Job analysis is the systematic process of collecting information about jobs to document job duties and requirements. It involves determining the skills, knowledge, abilities and tasks required for a job. This information is then used for human resource functions like recruitment, performance management and compensation. The key aspects of job analysis are conducting interviews with employees and supervisors, observing job tasks, developing job descriptions that document responsibilities and specifications that outline qualifications. Regular analysis ensures job information stays current as tasks and technologies change over time.
The document provides information on job analysis including definitions of key terms like job, tasks, and responsibilities. It discusses the purpose of job analysis to determine the duties, skills, and ideal candidate for a job. The outputs of job analysis are job descriptions, which detail the duties and requirements of a role, and job specifications, which list the qualifications and skills needed. Various methods for collecting job analysis information are also presented such as interviews, questionnaires, observation, and diaries.
Job analysis is the process of collecting information about the tasks, skills, and qualifications required for a specific job. It answers questions about what tasks are performed, where and when work is done, how it is completed, why it is important, and necessary qualifications. The results of job analysis are used for important HR functions like recruitment, selection, performance management, training, and job design. The process involves strategic planning, information gathering through methods like observation and questionnaires, writing job descriptions and specifications, and using the results to design jobs.
This job analysis report summarizes the steps taken to identify the important tasks, knowledge, skills, and abilities required for the job of a Retail Manager. Surveys were administered to subject matter experts currently working as Retail Managers. The responses were analyzed to determine the essential tasks and KSAs, and their importance and frequency. A job description outlining the critical tasks and required KSAs was developed based on the analysis.
The document discusses job analysis which is defined as a systematic exploration of the activities within a job. It involves documenting the duties, responsibilities, accountabilities, and conditions of a job. The purposes of job analysis include recruiting, selection, training, career planning, compensation, and performance appraisal. The stages of job analysis process are understanding the purpose, collecting information, reviewing drafts, and seeking clarification. Common methods of collecting job analysis information include interviews, questionnaires, observation, and work sampling.
Job analysis provides essential information for human resource management practices by determining the responsibilities, qualifications, skills, and traits needed for specific positions. This information is then used to develop job descriptions and specifications to aid in recruitment and selection, compensation, training, performance management, and other HR activities. Common methods for conducting job analysis include interviews, observations, questionnaires, and reviewing employee records. The process involves selecting jobs for analysis, collecting data on job duties and requirements, and developing the job description and specifications.
Job analysis is the systematic process of collecting information about jobs within an organization. It involves determining the tasks, duties, responsibilities, skills and qualifications required for each job. This information is then used to develop job descriptions and job specifications. Job analysis data helps inform important human resource functions like recruitment, training, performance management, compensation and safety. Common job analysis methods include questionnaires, observation, interviews and reviewing employee records. The critical information collected through job analysis includes work activities, physical and mental requirements, needed skills and qualifications.
This document discusses job analysis, which is defined as the process of determining and reporting pertinent information relating to the nature of a specific job. It involves gathering information about the tasks, duties, responsibilities, skills, and qualifications required for a particular role. The key outcomes of job analysis are a job description, which outlines what the job entails, and a job specification, which outlines the qualifications and requirements for an individual in that role. Job analysis provides important information for functions like recruitment, performance management, training, compensation, and organizational planning. It follows a systematic process of studying jobs, collecting data, and developing descriptions and specifications.
This document discusses job analysis and provides examples. It defines job analysis as the collection and analysis of job-related information used to determine job duties and requirements. The document outlines the job analysis process and methods, which include interviews, questionnaires, and observation. It also discusses using job analysis for purposes like recruitment, performance management, and compensation. Two examples of job descriptions generated from job analysis are provided.
The document provides information on job analysis including definitions of key terms like job, tasks, and responsibilities. It discusses the purpose of job analysis to determine the duties, skills, and ideal candidate for a job. The outputs of job analysis are job descriptions, which detail the duties and requirements of a role, and job specifications, which list the qualifications and skills needed. Various methods for collecting job analysis information are also presented such as interviews, questionnaires, observation, and diaries.
Job analysis is the process of collecting information about the tasks, skills, and qualifications required for a specific job. It answers questions about what tasks are performed, where and when work is done, how it is completed, why it is important, and necessary qualifications. The results of job analysis are used for important HR functions like recruitment, selection, performance management, training, and job design. The process involves strategic planning, information gathering through methods like observation and questionnaires, writing job descriptions and specifications, and using the results to design jobs.
This job analysis report summarizes the steps taken to identify the important tasks, knowledge, skills, and abilities required for the job of a Retail Manager. Surveys were administered to subject matter experts currently working as Retail Managers. The responses were analyzed to determine the essential tasks and KSAs, and their importance and frequency. A job description outlining the critical tasks and required KSAs was developed based on the analysis.
The document discusses job analysis which is defined as a systematic exploration of the activities within a job. It involves documenting the duties, responsibilities, accountabilities, and conditions of a job. The purposes of job analysis include recruiting, selection, training, career planning, compensation, and performance appraisal. The stages of job analysis process are understanding the purpose, collecting information, reviewing drafts, and seeking clarification. Common methods of collecting job analysis information include interviews, questionnaires, observation, and work sampling.
Job analysis provides essential information for human resource management practices by determining the responsibilities, qualifications, skills, and traits needed for specific positions. This information is then used to develop job descriptions and specifications to aid in recruitment and selection, compensation, training, performance management, and other HR activities. Common methods for conducting job analysis include interviews, observations, questionnaires, and reviewing employee records. The process involves selecting jobs for analysis, collecting data on job duties and requirements, and developing the job description and specifications.
Job analysis is the systematic process of collecting information about jobs within an organization. It involves determining the tasks, duties, responsibilities, skills and qualifications required for each job. This information is then used to develop job descriptions and job specifications. Job analysis data helps inform important human resource functions like recruitment, training, performance management, compensation and safety. Common job analysis methods include questionnaires, observation, interviews and reviewing employee records. The critical information collected through job analysis includes work activities, physical and mental requirements, needed skills and qualifications.
This document discusses job analysis, which is defined as the process of determining and reporting pertinent information relating to the nature of a specific job. It involves gathering information about the tasks, duties, responsibilities, skills, and qualifications required for a particular role. The key outcomes of job analysis are a job description, which outlines what the job entails, and a job specification, which outlines the qualifications and requirements for an individual in that role. Job analysis provides important information for functions like recruitment, performance management, training, compensation, and organizational planning. It follows a systematic process of studying jobs, collecting data, and developing descriptions and specifications.
This document discusses job analysis and provides examples. It defines job analysis as the collection and analysis of job-related information used to determine job duties and requirements. The document outlines the job analysis process and methods, which include interviews, questionnaires, and observation. It also discusses using job analysis for purposes like recruitment, performance management, and compensation. Two examples of job descriptions generated from job analysis are provided.
Tim Huggins, the new director of human resources at Sprowl Manufacturing, wanted to implement a job analysis program to better define employee roles and reduce conflicts. However, the initial job analysis questionnaires led to disagreements between supervisors and employees about job duties and working conditions. A machinist threatened violence towards a supervisor due to lies told about the job analysis. Tim was worried the program was escalating tensions and needed to determine if an HR professional without specific job analysis training should lead such an initiative.
