人力資源管理PPT

1、 2003 Prentice Hall. Inc.3-1Instructor presentation questions: Job AnalysisA Prelude to Recruitment and Placement 2003 Prentice Hall. Inc.3-2Chapter OutlineI.The Nature of Job AnalysisJob Analysis DefinedUses of Job Analysis InformationSteps in Job AnalysisII.Methods of Collecting Job Analysis Infor

2、mationIntroductionThe InterviewQuestionnaireObservationParticipant Diary/LogsUsing Multiple Sources of InformationClass Exercise 2003 Prentice Hall. Inc.3-3Chapter Outline(to be covered next class)III.Writing Job DescriptionsJob IdentificationJob SummaryRelationshipsResponsibilities and DutiesStanda

3、rds of PerformanceWorking Conditions and Physical EnvironmentIV.Writing Job SpecificsSpecifications for Trained Versus Untrained PersonnelJob Specifications Based on JudgmentJob Specifications Based on Statistical AnalysisV.Job Analysis in a “Jobless” WorldFrom Specialized to Enlarged JobsWhy Manage

4、rs are De-jobbing Their Companies 2003 Prentice Hall. Inc.3-4Part 1: The Nature of Job Analysisw Job analysis definedw Uses of job analysis informationw Steps in job analysis 2003 Prentice Hall. Inc.3-5Job Analysis What is it and how is it used? The procedure for determining the duties and skill req

5、uirements of a job and the kind of person who should be hired for it.Check this “A+” site out and list some of the purposes for which job analysis is used. 2003 Prentice Hall. Inc.3-6What Information do I Collect?w Work activitiesw Human behaviorsw Machines, tools, equipment and work aidsw Performan

6、ce standardsw Job context (Environment)w Human requirements 2003 Prentice Hall. Inc.3-7Work activitiesw Cleaningw Sellingw Teachingw Paintingw How, why and when the activities are performed 2003 Prentice Hall. Inc.3-8Human behaviorsw Sensingw Communicatingw Decidingw Writing 2003 Prentice Hall. Inc.

7、3-9Machines, Tools, Equipment, Work Aidsw Equipment usedw Materials processedw Knowledge dealt with or appliedw Services rendered 2003 Prentice Hall. Inc.3-10Performance Standardsw Information about the jobs performance standards in terms of quality or quantity).w These standards will be used when a

8、ppraising employees. 2003 Prentice Hall. Inc.3-11Job Context (Environment)w Physical working conditionsw Work schedulew Organizational contextw Social context (the number of people with whom the employee would normally interact) 2003 Prentice Hall. Inc.3-12Human Requirementsw Job-related knowledge a

9、nd skillsnEducationnTrainingnWork experiencew Personal attributesnAptitudesnPhysical characteristicsnPersonalitynInterests 2003 Prentice Hall. Inc.3-13Uses of Job Analysis InformationJob AnalysisRecruiting andSelection DecisionsPerformance AppraisalJob EvaluationWage and Salary Decisions(Compensatio

10、n)TrainingRequirementsJob Descriptionand Job SpecificationFigure 3-1 2003 Prentice Hall. Inc.3-14Uses of Job Analysis Informationw Recruitment and selectionw Compensationw Performance Appraisalw Trainingw Discovering unassigned duties 2003 Prentice Hall. Inc.3-15Recruitment and SelectionJob analysis

11、 provides information about what the job entails and the human characteristics required to perform these activities. This information aids management to decide and select the most suitable person to hire. 2003 Prentice Hall. Inc.3-16Compensationw Job analysis includes details about the jobs required

12、 skills & educational level, work environment, degree of responsibility .etc. w These are the basis upon which the job value & its appropriate compensation are set.w Relative job worth 2003 Prentice Hall. Inc.3-17Performance Appraisalw Job analysis includes information about the jobs perform

13、ance standardsw Performance appraisal compared employees actual performance against these standards. 2003 Prentice Hall. Inc.3-18TrainingThe job description should show the activities and skillsand therefore the trainingthat the job requires. 2003 Prentice Hall. Inc.3-19Discovering Unassigned Duties

14、Job analysis can also help reveal unassigned duties. 2003 Prentice Hall. Inc.3-20Steps in Job Analysis1.Decide how to use the information2.Review relevant background information3.Select representative positions4.Conduct the analysis5.Verify with the worker and supervisor6.Develop a job description a

15、nd job specification (two tangible outputs of job analysis) 2003 Prentice Hall. Inc.3-21 2003 Prentice Hall. Inc.3-22Part 2: Methods of Collecting Job Analysis Informationw The intervieww Questionnairew Observationw Participant diary/logsw Multiple sources of information 2003 Prentice Hall. Inc.3-23

16、Collecting Job Analysis Informationw Joint effort between HR, the worker and the supervisor 2003 Prentice Hall. Inc.3-24Employees may be Concerned Because of w Resistance to changew Possible changes to job dutiesw Changes to payw Lack of trust of consequences 2003 Prentice Hall. Inc.3-25Widely Used:

17、 The Intervieww Individual interviews with each employeew Group interviews with groups of employees who have the same jobw Supervisor interviews with one or more supervisors who know the job. 2003 Prentice Hall. Inc.3-26Sample Interview QuestionssWhat is the job being performed?sWhat are the major d

18、uties of your position? What exactly do you do?sWhat physical locations do you work in?sWhat are the education, experience, skill, and where applicable certification and licensing requirements?sIn what activities do you participate?sWhat are the jobs responsibilities and duties? 2003 Prentice Hall.

