Ch05

www.AssignmentPoint.com
Chapter 5
Human Resource Planning and Job Analysis
Fundamentals of Human
Resource Management
Eighth Edition
DeCenzo and Robbins

Introduction
it has the right number and kinds
of people
at the right place
at the right time
 capable of effectively and efficiently
completing those tasks that will help the
organization achieve its overall strategic
objectives.
• Human resource planning is a process by which an
organization ensures that

IntroductionLinked to the organization’s
overall strategy and planning to
compete domestically and
globally.
Overall plans and objectives must
be translated into the number and
types of workers needed.
Senior HRM staff need to lead top
management in planning for HRM
issues.

An Organizational Framework
A mission statement defines what business the
organization is in, including why it exists and who its
customers are.
Strategic goals
Set by senior management to establish targets for the
organization to achieve.
Generally defined for the next 5-20 years.

An Organizational FrameworkCorporate assessment
Gap or SWOT (Strengths-Weaknesses-Opportunities-
Threats) analysis determines what is needed to meet
objectives.
Strengths and weaknesses and core competencies
are identified.
HRM determines what knowledge, skills and abilities
are needed by the organization’s human resources.

An Organizational Framework

Linking Organizational Strategy to
Human Resource Planning
Ensures that people are available to
meet the requirements set during
strategic planning.
Assessing current human resources
A human resources inventory report
summarizes information on current
workers and their skills.

Human Resource
Information Systems (HRIS)
are increasingly popular
computerized databases that
contain important information
about employees.

Assessing current human resources
Succession planning
 includes the development of replacement charts
 portray middle-to-upper level management positions
that may become vacant in the near future
 lists information about individuals who might qualify to
fill the positions

Determining the Demand for Labor
A human resource inventory can be developed to
project year-by-year estimates of future HRM needs
for every significant job level and type.
Forecasts must be made of the need for specific
knowledge, skills and abilities.
?

Predicting the Future Labor Supply
A unit’s supply of human resources comes from:
 new hires
 contingent workers
 transfers-in
 individuals returning from leaves
Predicting these can range from simple to complex.
Transfers are more difficult to predict since they depend on
actions in other units.

Predicting the Future Labor Supply
Decreases in internal supply come about through:
 Retirements
 Dismissals
 Transfers-out
 Lay-offs
 Voluntary quits
 Sabbaticals
 Prolonged illnesses
 Deaths

Retirements are the easiest to forecast.
Other factors are much more difficult to project.
Dismissals, transfers, lay-offs, and sabbaticals are
more easily controlled by management.

Where Will We Find Workers
migration into a community
recent graduates
individuals returning from military service
increases in the number of unemployed and employed individuals
seeking other opportunities, either part-time or full-time
The potential labor supply can be expanded by formal or on-
the-job training.

Matching Labor Demand and Supply
Employment planning compares forecasts for demand and
supply of workers.
Special attention should be paid to current and future
shortages and overstaffing.
De recruitment or downsizing may be used to reduce
supply and balance demand.
Rightsizing involves linking staffing levels to organizational
goals.

Employment Planning and
the Strategic Planning Process

Job Analysis
Job Analysis is a systematic exploration of the
activities within a job.
It defines and documents the duties, responsibilities
and accountabilities of a job and the conditions
under which a job is performed.
?

Job Analysis
Job Analysis Methods
Observation method – job analyst watches employees
directly or reviews film of workers on the job.
Individual interview method – a team of job incumbents is
selected and extensively interviewed.
Group interview method – a number of job incumbents
are interviewed simultaneously.

Job AnalysisJob Analysis Methods
Structured questionnaire method – workers complete a
specifically designed questionnaire.
Technical conference method – uses supervisors with an
extensive knowledge of the job.
Diary method – job incumbents record their daily activities.
The best results are usually achieved with some
combination of methods.

Job Analysis

Job Analysis
Structured Job Analysis Techniques
Department of Labor’s Job Analysis Process:
 Information from observations and interviews is used to
classify jobs by their involvement with data, people and
things.
 Information on thousands of titles available on O*Net On
Line which is the Department of Labor’s replacement for the
Dictionary of Occupational Titles.

Job AnalysisPosition Analysis Questionnaire
(PAQ)(developed at Purdue
University)
Jobs are rated on 194 elements, grouped in
six major divisions and 28 sections.
The elements represent requirements that are
applicable to all types of jobs.
This type of quantitative questionnaire allows
many different jobs to be compared with each
other, however, it appears to be more
applicable to higher-level professional jobs.www.AssignmentPoint.com

Job Analysis
Job Descriptions
Written statement of what jobholder does, how it is done,
under what conditions and why.
Common format: title; duties; distinguishing characteristics;
environmental conditions; authority and responsibilities.
Used to describe the job to applicants, to guide new
employees, and to evaluate employees.
Identification of essential job functions is needed to assure
compliance with Americans with Disabilities Act.

Job Analysis
Job Specifications
States minimum acceptable qualifications.
Used to select employees who have the essential
qualifications.

Job Analysis
Job Evaluations
Specify relative value of each job in the organization.
Used to design equitable compensation program.

Job Analysis
The Multi-faceted Nature of Job Analysis
Almost all HRM activities are tied to job analysis.
Job analysis is the starting point for sound HRM.

Job Analysis
Job Analysis and the Changing World of Work
Globalization, quality initiatives, telecommuting, and
teams require adjustments to the components of a job.
Today’s jobs often require not only technical skills but
interpersonal skills and communication skills as well.

Ch05

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Ch05

Similar to Ch05 (20)

More from Megh Balok

More from Megh Balok (15)

Recently uploaded

Recently uploaded (20)

Ch05