The document discusses job analysis, which is the process used to collect information about the duties, responsibilities, skills, outcomes, and work environment of a particular job. It outlines several key stages and methods of job analysis, including defining job tasks and requirements, developing job descriptions and specifications, setting performance standards, and determining important applications like selection, training, and compensation. Common methods of collecting job analysis information discussed are observation, interviews, questionnaires, previous studies, and work diaries.
This document discusses job analysis and human resource planning. It begins by defining what a job is and explaining that job analysis is the systematic analysis of each job to collect information on duties, responsibilities, skills required, and work conditions. It then describes several methods for collecting job analysis data, including observation, interviews, questionnaires, and critical incidents. The key steps in job analysis are identified as organizing job analysis, selecting jobs to analyze, collecting data, creating job descriptions, and developing job specifications. Job analysis provides important information for human resource planning, recruitment, training, performance management, and compensation.
Chapter 2. job analysis and evaluation (1)Yoj Rajo
This document discusses job analysis methods and processes. It begins by defining job analysis and its importance. It then describes how to write good job descriptions and lists several common job analysis methods like the Position Analysis Questionnaire, Critical Incident Technique, and Fleishman Job Analysis Survey. The document also covers determining internal and external pay equity, preparing for job analysis, and ensuring sex and race equity in compensation.
Final JA Report 10.11.16 Resident AssistantVictor Scott
The job analysis report summarizes the process used to analyze the Resident Assistant position at Radford University. A task questionnaire was distributed to 12 Resident Assistants who rated 28 essential job tasks on frequency and criticality. Task ratings were analyzed to determine the most important tasks. Resident Assistants and supervisors also rated knowledge, skills, and abilities on their relationship to job performance and importance at entry level. Finally, tasks and KSAs were linked to identify those most critical for successful job performance. The results will be used to update the job description and develop a valid selection process for Resident Assistants.
The document discusses job analysis which is defined as a systematic process of gathering information about jobs. It describes the key aspects of conducting job analysis including collecting data through questionnaires, interviews, and other methods. The main outcomes of job analysis are job descriptions which outline what employees do, and job specifications which define the necessary skills and qualifications.
Job analysis is the process of systematically gathering information about jobs. It involves collecting data about job tasks, duties, responsibilities, and requirements through methods like observation, interviews, questionnaires, and diaries. The key outcomes of job analysis are job descriptions, which outline what employees do, and job specifications, which define the qualifications needed for a role. Job analysis provides important benefits for human resource planning, recruitment, selection, training, and other functions.
This document discusses job descriptions and specifications. It begins by defining a job description as a written statement of a job's title, tasks, duties and responsibilities. A job description provides an overview of working conditions, relationships and the screening process. The document then outlines the purposes of a job description for human resources, employees and managers. It also lists common elements included in job descriptions like the job title, supervisor, responsibilities and requirements. Finally, it discusses job specifications, which specify the qualities a candidate needs for effective job performance. It provides examples of different types of job specifications and their purpose in finding and assessing prospective candidates.
This document discusses key concepts related to human resource management including work, jobs, approaches to understanding jobs like workflow analysis, business process reengineering, job design, and job analysis. It provides details on job analysis including the process, types like task-based and competency-based, areas typically covered, and how analysis informs job descriptions and specifications.
The document discusses job analysis and defines it as the process of studying and collecting information about the tasks, duties, skills, and responsibilities of a specific job. It provides definitions of job analysis from several authors and notes that the goal is to precisely identify the tasks, knowledge, skills, and conditions required to perform a job. The document also states that job analysis is used to gather information about jobs and discusses several topics related to job analysis, including terminology, the process, uses, and methods of collecting job analysis data.
Todd Berkley, the new manager of sales support and customer retention at U.S. Bank, plays a strategic role in addressing the bank's problem of losing big customers to competitors. To emphasize improved customer service, U.S. Bank analyzed all jobs to include new service-related duties in descriptions. This affected HR policies and procedures for recruiting, hiring, and training employees across the bank. Proper job analysis is crucial to support the new customer service strategy and ensure compliance with equal employment opportunity regulations.
Hrm m.nauman sher section a 6th semester collection of job informationMuhammad Sher
Job analysis information can be collected through various methods including interviews, questionnaires, observation, technical conferences, and participant diaries. This information is then used extensively in human resource management for tasks like creating job descriptions and specifications, designing jobs, recruitment and selection, compensation, training and development, performance appraisal, and health and safety planning. Having accurate job analysis information helps organizations effectively manage their human resources.
The document discusses job description and job specification as key outcomes of job analysis. It provides examples and definitions of job description and job specification. Specifically:
- A job description outlines the duties, responsibilities, qualifications, and details of a specific job. It provides an overview of what the job entails.
- A job specification defines the capabilities and characteristics a job holder should possess, such as education, experience, skills, and physical/mental attributes required to perform the job.
- Together, job description and specification fully define a job and guide hiring and performance management. Examples of descriptions and specifications for library assistant roles are also provided.
This document discusses job analysis, which involves systematically studying a job to determine its tasks, skills, and responsibilities. It outlines the objectives and purposes of job analysis, including providing information for recruitment, compensation, training, and performance evaluation. The key information obtained from job analysis includes job duties, qualifications, relationships, and working conditions. Sources of information include employees, supervisors, and outside observers. Common methods of analysis are personal observation, questionnaires, records, and interviews. Job analysis is then used to create job descriptions that define a job's requirements and specifications that define personal qualifications for a job. It also discusses approaches to job design to improve efficiency and satisfaction.
Personnel management: Job Analysis, Job description, Induction and training P...Roshan Kumar Patel
Brief details of Job Analysis method, job description, flow chart of job recruitment process in view of an organisation and an applicant as well as various induction and training programmes
This document discusses job analysis, which is defined as a systematic process of collecting information about job responsibilities, duties, skills, and requirements. It involves studying a job and its relationship to the organization, identifying the job to be analyzed, collecting data through methods like observation and interviews, developing a job description outlining duties and a job specification describing necessary qualifications. The purposes of job analysis include organizational planning, recruitment and selection, compensation, training, and performance management. It provides essential information for writing job descriptions used throughout human resource processes.
Job analysis is the process of collecting information about job duties, skills, and requirements. This information is used to create job descriptions that outline responsibilities and qualifications. Job design determines how work is performed through tasks. Job evaluation compares jobs using factors like skills and accountability to establish internal rankings. The results can inform compensation but do not directly determine pay levels.
This document discusses job analysis and human resource planning. It defines job analysis as the systematic process of determining the skills, duties, and knowledge required for jobs. Job analysis answers questions about tasks, timelines, locations, procedures, reasons for jobs, and qualifications. Job analysis is performed when organizations are founded, for new jobs, or when jobs significantly change. The results are used for staffing, training, compensation, safety, and legal compliance. Methods include questionnaires, observation, interviews, and employee recording. Participating in job analysis are employees, supervisors, analysts, and consultants. Human resource planning forecasts needs and availability of employees and addresses surpluses or shortages.
