MJ

MGNT21- Chapter 2 and 3

Chapter 2: Job Analysis and Talent Management Process

Difference Between Job and Work

  • Job: A regular activity done for pay; considered a profession or occupation (e.g., full-time, part-time).

  • Work: More general; refers to any effort to accomplish a goal, can occur inside or outside a job.

Job Analysis

What is Job Analysis?

  • Detailed examination of job content and human requirements.

  • Involves collecting data on:

    • Knowledge and skills required

    • Duties and responsibilities

    • Education and experience needed

    • Physical and emotional characteristics required.

Purpose of Job Analysis

  • Recruitment and Selection: Identify qualifications and skills needed for specific jobs.

  • Performance Analysis: Assess if job goals are met; set performance standards.

  • Training and Development: Identify training needs based on performance discrepancies.

  • Compensation Management: Determine pay packages and benefits; assess employee worth.

  • Job Designing and Redesigning: Optimize job content to enhance employee satisfaction and output.

Methods of Collecting Data

  1. Observation Method: Analyst observes jobholder at work.

  2. Interviews: Structured interviews with jobholders and supervisors.

  3. Questionnaires: Gather data in a standardized format.

  4. Checklists: Yes/no response sheets covering specific tasks.

  5. Technical Conferences: Engage supervisors to gather job details.

  6. Diary Method: Jobholders record daily activities for accurate data.

Job Description (JD)

  • A written narrative detailing:

    • General tasks and responsibilities

    • Qualifications and skills needed

    • Working conditions and physical demands

    • Salary range.

Uses of Job Description

  • Clarifies employee expectations.

  • Assists candidates in assessing suitability for roles.

  • Supports recruitment and interview preparation.

  • Forms a legally binding contract.

  • Aids in employee performance evaluation and training plans.

Chapter 3: Manpower Planning and Recruiting

Stages of HR Planning

  1. Forecasting: Predicting future labor needs based on current data and trends.

  2. Goal Setting: Establishes targeted HR objectives aligned with business strategy.

  3. Program Implementation and Evaluation: Turns strategies into actions; monitors effectiveness.

Sources of Recruitment

Internal Sources

  • Drawing suitable candidates from within the organization through promotions, transfers, or demotions.

External Sources

  • Employment Exchanges: Facilitate connections between jobseekers and employers.

  • Advertisements: Broadly reach potential candidates through various media.

  • Educational Institutions: Direct recruitment of qualified candidates from schools and universities.

  • Factory Gates: Particularly for unskilled labor, workers seek employment actively.

  • Referrals from Existing Employees: Current staff recommend candidates.

  • Labor Unions and Contractors: Provide access to a pool of workers for specific industries.