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Human Resource Management
ELEVENTH EDITION
G A R Y D E S S L E RB I J U V A R K K E Y
© 2009 Dorling Kindersley (I) Pvt. Ltd.All rights reserved.
Chapter HRP & Job Analysis
Part 2 | Recruitment and Placement
Strategic 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
4-2
The Strategic Management Process
• Strategic Management The process of identifying and executing the
organization’s mission by matching its capabilities with the demands of its environment.
• Strategy– A chosen course of action.
• Strategic Plan How an organization intends to balance its internal
strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage over the long-term.
Strategic Planning and Implementation Process
4-4
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
planningSTRAGEDY IMPLEMENTATION
Strategy Implementation
• Leadership • Organizational
Structure • Information and
Control Systems • Technology • Human Resources
4-5
FIGURE 5–2 Linking Employer’s Strategy to Plans
5–6
Planning and Forecasting
• Employment or Personnel PlanningThe process of deciding what positions the firm
will have to fill, and how to fill them.• Succession Planning
The process of deciding how to fill the company’s most important executive jobs.
• What to Forecast?Overall personnel needsThe supply of inside candidatesThe supply of outside candidates
5–7
Human 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
4-8
What is it?
• Human resource planning involves getting the right number of qualified people into the right jobs at the right time.
• It essentially involves forecasting personnel needs, assessing personnel supply and matching demand-supply factors through personnel-related programmes.
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IMPORTANCE OF HRP
1. Through HR planning a company learns .. how many employees with what kinds of qualifications at which point of time at which location
.... are required to achieve performance objectives.
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IMPORTANCE OF HRP
2. It delivers a solid basis for decisions regarding Recruiting People development Company development Workforce reduction Company strategy
11
4-12
Human Resource Planning ProcessExternal 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
Factors Affecting HRP
13
Organisational Growth Cycle and
Planning
Type and Strategy of Organisation
Time Horizons
Type and Quality of Forecasting Information
Nature of Jobs being Filled
Outsourcing
Environmental Uncertainties
HRP
Human Resources Planning…
…
14
Resources Demand forecasting
Resources Supply forecasting
Human Resource Actions• Hiring• Training• Career Management• Productivity program• Reduction in workforce
Definitions• 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
4-15© 2008 by Prentice Hall
Methods Used for Human Resource Planning
1. Approaches to forecasting:a. Qualitative:
i. Expert opinions ii. Delphi technique iii.“Bottom-up” approach
b. Quantitative:iv. Regression analysis / Trend analysisv. Markov analysis
16
CONTD….
2. Supply Analysisa. Skills inventories
i. Card systemsii. Human Resource Information Systems
(HRIS)b. Replacement charts / Succession plans
17
Forecasting Human Resource Requirements
• 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.
© 2008 by Prentice Hall 4-18
Forecasting 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
4-19
Use 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 is to automatically notify qualified employees of new positions.
4-20© 2008 by Prentice Hall
Shortage of Workers Forecasted
• Creative recruiting• Compensation incentives –
Premium pay is one method• Training programs – Prepare
previously unemployable people for positions
• Different selection standards
© 2008 by Prentice Hall 4-21
Surplus of Employees
• Restricted hiring – Employees who leave are not replaced
• Reduced hours• Early retirement• Downsizing - Layoffs
© 2008 by Prentice Hall 4-22
23
Qualitative Approaches to Demand Forecasting
Management Forecasts The opinions (judgments) of supervisors, department
managers, experts, or others knowledgeable about the organization’s future employment needs.
Delphi Technique It solicits estimates of personnel needs from a group of
experts, usually managers. The HRP experts act as intermediaries, summarize the various responses and report the findings back to the experts. Summaries and surveys are repeated until the experts’ opinions begin to agree.
Distinguishing feature – absence of interaction among experts.
Quantitative Approach for Demand
1. Trend analysis/ratio-trend analysis• HR need can be estimated by examining past trends. Past
rate of change can be projected into future or employment growth can be estimated by its relationship with a particular index.