This document provides an overview of job analysis. It begins by stating the objective is for students to understand key concepts related to job analysis including the process, purposes, information sources, and concepts of job descriptions, specifications, and design. It then defines job analysis and describes the information it provides such as job identification, tasks, required skills, relationships, and attributes. Sources of information are discussed as being employees, supervisors, and outside observers. Methods of analysis include observation, questionnaires, records, and interviews. Purposes and uses of job analysis in areas like planning, selection, compensation, and training are outlined. Job descriptions, specifications, and design concepts are then defined and differences explained.
This document provides an overview of Bank Negara Malaysia (BNM), the central bank of Malaysia. It outlines the specific objectives to be covered, which include explaining the formation of BNM, its objectives and functions, organizational structure, relationship with international institutions, and the monetary policy instruments it uses. BNM was established in 1959 to manage Malaysia's money supply and credit situation. It is responsible for currency issuance, maintaining foreign reserves, advising the government, and promoting monetary stability. The document discusses BNM's governance structure and various tools available to influence monetary policy, including statutory reserve requirements, liquidity requirements, open market operations, and discount operations.
Dokumen tersebut memberikan tips dan langkah untuk mencapai kejayaan dalam peperiksaan, termasuk menetapkan matlamat jelas, berfikir positif, memanfaatkan sumber belajar, dan mempersiapkan diri secara rohani dan fizikal.
Tim Huggins, the new director of human resources at Sprowl Manufacturing, wanted to implement a job analysis program to better define employee roles and reduce conflicts. However, the initial job analysis questionnaires led to disagreements between supervisors and employees about job duties and working conditions. A machinist threatened violence towards a supervisor due to lies told about the job analysis. Tim was worried the program was escalating tensions and needed to determine if an HR professional without specific job analysis training should lead such an initiative.
The document discusses job analysis, which is the process used to collect information about the duties, responsibilities, skills, outcomes, and work environment of a particular job. It outlines several key stages and methods of job analysis, including defining job tasks and requirements, developing job descriptions and specifications, setting performance standards, and determining important applications like selection, training, and compensation. Common methods of collecting job analysis information discussed are observation, interviews, questionnaires, previous studies, and work diaries.
This document discusses job analysis and human resource planning. It begins by defining what a job is and explaining that job analysis is the systematic analysis of each job to collect information on duties, responsibilities, skills required, and work conditions. It then describes several methods for collecting job analysis data, including observation, interviews, questionnaires, and critical incidents. The key steps in job analysis are identified as organizing job analysis, selecting jobs to analyze, collecting data, creating job descriptions, and developing job specifications. Job analysis provides important information for human resource planning, recruitment, training, performance management, and compensation.
Chapter 2. job analysis and evaluation (1)Yoj Rajo
This document discusses job analysis methods and processes. It begins by defining job analysis and its importance. It then describes how to write good job descriptions and lists several common job analysis methods like the Position Analysis Questionnaire, Critical Incident Technique, and Fleishman Job Analysis Survey. The document also covers determining internal and external pay equity, preparing for job analysis, and ensuring sex and race equity in compensation.
Final JA Report 10.11.16 Resident AssistantVictor Scott
The job analysis report summarizes the process used to analyze the Resident Assistant position at Radford University. A task questionnaire was distributed to 12 Resident Assistants who rated 28 essential job tasks on frequency and criticality. Task ratings were analyzed to determine the most important tasks. Resident Assistants and supervisors also rated knowledge, skills, and abilities on their relationship to job performance and importance at entry level. Finally, tasks and KSAs were linked to identify those most critical for successful job performance. The results will be used to update the job description and develop a valid selection process for Resident Assistants.
The document discusses job analysis which is defined as a systematic process of gathering information about jobs. It describes the key aspects of conducting job analysis including collecting data through questionnaires, interviews, and other methods. The main outcomes of job analysis are job descriptions which outline what employees do, and job specifications which define the necessary skills and qualifications.
Job analysis is the process of systematically gathering information about jobs. It involves collecting data about job tasks, duties, responsibilities, and requirements through methods like observation, interviews, questionnaires, and diaries. The key outcomes of job analysis are job descriptions, which outline what employees do, and job specifications, which define the qualifications needed for a role. Job analysis provides important benefits for human resource planning, recruitment, selection, training, and other functions.
This document discusses job descriptions and specifications. It begins by defining a job description as a written statement of a job's title, tasks, duties and responsibilities. A job description provides an overview of working conditions, relationships and the screening process. The document then outlines the purposes of a job description for human resources, employees and managers. It also lists common elements included in job descriptions like the job title, supervisor, responsibilities and requirements. Finally, it discusses job specifications, which specify the qualities a candidate needs for effective job performance. It provides examples of different types of job specifications and their purpose in finding and assessing prospective candidates.
This document discusses key concepts related to human resource management including work, jobs, approaches to understanding jobs like workflow analysis, business process reengineering, job design, and job analysis. It provides details on job analysis including the process, types like task-based and competency-based, areas typically covered, and how analysis informs job descriptions and specifications.
The document discusses job analysis and defines it as the process of studying and collecting information about the tasks, duties, skills, and responsibilities of a specific job. It provides definitions of job analysis from several authors and notes that the goal is to precisely identify the tasks, knowledge, skills, and conditions required to perform a job. The document also states that job analysis is used to gather information about jobs and discusses several topics related to job analysis, including terminology, the process, uses, and methods of collecting job analysis data.
Todd Berkley, the new manager of sales support and customer retention at U.S. Bank, plays a strategic role in addressing the bank's problem of losing big customers to competitors. To emphasize improved customer service, U.S. Bank analyzed all jobs to include new service-related duties in descriptions. This affected HR policies and procedures for recruiting, hiring, and training employees across the bank. Proper job analysis is crucial to support the new customer service strategy and ensure compliance with equal employment opportunity regulations.
Hrm m.nauman sher section a 6th semester collection of job informationMuhammad Sher
Job analysis information can be collected through various methods including interviews, questionnaires, observation, technical conferences, and participant diaries. This information is then used extensively in human resource management for tasks like creating job descriptions and specifications, designing jobs, recruitment and selection, compensation, training and development, performance appraisal, and health and safety planning. Having accurate job analysis information helps organizations effectively manage their human resources.
The document discusses job description and job specification as key outcomes of job analysis. It provides examples and definitions of job description and job specification. Specifically:
- A job description outlines the duties, responsibilities, qualifications, and details of a specific job. It provides an overview of what the job entails.
- A job specification defines the capabilities and characteristics a job holder should possess, such as education, experience, skills, and physical/mental attributes required to perform the job.
- Together, job description and specification fully define a job and guide hiring and performance management. Examples of descriptions and specifications for library assistant roles are also provided.
