Hrm gray dessler_job_analysis_mushfiqul_haque_mukit


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Hrm gray dessler_job_analysis_mushfiqul_haque_mukit

  1. 1. Human Resource Management ELEVENTH EDITION 1 GARY DESSLER Part 2 | Recruitment and PlacementChapter 4 . PowerPoint Presentation by Charlie Cook The University of West Alabama
  2. 2. 1. Discuss the nature of job analysis, including what it is and how it’s used.2. Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.3. Write job descriptions, including summaries and job functions, using the Internet and traditional methods.4. Write job specifications using the Internet as well as your judgment.5. Explain job analysis in a “jobless” world, including what it means and how it’s done in practice. . 4–2
  3. 3.  Information Sources  Interview Formats  Individual employees  Structured (Checklist)  Groups of employees  Unstructured  Supervisors with knowledge of the job Advantages  Quick, direct way to find overlooked information Disadvantages  Distorted information . 4–3
  4. 4.  Information Source  Advantages  Have employees fill out  Quick and efficient way to questionnaires to describe gather information from their job-related duties and large numbers of employees responsibilities  Disadvantages Questionnaire Formats  Expense and time consumed  Structured checklists in preparing and testing the  Open-ended questions questionnaire . 4–4
  5. 5.  Information Source  Advantages  Observing and noting the  Provides first-hand physical activities of information employees as they go about  Reduces distortion of their jobs information  Disadvantages  Time consuming  Difficulty in capturing entire job cycle  Of little use if job involves a high level of mental activity . 4–5
  6. 6.  Information Source  Advantages  Workers keep a  Produces a more complete chronological diary/ log of picture of the job what they do and the time  Employee participation spent on each activity  Disadvantages  Distortion of information  Depends upon employees to accurately recall their activities . 4–6
  7. 7. Quantitative Job Analysis Department ofPosition Analysis Functional Job Labor (DOL) Questionnaire Analysis Procedure 4–7
  8. 8. Job Identification Job Job Specifications Summary Sections of a Typical Job Working Description ResponsibilitiesConditions and Duties Standards of Authority of the Performance Incumbent 4–8
  9. 9. “What traits and experience are required to do this job well?”Specifications for Specifications Specifications Trained Versus Based on Based on Untrained Statistical Judgment Personnel Analysis . 4–9
  10. 10. Job Design: Specialization and Efficiency? Job Job JobEnlargement Rotation Enrichment . 4–10
  11. 11. Dejobbing the Organization Using Self- Reengineering Flattening the Managed Work Business Organization Teams 4–11
  12. 12. job analysis Standard Occupationaljob description Classification (SOC)job specifications job enlargementorganization chart job rotationprocess chart job enrichmentdiary/log dejobbingposition analysis questionnaire boundaryless organization (PAQ) reengineeringU.S. Department of Labor (DOL) job competencies analysis procedure competency-based job analysisfunctional job analysis performance management 4–12