• For example2009-10 : Production of Units = 50002009-10 : No. of workers = 100Ratio : 100/50002010-11 : Estimated production = 8000
No. of workers required = 8000 X 100/5000 = 160
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2. Work-load analysis• Company tries to calculate the number of persons
required for various jobs w.r.t. a planned output – after giving weightage to factors such as absenteeism, idle time etc.
For example: Planned output for the year = 10000 piecesStandard hours per piece = 3 hoursPlanned hours required = 30,000 hoursProductive hrs per person per year = 1000 hrs
(estimated on annual basis)No. of workers required = 30
25
Forecasting Supply of Employees: Internal Labor Supply
• Staffing Tables• Markov Analysis• Skill Inventories• Replacement Charts• Succession Planning
26
Forecasting Internal Labor Supply
• Staffing TablesGraphic representations of all organizational
jobs, along with the numbers of employees currently occupying those jobs and future (monthly or yearly) employment requirements.
• Markov AnalysisA method for tracking the pattern of employee
movements through various jobs.
27
Hypothetical Markov Analysis for a Retail Company
28
Internal Supply Forecasting Tools• Skill Inventories
Files of personnel education, experience, interests, skills, etc., that allow managers to quickly match job openings with employee backgrounds.
• Replacement Charts Listings of current jobholders and persons who are
potential replacements if an opening occurs.• Succession Planning
The process of identifying, developing, and tracking key individuals for executive positions.
29
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
© 2008 by Prentice Hall 4-30
Human Resource Information Systems (HRIS)
Any organized approach for obtaining relevant and timely information on which to base HR decisions
© 2008 by Prentice Hall 4-31
HUMAN RESOURCE INFORMATION SYSTEMGoal: Integrate Core Processes into Seamless System
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.
Job 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 design is the conscious efforts to organize tasks, duties and responsibilities into one unit of work. It involves identification of individual tasks specification of methods of performing the tasks combination of tasks into specific jobs to be assigned to
individuals
4-33© 2008 by Prentice Hall
Nature of Job Design
• Job Enrichment - Basic changes in content and level of responsibility of job, to provide greater challenge to worker.
• Job Enlargement - Changes in scope of job to provide greater variety to worker and increasing the number of tasks a worker performs.
• 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
4-34
1
Human Resource Management
ELEVENTH EDITION
G A R Y D E S S L E RB I J U V A R K K E Y
© 2008 by Prentice Hall
JOB ANALYSIS AND METHODS OF JOB ANALYSIS
4-35
What is a Job?
• Job A group of related activities and
duties• Position
The different duties and responsibilities performed by only one employee
• Job Family A group of individual jobs with
similar characteristics
Job
Job Job Job
Definitions (Cont.)• A work group consisting of a supervisor, two
senior clerks, and four word processing operators has 3 jobs and 7 positions.
4-37© 2008 by Prentice Hall
Goal: Match Person & Job
Person
KSAsTalents & Interests
Motivation
Job
Tasks & DutiesRewards
Job Outcomes
PerformanceSatisfaction
• Need information about the Person & about the Job 38
HRP, JD & JA
Model
HR Planning
Job Analysis
Macro
Micro
Job Description Job Specification
Other HRM Activities(Recruitment, Selection, Performance
appraisal, Training, Compensation)
Productivity, QWL, Legal Compliance
Job Design
Job Analysis
• Job analysis - Systematic process of determining skills, duties, and knowledge required for performing jobs in organization
• It is the process of collecting & analyzing information about jobs to write: Job Description: a document that identifies the tasks
& duties performed by a job Job Specification: a document that identifies the
qualifications required by a job
4-40
Job Description and Job Specification in Job Analysis
Job DescriptionA statement containing items such as
• Job title• Location• Job summary• Duties• Machines, tools, and
equipment• Materials and forms used• Supervision given or received• Working conditions• hazards
Job specificationA statement of human qualifications necessary to do the job. Usually contains such items as
• Education• Experience• Training• Judgement• Initiative• Physical efforts• Physical skills• Responsibilities• Communication skills• Emotional characteristics• Unusual sensory demands such as
sight, smell, hearing
Job AnalysisA process of obtaining all pertinent job facts
Questions 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?