This document discusses job analysis, which involves systematically studying a job to determine its tasks, skills, and responsibilities. It outlines the objectives and purposes of job analysis, including providing information for recruitment, compensation, training, and performance evaluation. The key information obtained from job analysis includes job duties, qualifications, relationships, and working conditions. Sources of information include employees, supervisors, and outside observers. Common methods of analysis are personal observation, questionnaires, records, and interviews. Job analysis is then used to create job descriptions that define a job's requirements and specifications that define personal qualifications for a job. It also discusses approaches to job design to improve efficiency and satisfaction.
Personnel management: Job Analysis, Job description, Induction and training P...Roshan Kumar Patel
Brief details of Job Analysis method, job description, flow chart of job recruitment process in view of an organisation and an applicant as well as various induction and training programmes
This document discusses job analysis, which is defined as a systematic process of collecting information about job responsibilities, duties, skills, and requirements. It involves studying a job and its relationship to the organization, identifying the job to be analyzed, collecting data through methods like observation and interviews, developing a job description outlining duties and a job specification describing necessary qualifications. The purposes of job analysis include organizational planning, recruitment and selection, compensation, training, and performance management. It provides essential information for writing job descriptions used throughout human resource processes.
Job analysis is the process of collecting information about job duties, skills, and requirements. This information is used to create job descriptions that outline responsibilities and qualifications. Job design determines how work is performed through tasks. Job evaluation compares jobs using factors like skills and accountability to establish internal rankings. The results can inform compensation but do not directly determine pay levels.
This document discusses job analysis and human resource planning. It defines job analysis as the systematic process of determining the skills, duties, and knowledge required for jobs. Job analysis answers questions about tasks, timelines, locations, procedures, reasons for jobs, and qualifications. Job analysis is performed when organizations are founded, for new jobs, or when jobs significantly change. The results are used for staffing, training, compensation, safety, and legal compliance. Methods include questionnaires, observation, interviews, and employee recording. Participating in job analysis are employees, supervisors, analysts, and consultants. Human resource planning forecasts needs and availability of employees and addresses surpluses or shortages.
This document provides an overview of job analysis. It begins by stating the objective is for students to understand key concepts related to job analysis including the process, purposes, information sources, and concepts of job descriptions, specifications, and design. It then defines job analysis and describes the information it provides such as job identification, tasks, required skills, relationships, and attributes. Sources of information are discussed as being employees, supervisors, and outside observers. Methods of analysis include observation, questionnaires, records, and interviews. Purposes and uses of job analysis in areas like planning, selection, compensation, and training are outlined. Job descriptions, specifications, and design concepts are then defined and differences explained.
This document provides an overview of Bank Negara Malaysia (BNM), the central bank of Malaysia. It outlines the specific objectives to be covered, which include explaining the formation of BNM, its objectives and functions, organizational structure, relationship with international institutions, and the monetary policy instruments it uses. BNM was established in 1959 to manage Malaysia's money supply and credit situation. It is responsible for currency issuance, maintaining foreign reserves, advising the government, and promoting monetary stability. The document discusses BNM's governance structure and various tools available to influence monetary policy, including statutory reserve requirements, liquidity requirements, open market operations, and discount operations.
Dokumen tersebut memberikan tips dan langkah untuk mencapai kejayaan dalam peperiksaan, termasuk menetapkan matlamat jelas, berfikir positif, memanfaatkan sumber belajar, dan mempersiapkan diri secara rohani dan fizikal.
Abraham Maslow's psychology focused on human nature and needs. He believed humans have innate needs and capacities that drive them towards self-actualization. As lower needs are met, higher needs emerge. When inner needs are suppressed, it causes unhappiness and problems. Maslow identified two types of self-actualized people - those without transcendent experiences (Theory Y) and those who had transcendent peak experiences that changed their worldview (Theory Z). Peak experiences provide benefits like increased happiness, creativity, and perception of reality. B-cognition describes improved behaviors and views of self and others after peak experiences.
The Enneagram and Centering Prayer: Tools to Uncover and Transform Shadow Qua...David Grinstead, MA
The Enneagram and Centering Prayer are explored as tools for transformation of the Shadow Archetype. An attempt is made to demonstrate that the Enneagram can be used to uncover shadow qualities of personal unconscious motivations and deeply rooted influences and prejudices of a dysfunctional nature. Through the consistent practice of Center Prayer (over an extended period of time) these dysfunctional qualities are brought into full consciousness and transformed into positive motivations, influences, attitudes, and behaviors. Existing literature, the author’s personal journey, and independent research assist in demonstrating the effectiveness of these powerful tools.
To grieve like a man is to grieve differently than a woman. It is not an option of better, worse, or less suitable, it’s just that a man’s way of grieving is different. Since it is different it is often confusing to others and can result in unwarranted isolation. “While women tend to react to the loss of a loved one as abandonment, men perceive it as losing part of themselves, as if severing an arm or leg.” (Learning to Live Through Loss)
A Contrast of the Mystical Elements of Buddism, Taoism, Judaism, and Christia...David Grinstead, MA
There are certain general characteristics of mysticism that are shared by Buddhism, Taoism, Judaism, and Christianity. This common ground is a unifying principle that positions the Divine in the midst of all genuine mystical experiences.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
What is Healing: At What Level of Human Existence Does Healing Begin?David Grinstead, MA
At what level of human existence does healing begin? "There is no sharp line of line of demarcation between the religious, spiritual, emotional, and physical—between the body and the psyche." (Morton Kelsey, Healing and Christianity, 232)
I will present five major ideas from Judaism which I can assimilate with my primary Christian spiritual-religious world view and implement into my life.
This document discusses job analysis, strategic planning, and human resource planning. It defines key terms like job analysis, job, and position. It describes the purposes of conducting a job analysis, including for staffing, training, performance appraisal, compensation, and legal compliance. It outlines different job analysis methods and how to develop job descriptions and specifications. It also covers strategic planning, human resource planning, forecasting human resource needs and availability, and addressing surpluses or shortages of workers.
This document contains a list of technical terms including table, queries, form, report, switchboard, and macro. It appears to be an outline or table of contents for a technical document related to databases, data analysis, or business software. The terms suggest it will cover topics like working with database tables, writing queries to extract and analyze data, creating forms and reports to view and present information, and using macros to automate tasks.
Dokumen tersebut membahas berbagai strategi penetapan harga yang dapat dilakukan perusahaan, termasuk penetapan harga promosi, diskriminasi harga, bauran produk, dan cara memulai penurunan atau kenaikan harga. Strategi-strategi tersebut bertujuan untuk meningkatkan penjualan dan pangsa pasar perusahaan.
Responsible Corporate Problem Solving - a Siemens case study | IEEE Internat...Isaac Newton Acquah
Abstract of paper: A high maturity in corporate problem solving is a competitive advantage. Companies seek to use
the wisdom of the crowd they have internally. One approach is to enable the employees to publish
a so-called Urgent Request. For a quick and high-quality response it is helpful to distribute such an
Urgent Request either to a high number of employees (broadcasting) or to target the message to
those employees which have the highest probability to answer (target messaging). The first
approach usually causes crowd fatigue. Therefore we focus on the target messaging approach and
demonstrate how this more responsible usage of notifications can reduce the number of
notifications by an order of magnitude with almost no loss of the response rate. This paper presents
the real-life data of the semantic target messaging algorithm of TechnoWeb, a Siemens-internal
social media platform for corporate problem solving.
