JOB ANALYSIS AND HUMAN RESOURCE PLANNING

1. What is the distinction between a job and position? Define job analysis.

- Job: consists of group of tasks that must be performed for an organization to achieve its

goals.

- Position: the task and responsibilities performed by one person; there is a position for

every individual in an organization.

2. Describe the traditional methods used to conduct job analysis.

a. Questionnaire

-quick and economical to use

-useful for employees that have lack of verbal skill

-employees tend to exaggerate their task and responsibility.

b. Observation

-by watching the employees performing their job task. The job analysts will records

his observation.

-can interrelationships between physical and mental tasks.

-would not reveal much about the job requirements.

c. Interviews

-understanding of the job may be gained through interviewing both the employee and

the supervisor.

-by interviews the employees, the workers will describe the duties performed.

-then contact the supervisor to gain additional information for check the accuracy and

to clarify certain points.

d. Employee recording

-employees describe their daily work activities in a diary or log.

-may overcome the problems of employees exaggerate their job importance.

e. Combination of methods

-More appropriate

-might use questionnaires supported by interviews and limited observation.

f. Conducting job analysis

-gathering data on what is involved in performing a particular job.

-employee and the employee’s immediate supervisor should include.

-large organization: may have one or more job analyst

-small organization: line supervisors responsible for job analysis

-organization that have lack technical expertise often use outside consultant to

perform job analysis.

3. List and briefly describe the types of data typically gathered when conducting job

analysis.

a) Work activities

-work activities and processes

-procedures used

-personal responsibility

b) Worker-oriented activities

-human behaviors, such as physical actions and communicating on the job

-elemental motions for methods analysis

-personal job demands, such as energy expenditure

c) Machine, tools, equipment, and work aids used

d) Job-related tangibles and intangibles

-knowledge dealt with or applied (as in accounting)

-materials processed

-products made or services performed

e) Work performance

-error analysis

-work standard

-work measurements, such as time taken for a task

f) Job context

-work schedule

-financial and nonfinancial incentives

-physical working conditions

-organizational and social context

g) Personal requirements for the job

-personal attributes such as personality and interest

-education and training required

-work experience

4. What are the basic components of a job description? Briefly describe each.

- Job identification: include job title, the department, the reporting relationship and a job

number or code.

- Date of job analysis: placed on the job description to aid in identifying job changes that

would make the description obsolete.

- Job summary: provide a concise overview of the job.

- Duties performed: delineates the major duties to be performed.

- Job specification: document containing the minimum acceptable qualification that a

person should possess in order to perform a particular job.

5. What are the items typically included in a job specification?

- Educational requirements, experience, personality traits, and physical abilities.

6. Describe the human resource planning process.

- The process of HR planning process begins with consideration the organizational

objectives and strategies. Then both external and internal assessment of HR needs and

supply sources must be done and forecast developed. Key to assessing internal human

resource is having solid information, which is accessible through a human resource

information system. Once the assessments are complete, forecast must be developed to

identify the mismatch between HR supply and HR demand. HR strategies and plan to

address the imbalance, both short and long term must be developed.

7. What are the human resource forecasting techniques?

- Zero-base forecasting: a method for estimating future employment needs using the

organization’s current level of employment as the starting point.

- Bottom-up approach: a forecasting method beginning with the lowest organizational units

and progressing upward through an organization ultimately to provide an aggregate

forecast of employment needs.

- Use of mathematical models: to predict future requirements.

- Simulation: a technique for experimenting with a real-world situation by means of a

mathematical model that represents the actual situation.

8. Distinguish between forecasting human resource requirements and availability. Use

definitions and examples.

Human resource requirements Human resource availability

Definition: determining the number, skill,

and location of employees the organization

will need at future dates in order to meet its

goal.

Definition: determination of whether

the firm will be able to secure

employees with the necessary skills,

and from what sources.