19、Inc.3-27Sample Interview Questions (continued)sWhat are the basic accountabilities or performance standards that typify your work?sWhat are your responsibilities? What are the environmental and working conditions involved?sWhat are the jobs physical demands? The emotional and mental demands?sWhat ar

20、e the health and safety conditions?sAre you exposed to any hazards or unusual working conditions? 2003 Prentice Hall. Inc.3-28Interview Guidelines The job analyst and supervisor should identify the workers who know the job best and would be objectiveEstablish a rapport with the intervieweeFollow a s

21、tructured guide or checklistAsk a worker to list duties in order of importance and frequency of occurrenceReview and verify data 2003 Prentice Hall. Inc.3-29Interview GuidelinesPro: 1. Simple, quick and easy2. May generate information that never appears on written documents3. Provides an opportunity

22、 to explain the need of the analysis4. Employee may be able to vent frustration 2003 Prentice Hall. Inc.3-30Interview GuidelinesCon: 1. Expensive and time consuming2. Distortion3. Thus should be used with other methods (multiple sources) 2003 Prentice Hall. Inc.3-31How to Conduct a Questionnaire Ses

23、sionw Having employees fill out questionnaires to describe their job-related duties & responsibilities is a good way to obtain job analysis information.w First, you have to decide on how structured or open-ended the questionnaire will be. 2003 Prentice Hall. Inc.3-32How to Conduct a Questionnair

24、e Sessionw In structured questionnaires, employees are given an inventory of specific duties to select from.w Example of open ended questionnaires could be “describe the major duties of your job”w The ideal questionnaire would be a combination of both structured questions and open-ended ones. 2003 P

25、rentice Hall. Inc.3-33PORTLAND STATE UNIVERSITYPOSITION DESCRIPTION * * PLEASE READ INSTRUCTIONS BEFORE COMPLETING THIS FORM * *( ) New ( ) Revised SECTION 1. POSITION INFORMATION a. Class Title:b. Class No.: c. Effective Date:d. Position No.:e. Working Title:f. Work Unit: g. Agency No.:h. Employee

26、Name: i. Work Location (City County): _j.Position: ( ) Permanent( ) Seasonal( ) Limited Duration( ) Academic Year( ) Full Time( ) Part Time( ) Intermittent( ) Job Share _k.FLSA: ( ) Exempt ( ) Non Exempt l. Eligible for Overtime: ( ) Yes ( ) No _SECTION 2. PROGRAM/POSITION INFORMATION a.Describe the

27、 program in which this job exists. Include program purpose, whos affected, size, and scope. Include relationship to agency mission. b.Describe the purpose of this position, and how it functions within this program, by completing this statement:The purpose of this job/position is to . . . 2003 Prenti

28、ce Hall. Inc.3-34SECTION 3. DESCRIPTION OF DUTIES List major duties. Note percentage of time duties are performed. If this is an existing position, mark N for new duties or R for revised duties.% of TimeN/R DUTIES_ SECTION 4. WORKING CONDITIONS Describe special working conditions, if any, that are a

29、 regular part of this job. Include frequency of exposure to these conditions. _ SECTION 5. GUIDELINES a. List any established guidelines used to do this job, such as state or federal laws or regulations, policies, manuals or desk procedures. b. How are these guidelines used to perform the job? SECTI

30、ON 6. WORK CONTACTS With whom outside of co-workers in this work unit must this position regularly come in contact? Who Contacted How PurposeHow Often? SECTION 7. JOB RELATED DECISION MAKING Describe the kinds of decisions likely to be made by this position. Indicate affect of these decisions where

31、possible. 2003 Prentice Hall. Inc.3-35SECTION 8. REVIEW OF WORK Who reviews the work of this position? (List classification title and position number.) How? How often? Purpose of the review?SECTION 9. SUPERVISORY DUTIES TO BE COMPLETED ONLY FOR POSITIONS IN MANAGEMENT SERVICE a. How many employees a

32、re directly supervised by this position? _ Through Subordinate Supervisors? _ b. Which of the following supervisory/management activities does this job perform? ( ) Plans Work( ) Responds to Grievances( ) Hires/Fires (or Effectively Recommends)( ) Assigns Work( ) Disciplines/Rewards( ) Prepares and

33、Signs Performance Appraisals( ) Approves Work SECTION 10. ADDITIONAL JOB RELATED INFORMATION Any other comments that would add to an understanding of this position: SPECIAL REQUIREMENTS: List any special mandatory recruiting requirements for this position: BUDGET AUTHORITY: If this position has auth