2Part 2 Meeting Human Resources Requirements3Chapter 4 J.docxgilbertkpeters11344
This document discusses job analysis and job design. It begins by explaining that job analysis is the process of collecting information about the tasks, duties, responsibilities, and requirements of a job. This information forms the basis for accurate job descriptions and specifications. Accurate job descriptions are important for effective HR functions like recruitment, performance management, and legal compliance. The document then discusses different methods for conducting job analysis, such as interviews, questionnaires, observation, and diaries. It also covers developing job descriptions and specifications. Finally, the document discusses job design and how job characteristics can be modified to improve employee motivation, satisfaction, and performance through techniques like job enrichment, empowerment, and use of employee teams.
This document provides information about job analysis and outlines its importance and processes. It defines job analysis as identifying and determining the key duties, responsibilities, and their importance for a given job. It also discusses the different types of job analysis and its purposes. The key purposes listed are preparation of human resources, training and development, recruitment and selection, performance appraisal, and compensation management. It then describes the typical steps involved in conducting a job analysis, which include organizational analysis, data collection methods, creating job descriptions and specifications.
Job analysis provides essential information for human resource management practices by determining the responsibilities, qualifications, skills, and traits needed for specific positions. This information is then used to develop job descriptions and specifications to aid in recruitment and selection, compensation, training, performance evaluation, career development, safety standards, and labor relations. Common methods for conducting job analysis include interviews, observations, questionnaires, and reviewing employee records. The process involves selecting representative jobs to analyze, collecting data on job duties and requirements, and developing the job description and specifications.
The document discusses job analysis which is defined as the process of determining and recording all pertinent information about a specific job. It provides key inputs for HR activities like recruitment, selection, training and performance appraisal. The common methods of job analysis include observation, interviews, questionnaires, and the critical incident technique. The main outputs of job analysis are the job description which describes the tasks and responsibilities of a role, and the job specification which outlines required qualifications and competencies. Job analysis is used for various HR and business purposes such as staffing, training, compensation, and succession planning.
Job Analysis and Recruitment and SelectionAtul Chanodkar
- Job Analysis
- Job Description
- Job Specification
- Methods of Job Analysis
- Process of Job Analysis
- Purpose of Job Analysis
- Uses of Job Analysis Information
- Writing the Job Descriptions
- Writing Job Specification
- Recruitment and Selection
- Recruitment
- Selection
- Sources of Recruitment
- Methods of Selection
- Process of Selection
Job analysis is the systematic examination of jobs to collect information about the tasks, responsibilities, skills, and abilities required to perform them effectively. This information is used to develop job descriptions, which outline the duties and requirements of a specific role, and job specifications, which define the qualifications needed by candidates. Job analysis provides essential information for human resource functions like recruitment, selection, training, performance evaluation, compensation, and career planning. It involves techniques like observation, interviews, questionnaires to understand job requirements and the characteristics needed for success.
The document discusses talent acquisition and job analysis. It defines talent acquisition as the process employers use for recruiting, tracking, interviewing, and onboarding employees. It notes the difference between recruitment and talent acquisition, with the latter focusing more on long-term strategic hiring. The document then discusses what a job is and defines job analysis as the process of collecting information about a job. It outlines the purposes and methods of job analysis, including job description and specification. Finally, it discusses trends in talent acquisition such as diversity hiring, use of technology, focus on candidate experience, online presence, and talent rediscovery.
This document summarizes key aspects of conducting a job analysis, including:
- Job analysis involves systematically exploring the tasks, duties, skills and conditions of a job.
- Common methods of job analysis include observation, interviews, questionnaires and technical conferences.
- The results of job analysis include job descriptions, specifications and evaluations, which are used for recruitment, selection, training and compensation.
The document discusses job analysis, which involves systematically gathering and analyzing information about job roles and responsibilities within an organization. It helps develop job descriptions and specifications, determine qualifications, set performance standards, and establish training programs. The key aspects covered include the concepts, factors, importance, sources of information, and the process of job analysis. Job analysis results in job descriptions, which provide an overview of duties and requirements, and job specifications, which outline necessary qualifications. The overall purpose is to define jobs, guide recruitment and selection, and create a fit between jobs and employees.
The document discusses job analysis, talent management, and related topics. It defines job analysis as determining the duties and skill requirements of a job and the type of person suited for it. Talent management aims to hire, develop, and retain top employees to help achieve business goals. The document also describes methods of collecting job analysis data like questionnaires, interviews, and observation. It explains how to write job descriptions and specifications and the steps involved in conducting a job analysis.
1. Job analysis is the process of analyzing jobs to determine their key components like duties, responsibilities, necessary skills and qualifications.
2. There are several methods used to collect job analysis data including interviews, questionnaires, observation and participant diaries/logs. Each method provides information on different aspects of the job.
3. The goal of job analysis is to understand the tasks, skills and requirements of a role in order to develop accurate job descriptions for recruitment, performance reviews and training purposes.
The document discusses job analysis which is defined as the process of gathering and analyzing information about job content, requirements, and context. It involves identifying job characteristics, tasks, skills, qualifications, and relationships to other jobs. Job analysis is used for human resource planning, recruitment, personnel selection, training, performance appraisal, and health and safety. It provides the basis for creating job descriptions which outline duties and responsibilities, and job specifications which define minimum qualifications. Various techniques are used in job analysis including observation, interviews, questionnaires, and log records.
This document discusses job analysis, which involves systematically gathering information about tasks, duties, responsibilities, skills and qualifications required for a job. It outlines the process of job analysis including organizational analysis, data collection methods, developing job descriptions and specifications. Benefits of job analysis include its uses for recruitment, selection, training, performance appraisal and more. Challenges with job analysis like not updating it regularly and potential subjectivity are also covered. The document concludes with defining job design and methods of job design like job rotation, enlargement and enrichment.
Human resource management (HRM) involves managing human resources to maximize employee performance and meet organizational objectives. HR departments handle employee recruitment, training, benefits and compensation. The role of HR has evolved from transactional tasks to more strategic initiatives like talent management and succession planning. Job analysis and job descriptions are important HR processes. Job analysis identifies the key tasks, responsibilities, skills and qualifications of a role. A job description communicates the duties and requirements of a position. Job specifications describe the minimum qualifications a candidate must possess to perform the job successfully.
The document provides information on job analysis including its definition, purposes, types, process, data collection methods and the components of an effective job description. Job analysis is defined as a process to identify and determine the duties, requirements and importance of different job aspects. It helps in various human resource activities like training, selection, performance appraisal etc. The key steps in developing an effective job description are conducting a job analysis, establishing essential functions, organizing the data, writing a summary statement and adding required signatures.
Job analysis is the process of gathering information about job duties, responsibilities, skills required, and work environment to understand job requirements. Common methods of collecting job analysis information include interviews, questionnaires, observation, and participant diaries/logs. The results of job analysis are used for recruitment, selection, performance management, and job design.