Example: manufacturing 1,000 notebook

computers each week might require 10,000

hours of work by assemblers during a 40-

Examples: Four factors principally

determine the future availability of

hour week. Dividing the 10,000 hours by

the 40 hours in the workweek gives 250

assembly workers needed.

human resources for health:

Current active supply, current inactive

supply, increments, and losses.

Information on inactive

Supply, and thus the potential to

reactivate inactive resources, was not

available. Hence, we

estimated future human resource

availability as a change in active supply

resulting from

Increments and losses over time.

9. What action could a firm take if it had a worker surplus?

- Restricted hiring

- Reduced hours

- Early retirement

- Layoffs

10. What actions could a firm take if it forecasted a shortage of workers?

- Creative recruiting

- Compensation incentives

- Training programs

- Increase working hours

- Different selection standards

11. Why is it important to have succession planning?

- Because succession planning is the process of ensuring that qualified person are available

to assume key managerial positions once the position are vacant. It also benefits the

business now. 

12. Define each of the following:

a) Job design

- Process of determining the specific tasks to be performed, the methods used in

performing these tasks, and how the job relates to other work in organization.

b) Job enrichment

- The restructuring of the content and level of responsibility of a job to make it more

challenging, meaningful, and interesting to a worker.

c) Job enlargement

- A change in the scope of a job so as to provide greater variety to a worker.

d) Total quality management(TQM)

- A commitment to excellence by everyone in an organization that emphasizes excellence

achieved by teamwork and a process of continuous improvement.

TRAINING AND DEVELOPMENT

1. Distinguish between training and development and human resource development.

Training and development Human resource development

Process dealing primarily with

transferring or obtaining knowledge,

attitudes, and skills needed to carry out

a specific activity or task.

framework for helping employees develop

their personal and organizational skills,

knowledge, and abilities

Training: This activity is both focused

upon, and evaluated against, the job that

an individual currently holds

Development: This activity focuses

upon the activities that the organization

employing the individual, or that the

individual is part of, may partake in the

future, and is almost impossible to

evaluate

Includes such opportunities as employee

training, employee career development,

performance management and

development, coaching, mentoring, succession

planning, key employee identification, tuition

assistance, and organization development.

concerned with organizational activity

aimed at bettering the performance of

Developing the most superior workforce so

that the organization and individual employees

individuals and groups in

organizational settings

can accomplish their work goals in service to

customers.

2. What is the difference between training and development?

Training Development

things imposed on an individual to impart

information

Things a person internalizes to progress

personally. 

focused on individual tasks whole person concept

has a beginning and an end.  no end

3. Describe the factors that influence training and development.

a) Top management support

- Effective way to achieve success is for executives to take an active part in the training

and provide the needed resource.

b) Technological advances

- Technology has played a huge role in changing the way knowledge is delivered to

employees, and this change is constantly being extended.

c) World complexity

- Organizations have to think of the entire workforce and how it will be staffed and trained

in his global environment.

d) Learning styles

- Active learning situation provide students with the opportunity not only to apply and

practice what they have learned, but also to see the results of their practice, determine

whether they really understood what they did, and gain insight for subsequent

application.

e) Other human resource functions

- Organizations with competitive pay systems or progressive health and safety programs

will find it easier to attract workers who are capable of hitting the ground running, and to

retain employees who require less training.

4. Describe the training and development process.

- First, an organization must determine its specific training needs. Then specific objectives

need to be established. The objectives might be quite narrow if limited to the supervisory

ability of a manager, or they might be broad enough to include improving the

management skills of all first-line supervisors. After setting the T&D objectives,

management can determine the appropriate methods and the delivery system to be used.

Lastly, the management must continuously evaluate T&D to ensure its value in achieving

organizational objectives.