34、ority to commit agency operating money, indicate in what area, how much (biennially) and type of funds:_SECTION 11. ORGANIZATIONAL CHART Attach a current organizational chart. See instructions for detail to be included on the chart. _Employee Signature Date Supervisor Signature Date _Appointing Auth

35、ority Signature Date 2003 Prentice Hall. Inc.3-36Questionnairew Pro: Is a quick, cheap & efficient way to obtain information from a large number of employeesw Con: developing the questionnaire can be expensive, time consuming and requires professionals. w May miss out on interpretations 2003 Pre

36、ntice Hall. Inc.3-37Observationw Observation may be combined with interviewingw Take complete noteswTalk with the person being observed explain what is happening and whywAsk questionswMain problem is Reactivity 2003 Prentice Hall. Inc.3-38Diaries and Logsw Time-consumingw Remembering what was done e

37、arlierw Can use dictating machines and pagersw Includes critical & infrequent tasks (complete picture) 2003 Prentice Hall. Inc.3-39Using Multiple Sourcesw To avoid in accuracies, some organizations use several data collection methods to perform job analysis. w For example, collect data from diff

38、erent types of respondents: employee, supervisor.etc.w For example use questionnaires or observation first followed by interviews 2003 Prentice Hall. Inc.3-40Methods of Collecting Job Analysis Information - Comparison1. Interviews2. Questionnaire3. Observation4. Diary/Logs 2003 Prentice Hall. Inc.3-

39、41Part 3: Writing Job Descriptions1. Job Identification2. Job Summary3. Relationships4. Responsibilities and Duties5. Standards of Performance6. Working Conditions and Physical Environment 2003 Prentice Hall. Inc.3-42Job Identificationw Titlew Datew Approvalsw Supervisors titlew Salaryw Grade level

40、2003 Prentice Hall. Inc.3-43Job Summaryw General naturew Major functions or activitiesw Includes general statements 2003 Prentice Hall. Inc.3-44Relationships Statement for Human Resource DirectorDepartmentSecretaryHuman ResourceClerkTestAdministratorLabor RelationsManagerHuman ResourceDirectorVice P

41、residentEmployee RelationsWorks with all department managers and executive managementWorks with employment agencies, recruiters, union reps, state and federal agencies, vendors 2003 Prentice Hall. Inc.3-45Responsibilities and Dutiesw ExamplesnEstablishes marketing goals to ensure share of marketnMai

42、ntaining balanced and controlled inventoriesw Defines the limits of job holders authoritynPurchasing authoritynDisciplinenInterviewing and hiring 2003 Prentice Hall. Inc.3-46Standards of Performance - ExampleDuty: Meeting Daily Production SchedulenWork group produces no fewer than 426 units per work

43、ing daynNext workstation rejects no more than an average of 2% of unitsnWeekly overtime does not exceed an average of 5% 2003 Prentice Hall. Inc.3-47Part 4: Writing Job Specificationsw What human traits and experience are required to do the job well?nSpecifications for trained versus untrained perso

44、nnelnSpecifications based on judgment 2003 Prentice Hall. Inc.3-48Job Related Behaviorsw Industriousnessw Thoroughnessw Schedule flexibilityw Attendancew Off-task behaviorw Unrulinessw Theftw Drug misuse 2003 Prentice Hall. Inc.3-49Use a Job Analysis QuestionnaireJOB ANALYSISJob Title: Description o

45、f the Job: TasksTools UsedStandards forPerformanceConditions forPerformance 2003 Prentice Hall. Inc.3-50Part 5: Job Analysis in a “Jobless” Worldw Job is generally defined as “a set of closely related activities carried out for pay”.w Today, this has changed. There will always be enormous amounts of

46、 work to do, but it is not going to be contained in the familiar envelopes we call jobs. 2003 Prentice Hall. Inc.3-51Part 5: Specialized to Enlarged Jobsw Experts like Adam Smith and Fredrick Taylor wrote glowingly of the positive effects of work specialization. w By the mid-1900s writers wrote of t

47、he dehumanizing effects of “pigeonholing workers into highly repetitive and specialized jobs.w Many proposed: Job Enlargement, Rotation and Enrichment 2003 Prentice Hall. Inc.3-52Part 5: Specialized to Enlarged Jobsw Job Enlargement: assigning workers additional same-level activities, thus increasin

48、g the number of activities they perform. (instead of just one lousy job, I have two) w Job Rotation: systematically moving workers from one job to another to enhance work team performance &/or broaden his experience & identify strong & weak points.w Job Enrichment: redesigning jobs in a

49、way that increases the opportunities for the worker to feel responsible, growth & recognition (by planning and controlling his work) 2003 Prentice Hall. Inc.3-53Specialized to Enlarged Jobsw Job Enlargement = same-level activitiesw Job Rotation = moving from one job to anotherw Job Enrichment =

50、redesigning to experience more responsibility, achievement, growth and recognition 2003 Prentice Hall. Inc.3-54Why are managers Dejobbing their companiesw Dejobbing is broadening the responsibilities of the companys jobs and encouraging employees not to limit themselves to whats on their job description. 2003 Prentic