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Job analysis is the process of gathering and analyzing information about the components, characteristics, and requirements of a job. It involves analyzing the duties, conditions of work, and the knowledge, skills, and abilities needed to effectively perform the job. A thorough job analysis forms the foundation for human resource planning activities like employee selection, training, performance appraisal, and job design. Conducting job analysis involves identifying tasks, writing task statements, determining essential skills, and selecting tests to measure those skills. Structured questionnaires can also be used to efficiently obtain job analysis information.
Takaful is an Islamic insurance concept based on mutual assistance and cooperation. It involves participants contributing to a common fund, which is used to pay compensation to any participant who suffers losses according to the terms of the Takaful agreement. There are different models for structuring Takaful, such as the Tabarru' model where contributions are seen as donations, or the Mudharabah model where profits from investing contributions are shared. Takaful aims to be free from elements like uncertainty and gambling that are prohibited in Islam. It is overseen by a Sharia Supervisory Council to ensure compliance.
This document discusses the principles and process of underwriting in insurance. It defines underwriting as assessing and selecting risks to determine premiums, terms, and conditions. The key purposes of underwriting are to guard against applicants with high probability of loss and to charge premiums commensurate with risk. Common underwriting features include identifying hazards, selecting risks, and setting premiums, terms, and conditions accordingly. Risks with abnormal hazards may be accepted with risk improvements, warranties, exclusions, restricted coverage, excesses, or franchises. Premiums are set using individual, class, or merit rates and cover expected claims costs plus expenses.
This document discusses various insurance documents and forms used in the insurance process. It describes the purpose and contents of key documents like proposal forms, cover notes, certificates of insurance, policy forms, endorsements, renewal notices, claim forms, and discharge letters. Proposal forms are used to gather risk information and form the basis of the insurance contract. Cover notes provide temporary coverage until the full policy is issued. Policy forms contain the terms and conditions of the insurance agreement. Endorsements are used to modify policy terms, and discharge letters confirm that claims have been fully settled.
This document discusses various types of insurance products including general insurance, motor insurance, fire insurance, liability insurance, theft insurance, and life assurance. It provides details on the characteristics, coverages, exclusions, and uses of different insurance policies such as term assurance, endowment, whole-life, and annuities. The document aims to explain the key features of both general and life insurance products.
The document discusses the regulation and supervision of the insurance industry in three paragraphs:
1. The insurance industry is regulated to protect consumers due to the nature of insurance contracts and the need for insurer integrity and stability. Regulations aim to ensure eight basic consumer rights and prevent issues like unfair claims settlement.
2. Regulations aim to promote healthy competition, provide some consumer protection, and foster competency and professionalism within the industry. This is achieved through licensing insurers, brokers and adjusters and oversight by regulatory bodies.
3. The Insurance Act establishes rules for insurers, including requiring separate licensing for life and general insurance, approval for certain investment-linked products, and membership in industry associations. Regulations aim to protect the
The document outlines the key components and organizations that make up the insurance industry and market in Malaysia. It discusses the roles of various departments within insurance companies and how they may be organized. It also lists and describes several important institutions related to both the general insurance market and life assurance market, including their objectives and functions.
The document discusses several key principles of insurance:
- Insurance requires insurable interest to differentiate it from gambling. Insurable interest refers to a legitimate financial stake in the subject matter being insured.
- The insured must disclose all material facts regarding the risk. Undisclosed or misrepresented facts can void the contract.
- Insurance contracts aim to indemnify, or make whole, the insured for losses by restoring them to their pre-loss financial position without providing a payout exceeding losses.
1. The document discusses various concepts related to risk including risk, peril, loss, and hazard. It also describes different ways to measure risk such as priori, empirical, and judgmental probabilities.
2. Risks are categorized as either fundamental or particular, and pure or speculative. Fundamental risks affect large numbers of people while particular risks affect individuals. Pure risks involve the possibility of loss or no loss, while speculative risks involve the possibility of profit, loss, or no loss.
3. The main methods for handling risks are risk avoidance, loss control, risk retention, and risk transfer. Risk avoidance aims to reduce the total amount of loss by preventing or minimizing loss. Loss control involves retaining risks and bearing any
This document provides an introduction and overview of insurance, including definitions of insurance, how it works, its importance, functions, and classes. Insurance is defined as an economic institution based on mutuality that is formed to establish a common fund to pay for unforeseen losses. It works by pooling risks and losses from many individuals into a large fund. The primary function of insurance is the equitable distribution of financial losses from a few insured individuals among the larger group of insured. There are two main classes of insurance: life assurance which covers human life contingencies, and general insurance which covers property and liability risks.
This document discusses components of employee compensation and benefits programs. It covers statutory benefits that are legally required such as Employees Provident Fund (EPF), social security, and paid leave. Non-statutory or discretionary benefits are also examined, including health insurance, retirement plans, education assistance, and work-life programs. Components of total compensation including direct financial pay, variable pay, and indirect benefits are broken down.
This document discusses performance management and appraisal. It covers topics like emotional intelligence, performance management goals, training and appraisal, and performance appraisal methods. Specifically, it defines performance appraisal as a formal review and evaluation system of individual or team task performance. It also outlines common problems with performance appraisals, such as bias, lack of objectivity, and employee anxiety. The document provides details on methods for performance appraisals, including ranking, forced distribution, paired comparisons, and graphic rating scales.
This document discusses staff orientation and human resource development. It defines staff orientation as helping new executives learn an organization's structure and culture to quickly start contributing. Human resource development includes training and development to improve employee competency and performance. Some key training methods discussed are instructor-led training, on-the-job training, job rotation, internships, and apprenticeships. The document emphasizes that training needs to be evaluated to ensure it effectively develops employees and supports organizational goals.
This document discusses recruitment and selection. It defines recruitment as attracting qualified job applicants, and selection as choosing the best candidate for a position. The selection process involves reviewing applications, preliminary interviews, employment interviews, testing, screening references and backgrounds, and making a selection decision. Factors like legal issues, decision speed, the applicant pool, and organizational characteristics can influence selection. The document outlines sources for internal and external recruitment and different recruitment and selection methods, such as job posting, testing, structured and behavioral interviews. It also discusses potential problems in interviews like inappropriate questions, premature judgments, and contrast effects.
This document provides an overview of human resource management. It discusses the main functions of HRM including staffing, human resource development, compensation and benefits, safety and health, and employee and labor relations. It also examines the internal and external factors that influence HRM and how the roles and tasks of HRM are changing, with some functions now performed by HR managers, shared service centers, outsourcing firms or line managers. Finally, it differentiates between the roles of HR executives, generalists and specialists.
The document calculates material price, usage, and total variances as well as labor rate, efficiency, and total variances for products SLIM and SMART. For SLIM, the material price and usage variances were favorable due to decreased price and more efficient production methods. However, the labor rate and efficiency variances were unfavorable possibly because standards were too loose or equipment was inefficient. For SMART, the material usage and total variances were favorable likely due to machinery issues while the price and labor rate variances were unfavorable possibly from incorrect standards or changed rates.
