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Chapter 4 - Job Analysis, Strategic Planning and Human Resource Planning
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- 1Importance of Disaster PlanningDisaster: eg catastrophes or smaller events like building fires.
- Customers want assurance that business can continue after disaster
- Employees might choose to take care of their families first as supposed to be concerned with company survival - 2Job AnalysisSystematic process of determining:
- Skills
- Duties
- Knowledge
required for performing jobs in an organization - 3Job Analysis as a basic human resource tool
- 4Reasons for doing Job Analysis- When organization is founded and a job analysis program is initiated
- When new jobs are created
- When existing jobs are changed significantly - 5Job analysis should answer- What physical and mental tasks does the worker accomplish
- When is the job to be completed
- Where is the job to be accomplished
- How does the worker do the job?
- Why is the job done?
- What qualifications are needed to perform the job? - 6Various Job Analysis methods- Questionnaires
- Observation
- Interviews
- Employee Recording
- Combination of Methods - 7Who conducts Job AnalysisPeope who participate in job analysis should at minimum be:
- Employee
- Employees immediate supervisor - 8Components of a Job Description- Tasks, Duties and Responsibilities.
- percentage of time each duty, performance standards, working conditions, number of employees performing job, who to report to, machines and equipment used for job
- J Identification, J Analysis Date, J Summary, Duties performed - 9Standard Occupational Classification (SOC)- Job Descriptions for all US workers in more than 800 occupations
- 2010 SOC replaces the 2000 system
- This update permits professional organizations + labor groups to seek recognition or a higher profile for their members’ occupations by gaining a separate listing or reclassification. - 10O*NET, Occupational Information Network- Comprehensive government-developed database of:
Worker attributes + Job characteristics
- Primary source of occupational information - 11Job Analysis for Team Members- With team design there are no narrow jobs
- Work that departments do is often bundled into teams - 12Human Resource Manager as a strategic partnerHR Professionals are increasingly expected to act as a strategic partner with upper management
- 13Strategic Planning Process- Process top management determines overall organizational purposes +objectives +how to be achieved
- four steps
1. Mission Determination
2. Environmental Assessment
3. Objective Setting
4. Strategy Setting - 14Human Resource Planning Process- Process of matching internal and external supply of candidates with job openings.
Checking requirements and availability:
Demand=Supply - no action
Surplus of workers - downsizing etc
Shortage of workers - recruitment, selection - 15Forecasting Human Resource Requirements and AvailabilityDetermining Number, Skills, Location of employees that organization will need at future dates in order to meet goals.
- Zero Base forecast (use current level of staffing as starting point)
- Bottom up forecast (each level of firm forecasts its requirements to aggregate employment needs)
- Sales/Number of workers
- Availability forecast - 16Human Resource Databasescontain employee information
- permit management to make HR decisions
- many workers needed for future positions likely already work for firm - 17Shortage of workers- innovative recruiting
- compensation incentives
- training programs
- modified selection standars - 18Surplus of workersRestricted hiring, reduced hours, early retirement, layoffs, downsizing
- 19Strategic succession 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 - 20Manager Self-service- use of software and corporate network to automate paper-based processes
- reduce the administrative workload for HR
- Give managers more control over HR processes - 21Employee Self-Service- Processes that automate formerly labor-intensive transactions for employees and HR professionals
_ ESS applications can free up valuable HR staff time, reducing administrative time and costs - 22Job DesignProcess of Determining:
- specific tasks to be performed
- Methods used in performing these tasks
- How a job relates to other work in orgnaization
- Job Enrichment, Job Enlargement, Job Rotation, Reengineering - 23Importance of global talent managementbuilds culture, engagement, capability and capacity through integrated talend acquisition, development and deployment processes that are aligned to business goals
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- El usuario ha eliminado su información de asignaturas Fichas sobre Chapter 4 - Job Analysis, Strategic Planning and Human Resource Planning, creado por Usuario eliminado el 22/01/2020.
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- Creado por Josefine Marie · 21 ene 2020
- Copiado por Josefine Marie · 22 ene 2020
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