4-42
Job Analysis: A Basic Human Resource Management Tool
4-43
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
Job Analysis Products• Job description
Title, reporting relationships (up, down, sideways, external)
job summary, responsibilities, duties, MBO/R: Key Result Areas (KRAs), scope of authority. Position of “organisation chart”. Career/promotion path.
working conditions• Competencies specification
levels, range of situations, performance indicators, knowledge/wisdom, experience, skills (psycho-motor, technical, analytical, literary, spoken, numeric, social and emotional), personal orientations and motivators.
• Personnel specification (person profile) characteristics of ideal candidate. Essentials -
desirables - disqualifiers
Reasons For Conducting Job 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 the 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
4-45
Reasons For Conducting Job Analysis (Cont.)
• Safety and Health – Helps identify safety and health considerations
• Employee and Labor Relations – Lead to more objective human resource decisions
• Legal Considerations – Having done job analysis important for supporting legality of employment practices
4-46
Summary of Types of Data Collected Through 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
4-47
Summary of Types of Data Collected 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
4-48© 2008 by Prentice Hall
Summary of Types of Data Collected 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
4-49
Job Analysis Methods
• Questionnaires• Observation• Interviews• Employee recording• Combination of methods
4-50
Methods of Collecting Job Analysis Information: The Interview
• Information Sources Individual employees Groups of employees Supervisors with
knowledge of the job
• Advantages Quick, direct way to find
overlooked information
• Disadvantages Distorted information
• Interview Formats Structured (Checklist) Unstructured
4–52
FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions
Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.
Source: www.hr.blr.com. Reprinted with permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT © 2004.
© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved. 4–53
FIGURE 4–3 Job Analysis Questionnaire for Developing Job Descriptions (cont’d)
Note: Use a questionnaire like this to interview job incumbents, or have them fill it out.
Source: www.hr.blr.com. Reprinted with permission of the publisher, Business and Legal Reports, Inc., Old Saybrook, CT © 2004.
© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved. 4–54
Methods of Collecting Job Analysis Information: Questionnaires
• Information Source Have employees fill out
questionnaires to describe their job-related duties and responsibilities
• Questionnaire Formats Structured checklists Open-ended questions
• Advantages Quick and efficient way to
gather information from large numbers of employees
• Disadvantages Expense and time
consumed in preparing and testing the questionnaire
© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved. 4–55
Methods of Collecting Job Analysis Information: Observation
• Information Source Observing and noting the
physical activities of employees as they go about their jobs
• Advantages Provides first-hand
information Reduces distortion of
information• Disadvantages
Time consuming Difficulty in capturing
entire job cycle Of little use if job involves
a high level of mental activity
© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved. 4–56
Methods of Collecting Job Analysis Information: Participant Diary/Logs
• Information Source Workers keep a
chronological diary/ log of what they do and the time spent on each activity
• Advantages Produces a more complete
picture of the job Employee participation
• Disadvantages Distortion of information Depends upon employees
to accurately recall their activities
Combination 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
4-57
© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved. 4–58
Writing Job Descriptions
JobIdentification
JobSummary
Responsibilities and Duties
Authority of the Incumbent
Standards of Performance
Working Conditions
JobSpecifications
Sections of a Typical Job Description
© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved. 4–59
FIGURE 4–8 Sample Job Description, Pearson Education
© 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved. 4–60
FIGURE 4–8 Sample Job Description, Pearson Education (cont’d)
Source: Courtesy of Dorling Kindersley, India.
The Job Description• Job Identification
Job title Preparation date Preparer
• Job Summary General nature of the job Major functions/activities
• Relationships Reports to: Supervises: Works with: Outside the company:
• Responsibilities and Duties Major responsibilities and
duties (essential functions) Decision-making authority Direct supervision Budgetary limitations
• Standards of Performance and Working Conditions What it takes to do the job
successfully
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