This document lists various internet sources and books used as references for information on secretarial services, company registration procedures, accounting software, and guides on writing training reports, financial statements, accounting dictionaries, starting a business, and the Malaysian legal system. References are provided from websites, software guides, and books on topics related to secretarial services, accounting, entrepreneurship, and legal matters.
The document outlines the objectives and problem statement for a database application final project created by four students. The objectives are to enhance the hospital system to be faster and smoother, safely record and store patient data, and create good staff schedules without timing clashes. The current problems are the manual system has low efficiency, unsecured patient files could be damaged or lost, scheduling inefficiencies, and difficulty updating patient information correctly. The conclusion is the Access database makes information easier to search, arrange, and find.
Electronic banking systems allow customers to access banking services electronically rather than through traditional paper-based methods. The document defines electronic banking and electronic funds transfer, and identifies the key types of electronic banking systems including non-customer activated systems like SWIFT used between financial institutions, and customer activated systems like ATMs, EFTPOS, credit/debit cards, home banking, mobile banking, and internet banking. It discusses functions of these systems like cash withdrawals, deposits, transfers, and bill payments. The document emphasizes issues like security, secrecy and banks' reliance on IT services for electronic banking.
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2. Learning OutcomesLearning Outcomes
CLO 2 – illustrate properly the
procedures and processes in managing
human resource
LLO :
◦ Understand job analysis process
◦ Understand job analysis
◦ Explain job analysis approaches
◦ Understand the use of job analysis
information to human resource management
PB501/Chapter 3/Haniza/PSA
3. DefinitionsDefinitions
Job analysis - Systematic process of determining
skills, duties, and knowledge required for
performing jobs in organization
Job - Consists of group of tasks that must be
performed for organization to achieve its goals
Position - Collection of tasks and
responsibilities performed by one person; there
is a position for every individual in organization
PB501/Chapter 3/Haniza/PSA
4. Definitions (Cont.)Definitions (Cont.)
A work group consisting of a supervisor,
two senior clerks, and four word
processing operators has 3 jobs and 7
positions.
PB501/Chapter 3/Haniza/PSA
5. Questions Job Analysis Should AnswerQuestions 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?
PB501/Chapter 3/Haniza/PSA
6. Job Analysis: A Basic Human Resource Management ToolJob Analysis: A Basic Human Resource Management Tool
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
PB501/Chapter 3/Haniza/PSA
11. The use of job analysisThe use of job analysis
PB501/Chapter 3/Haniza/PSA
12. Recruitment & selectionRecruitment & selection
Helps in determining what kind of person is
required to perform a particular job.
It points out the educational qualifications,
level of experience and technical, physical,
emotional and personal skills required to
carry out a job in desired fashion.
The objective is to fit a right person at a
right place.
PB501/Chapter 3/Haniza/PSA
13. Performance analysisPerformance analysis
To check if goals and objectives of a
particular job are met or not.
It helps in deciding the performance
standards, evaluation criteria and
individual’s output.
On this basis, the overall performance of
an employee is measured and he or she
is appraised accordingly.
PB501/Chapter 3/Haniza/PSA
14. Training & developmentTraining & development
Be used to assess the training and
development needs of employees.
The difference between the expected and
actual output determines the level of
training that need to be imparted to
employees.
It also helps in deciding the training
content, tools and equipments to be used
to conduct training and methods of
training.
PB501/Chapter 3/Haniza/PSA
15. Compensation managementCompensation management
o
Plays a vital role in deciding the pay
packages and extra perks and benefits and
fixed and variable incentives of employees.
o
The pay package depends on the position,
job title and duties and responsibilities
involved in a job.
o
The process guides HR managers in deciding
the worth of an employee for a particular
job opening.
PB501/Chapter 3/Haniza/PSA
16. Job designing & redesigningJob designing & redesigning
The main purpose of job analysis is to
streamline the human efforts and get the
best possible output.
It helps in designing, redesigning, enriching,
evaluating and also cutting back and adding
the extra responsibilities in a particular job.
This is done to enhance the employee
satisfaction while increasing the human
output.
PB501/Chapter 3/Haniza/PSA
18. Identification of job analysis purposeIdentification of job analysis purpose
To determine its need and desired
output. Spending human efforts, energy
as well as money is useless until HR
managers don’t know why data is to be
collected and what is to be done with it.
PB501/Chapter 3/Haniza/PSA
19. Who will conduct job analysisWho will conduct job analysis
To decide who will conduct it.
Some companies prefer getting it done by
their own HR department while some hire
job analysis consultants.
Job analysis consultants may prove to be
extremely helpful as they offer unbiased
advice, guidelines and methods.
They don’t have any personal likes and
dislikes when it comes to analyze a job.
PB501/Chapter 3/Haniza/PSA
20. How to conduct the processHow to conduct the process
A planned approach about how to carry
the whole process is required in order to
investigate a specific job.
PB501/Chapter 3/Haniza/PSA
21. Strategic decision makingStrategic decision making
Deciding the extent of employee
involvement in the process, the level of
details to be collected and recorded,
sources from where data is to be
collected, data collection methods, the
processing of information and
segregation of collected data.
PB501/Chapter 3/Haniza/PSA
22. Training of job analystTraining of job analyst
To train the job analyst about how to
conduct the process and use the selected
methods for collection and recoding of
job data.
PB501/Chapter 3/Haniza/PSA
23. Preparation of job analysis processPreparation of job analysis process
Communicating it within the organization
is the next step.
HR managers need to communicate the
whole thing properly so that employees
offer their full support to the job analyst.
The stage also involves preparation of
documents, questionnaires, interviews
and feedback forms.
PB501/Chapter 3/Haniza/PSA
24. Data collectionData collection
To collect job-related data including
educational qualifications of employees,
skills and abilities required to perform the
job, working conditions, job activities,
reporting hierarchy, required human
traits, job activities, duties and
responsibilities involved and employee
behaviour.
PB501/Chapter 3/Haniza/PSA
25. Documentation, verification andDocumentation, verification and
reviewreview
Proper documentation is done to verify
the authenticity of collected data and
then review it.
This is the final information that is used to
describe a specific job.
PB501/Chapter 3/Haniza/PSA
26. Developing JD & JSDeveloping JD & JS
To segregate the collected data in to useful
information.
Job Description describes the roles,
activities, duties and responsibilities of the
job.
job specification is a statement of
educational qualification, experience,
personal traits and skills required to perform
the job.
PB501/Chapter 3/Haniza/PSA
27. Reasons For ConductingReasons For Conducting
Job AnalysisJob 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 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
PB501/Chapter 3/Haniza/PSA
28. Reasons For ConductingReasons For Conducting
Job Analysis (Cont.)Job Analysis (Cont.)
