Human resources - uni - chapter 4

Job

An activity people do for which they get paid, particularly as part of their trade or occupation

A workflow analysis

helps a firm determine the best processes, types, and mix of jobs, and how they should ideally be organized to execute the firm’s mission

Job analysis

the process of obtaining information about jobs by determining the duties, tasks, or activities of jobs

− Sometimes called “the cornerstone of HRM” because the information it collects serves so many HRM functions

Strategic HR planning

Information on jobs is used to examine a company’s organizational structure and strategically position it for the future.

Workflow analysis and job design

The information generated by a job analysis can be used to analyze a company’s work processes—that is, how work is done.

Recruitment and selection

Before they can find capable employees for an organization, recruiters need to know the job specifications for the positions they are to fill

Training and development

Any discrepancies between the knowledge, skills, abilities, and other factors (often referred to as KSAOs) demonstrated by a jobholder and the requirements contained in the description and specification for that job provide clues to training needs.

Performance appraisal

The requirements contained in the descriptionof a job provide the criteria for evaluating the performance of the holder of that job.

Compensation management

In determining the rate to be paid for performing a job, the relative worth of the job is one of the most important factors.

Legal compliance

− A systematic collection of job data ensures that a job’s duties match its job description.

− If the criteria used to hire and evaluate employees are vague and not job related, employers are more likely to find themselves being accused of discrimination.

Job specification

a statement of the needed knowledge, skills, and abilities of the person who is to perform the job

Job description

a statement of the tasks, duties, and responsibilities of a job to be performed

The methods most commonly used to collect job

analysis information are:

− Interviews

− Questionnaires

− Observation

− Diaries

Popular methods

− Position analysis questionnaire

− Critical incident method

− Task inventory analysis

− Functional job analysis

− Competency-based analysis

Position analysis questionnaire (PAQ)

− A questionnaire covering 195 different tasks that, by means of a five-point scale, seeks to determine the degree to which different tasks are involved in performing a particular job

Critical incident method

− A job analysis method used to identify both desirable and undesirable behaviours that resulted in either a very good outcome or a very bad outcome on the jo

Task inventory analysis

− An organization-specific list of tasks and their descriptions used as a basis to identify components of jobs

− Uses employee input to develop lists of job tasks and descriptions common to all jobs

Functional job analysis (FJA)

A job analysis approach that uses an inventory of the various types of work activities that can constitute any job

Competency-based analysis

− When organizations operate in a fast-moving environment, managers may adopt a competency-based approach to job analysis.

− This job analysis method relies on building job profiles that look at the responsibilities and activities of jobs and the worker competencies necessary to accomplish them.

Job descriptions tend to vary in appearance and content from one organization to another

− Job title

− Job identification section

− Tasks, duties, and responsibilities section

− Job specifications section

− Working conditions section

Job Design

An outgrowth of job analysis, is concerned with structuring jobs to improve organization efficiency and employee job satisfaction

Industrial engineering

A field of study concerned with analyzing work methods and establishing time standards

Ergonomics

an interdisciplinary approach to designing equipment and systems that can be easily and efficiently used by human beings

Job enrichment

Enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or satisfying

Herzberg discusses five factors for enriching jobs and thereby motivating employees:

achievement, recognition, growth, responsibility, and performance of the whole job versus only parts of the job.

Job characteristics model

A job design theory purporting that three psychological states (experiencing meaningfulness of the work performed, responsibility for work outcomes, and knowledge of the results of the work performed) result in a jobholder’s improved work performance, internal motivation, and lower absenteeism and turnover

Job enlargement

The process of adding a greater variety of tasks to a job

Job rotation

The process whereby employees rotate in and out of different jobs

Employee empowerment

Granting employees power to initiate change, thereby encouraging them to take charge of what they do

Job crafting

A naturally occurring phenomenon whereby employees mould their tasks to fit their individual strengths, passions, and motives better

Job carving

Crafting, adapting, or tailoring a job to support an individual with a disability and concurrently address the needs of an employer

Employee involvement groups (EIGs)

Groups of employees who meet to resolve problems or offer suggestions for organizational improvement

Employee teams

An employee contributions technique whereby work functions are structured for groups rather than for individuals, and team members are given discretion in matters traditionally considered management prerogatives, such as process improvements, product or service development, and individual work assignments

Virtual teams

Teams with widely dispersed members linked together through computer and telecommunications technology

The following characteristics have been identified with successful teams:

− Commitment to shared goals and objectives

− Motivated and energetic team members

− Open and honest communication

− Shared leadership

− Clear role assignments

− Climate of cooperation, collaboration, trust, and accountability

− Recognition of conflict and its positive resolution

Remote work (or telecommuting)

Use of personal computers, networks, and other communications technology to do work in the home that is traditionally done in the workplace

Flextime

Flexible working hours that give employees the option of choosing daily starting and quitting times provided that they work a set number of hours per day or week

Job sharing

An arrangement whereby two part-timevemployees perform a job that otherwise would be held by one full-time employee