrina, Rita, Gustav, and Ike
PB501/Chapter 3/Haniza/PSA
76. Human Resource Information SystemsHuman Resource Information Systems
(HRIS)(HRIS)
Any organized approach
for obtaining relevant and
timely information on
which to base HR
decisions
PB501/Chapter 3/Haniza/PSA
77. HUMAN RESOURCE INFORMATION SYSTEMHUMAN RESOURCE INFORMATION SYSTEM
Goal: Integrate Core Processes into Seamless SystemGoal: Integrate Core Processes into Seamless System
PB501/Chapter 3/Haniza/PSA
Input Data Types
Job Analysis
Recruitment
Selection/Job Posting/
Employee Referral
T&D
Performance Appraisal
Compensation
Benefits
Safety
Health
Labor Relations
Employee Relations
Output Data Uses*
Employee Tracking
Diversity Programs
Hiring Decisions
Training Programs/E-
learning/Management Succession
Compensation Programs
Benefit Programs (e.g.,
prescription drug programs)
Health Programs (e.g., Employee
Assistance Programs)
Bargaining Strategies
Employee Services
Organizational
Strategic Plans
Human
Resource
Management
Plans
Contribute Toward Achievement of:
Human
Resource
Information
System
*Manager and employee self-service is available.
78. Manager Self-ServiceManager Self-Service
Use of software and corporate network to
automate paper-based processes requiring
manager’s approval, record-keeping or input,
and processes that support manager’s job
MSS can help managers develop and grow
staff and assist employees in determining their
career paths and developing required
competencies
PB501/Chapter 3/Haniza/PSA
79. Employee Self-Service (ESS)Employee Self-Service (ESS)
Processes that automate
transactions formerly labor-
intensive for employees and
HR professionals
ESS applications can free up
valuable HR staff time,
reducing administrative time
and costs
PB501/Chapter 3/Haniza/PSA
80. Job DesignJob Design
Process of determining specific tasks to
be performed, methods used in
performing these tasks, and how job
relates to other work in organization
Job enrichment - Basic changes in content
and level of responsibility of job, to
provide greater challenge to worker
PB501/Chapter 3/Haniza/PSA
81. Job Design (Cont.)Job Design (Cont.)
Job enlargement - Changes in scope of
job to provide greater variety to worker
Reengineering - Fundamental rethinking
and radical redesign of business processes
to achieve dramatic improvements in
critical measures of performance, such as
cost, quality, service and speed
PB501/Chapter 3/Haniza/PSA
82. A Global Perspective: India Getting theA Global Perspective: India Getting the
Job Done, but DifferentlyJob Done, but Differently
Indian companies invested $6 billion in U.S.,
which created jobs for Americans
Most Indian companies going global have
adopted strategy of ‘not rocking the boat’ at
their newly acquired foreign operations
Gaining an appreciation of local laws and
customs is important
Language and food choices often present
challenges
PB501/Chapter 3/Haniza/PSA