5. List and describe the primary training and development methods.

a) Instructor- led

- Instructor may convey a great deal of information in a relatively short time.

b) Case study

- Trainees are expected to study the information provided in the case and make decesions

based on it.

c) Behavior modeling

- Permits a person to learn by copying or replicating behaviors of others to show managers

how to handle various situations.

d) Role-playing

- Participants are required to respond to specific problems they may encounter in their jobs

by acting out real-world situations.

e) Business game

- Permits participants to assume roles such as president, controller, or marketing vice

president of two or more similar hypothetical organizations and compete against each

other by manipulating selected factors in a particular business situation.

f) In-basket training

- Participant is asked to establish priorities for and then handle a number of business

papers, e-mail messages, memoranda, reports, and telephone messages that would

typically cross a manager’s desk.

g) On-the-job training

- An informal method that permits an employee to learn job task by actually performing

them.

h) Job rotation

- Employees move from one job to another to broaden their experience.

i) Internships

- Method that typically involving students in higher education who divide their time

between study and working. Its allow participants to integrate theory learned in class with

business practices.

j) Apprenticeship training

- Method that combine classroom instruction with on-the-job training.

6. Define management development. Why is it important?

- Definition: consists of all learning experiences provided by an organization resulting in

upgrading skills and knowledge required in current and future managerial position.

- Important: A key skill for any employees to manage their own work and control their

career path. Highly motivated and self-directed individuals can gain a massive amount of

learning and other benefits for their organization by implementing an aggressive

management development programmed.

7. What are some of the means of evaluating HRD programs? Discuss.

HRD evaluation is defined as “the systematic collection of descriptive and judgment

information necessary to make effective training decisions related to the selection,

adoption, value and modification of various instructional activities. First, when

conducting an evaluation, both descriptive and judgmental information may be collected.

Descriptive information provides a picture of what is happening or has happened,

whereas judgmental information communicates some opinion or belief about what has

happened. Second, evaluation involves the systematic collection of information according

to a predetermined plan to ensure the information is appropriate and useful. Finally,

evaluation are conducted to helps managers, employees, and HRD professionals make

informed decisions about particular programs and methods.

8. What type of training partnerships exist between business, government, and

education?

- The Workforce Investment Act (WIA). It provides states with the flexibility to develop

streamlines systems in partnership with local governments. Its primary focus is to meet

the needs of business for skilled workers and to satisfy the training, education, and

employment needs for individuals.

9. Define orientation and explain the purposes of orientation.

- Definition: Initial training and development for new employees that informs them about

the company, the job and the work group.

- Purposes:

a) The employment situation.

-helpful for new employees to know their job fits into the firm’s organizational

structure and goals.

b) Company policies and rules.

-employees must understand the guidelines and constrains provided by policies and

rules to ensure smooth transition into the workplace.

c) Compensation

-information about reward system normally provides during the recruitment-and-

selection process and often reviews it during orientation.

d) Corporate cultures

-the firm’s culture reflects to everything from the way employees dress to the way

they talk.

e) Team membership

-emphasized the importance of becoming a valued member of the company team.

f) Employee development

-keeps employees aware not only company-sponsored developmental programs, but

also those programs available externally.

g) Socialization

-to reduce employees anxiety that new employees may experience for them perform

better.

10. Define each of the following:

a) Organization development (OD)

- Planned and systematic attempts to change the organization, typically to a more

behavioral environment.

b) Survey feedback

- Process of collecting data from an organizational unit trough the use of questionnaires,

interviews, and objective data from other sources, such as records of productivity,

turnover, and absenteeism.

c) Quality circles

- Groups of employees, who voluntarily meet regularly with their supervisors to discuss

problems, investigate causes, recommend solution, and take corrective action when

authorized to do so.

d) Team building

- Conscious effort to develop effective work groups and cooperative skills throughout the

organization.

e) Sensitivity training

- Organization development technique that is designed to help individuals learn how others

perceive their behavior.

JOB ANALYSIS, HUMAN RESOURCE PLANNING, AND TRAINING &

DEVELOPMENT.

NURUL EZZATIE BT MOHAMAD AMIR HAMZAHAD091478

8912220160862 SHR

HUMAN RESOURCE MANAGEMENTDR HOOI LAI WAN