Safety and Health - Helps identify safety and health
considerations
Employee and Labor Relations - Leads to more
objective human resource decisions
Legal Considerations - Having done job analysis
important for supporting legality of employment
practices
PB501/Chapter 3/Haniza/PSA
29. Summary of Types of Data CollectedSummary of Types of Data Collected
Through Job AnalysisThrough 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
PB501/Chapter 3/Haniza/PSA
30. Summary of Types of Data CollectedSummary of Types of Data Collected
Through Job Analysis (Cont.)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
PB501/Chapter 3/Haniza/PSA
31. Summary of Types of Data CollectedSummary of Types of Data Collected
Through Job Analysis (Cont.)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
PB501/Chapter 3/Haniza/PSA
33. QuestionnairesQuestionnaires
Typically quick and economical to use
Structured questionnaire to employees
Problem: Employees may lack verbal skills
Some employees tend to exaggerate
significance of their tasks
PB501/Chapter 3/Haniza/PSA
34. ObservationObservation
Job analyst watches worker perform job
tasks and records observations
Used primarily to gather information on
jobs emphasizing manual skills
Used alone is often insufficient
Difficulty: When mental skills are
dominant in a job
PB501/Chapter 3/Haniza/PSA
35. InterviewsInterviews
Interview both employee and
supervisor
Interview employee first,
helping him or her describe
duties performed
Then, analyst normally
contacts supervisor for
additional information
PB501/Chapter 3/Haniza/PSA
36. Employee RecordingEmployee Recording
Describe daily work
activities in diary or log
Problem: Employees
exaggerating job
importance
Valuable in understanding
highly specialized jobs
PB501/Chapter 3/Haniza/PSA
37. Combination of MethodsCombination 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
PB501/Chapter 3/Haniza/PSA
38. Other Methods Available forOther Methods Available for
Conducting Job AnalysisConducting Job Analysis
Functional Job Analysis
Position Analysis Questionnaire
Critical Incident Method
Computer Job Analysis
PB501/Chapter 3/Haniza/PSA
39. Functional Job AnalysisFunctional Job Analysis
Concentrates on the interactions among
the work, the worker, and the
organization
Modification of the job analysis schedule
Assesses specific job outputs and
identifies job tasks in terms of task
statements
PB501/Chapter 3/Haniza/PSA
40. Helps in collecting and recording job-related data to a
deeper extent.
It is used to develop task-related statements.
The technique helps in determining the complexity of
duties and responsibilities involved in a specific job.
This work-oriented technique works on the basis of
relatedness of job-data where complexity of work is
determined on a scale of various scores given to a
particular job.
The lower scores represent greater difficulty.
PB501/Chapter 3/Haniza/PSA
41. Position Analysis QuestionnairePosition Analysis Questionnaire
Uses a checklist approach to identify job
elements
Focuses on general worker behaviors
instead of tasks
194 job descriptors relate to job-
oriented elements
Each job being studied is scored relative
to the 32 job dimensions
PB501/Chapter 3/Haniza/PSA
42. Critical Incident MethodCritical Incident Method
Is a set of procedures used for collecting direct observations of
human behavior that have critical significance and meet
methodically defined criteria.
These observations are then kept track of as incidents, which are
then used to solve practical problems and develop broad
psychological principles.
A critical incident can be described as one that makes a significant
contribution—either positively or negatively—to an activity or
phenomenon.
Critical incidents can be gathered in various ways, but typically
respondents are asked to tell a story about an experience they
have had.
PB501/Chapter 3/Haniza/PSA
43. CIT is a flexible method that usually relies on five major
areas.
The first is determining and reviewing the incident, then
fact-finding, which involves collecting the details of the
incident from the participants.
When all of the facts are collected, the next step is to
identify the issues.
Afterwards a decision can be made on how to resolve
the issues based on various possible solutions.
The final and most important aspect is the evaluation,
which will determine if the solution that was selected
will solve the root cause of the situation and will cause
no further problems.
PB501/Chapter 3/Haniza/PSA
44. Conducting Job AnalysisConducting Job Analysis
People who participate
in job analysis should
include, at a minimum:
Employee
Employee’s immediate
supervisor
PB501/Chapter 3/Haniza/PSA
45. Job DescriptionJob Description
Document that states
tasks, duties, and
responsibilities of job
Vitally important job
descriptions are both
relevant and accurate
PB501/Chapter 3/Haniza/PSA
46. Items Frequently Included In a JobItems Frequently Included In a Job
DescriptionDescription
Major duties performed
Percentage of time devoted to each duty
Performance standards to be achieved
Working conditions and possible hazards
Number of employees performing the job,
and to whom they report
The machines and equipment used on job
PB501/Chapter 3/Haniza/PSA
47. Content of a Job DescriptionContent of a Job Description
Job Identification - Job title, department,
reporting relationship, and job number or
code
Job Analysis Date - Aids in identifying job
changes that would make description
obsolete
Job Summary - Concise overview of job
Duties Performed - Major duties
PB501/Chapter 3/Haniza/PSA
48. O*NET, the Occupational InformationO*NET, the Occupational Information
NetworkNetwork
Comprehensive government-developed
database of worker attributes and job
characteristics
Primary source of occupational information
Replaces Dictionary of Occupational Titles
(DOT)
PB501/Chapter 3/Haniza/PSA
49. Job SpecificationJob Specification
Job Specification - Minimum
qualifications person should possess
to perform particular job
Should reflect minimum, not ideal
qualifications for particular job
Job specifications are often included
as major section of job descriptions
PB501/Chapter 3/Haniza/PSA
50. Problems If Job SpecificationsProblems If Job Specifications
Are InflatedAre Inflated
May systematically eliminate
minorities or women from
consideration
Compensation costs will
increase
Job vacancies will be harder to
fill
PB501/Chapter 3/Haniza/PSA
51. Timeliness of Job AnalysisTimeliness of Job Analysis
Rapid pace of
technological change
makes need for
accurate job analysis
even more
important now and
in the future.
PB501/Chapter 3/Haniza/PSA
52. Job Analysis for Team MembersJob Analysis for Team Members
With team design, there are no narrow
jobs
Work departments do is often bundled
into teams
Last duty shown on proverbial job
description, “And any other duty that
may be assigned,” is increasingly
becoming THE job description.
PB501/Chapter 3/Haniza/PSA
53. Job Analysis and the LawJob Analysis and the Law
Equal Pay Act - Similar pay
must be provided if jobs are
not substantially different as
shown in job descriptions
Fair Labor Standards Act -
Employees categorized as
exempt or nonexempt
PB501/Chapter 3/Haniza/PSA
54. Job Analysis and the Law (Cont.)Job Analysis and the Law (Cont.)
Civil Rights Act - Basis for adequate defenses
against unfair discriminations charges in
selection, promotion, and other areas of HR
administration
Occupational Safety and Health Act - Specify
job elements that endanger health or are
considered unsatisfactory or distasteful by most
people
Americans with Disabilities Act - Make
reasonable accommodations for disabled
workers
PB501/Chapter 3/Haniza/PSA
55. Trends & Innovations:Trends & Innovations:
Talent ManagementTalent Management
Process of anticipating workforce needs, managing
current workers, attracting highly skilled workers
and integrating and developing them to achieve
maximum workforce productivity
Basically talent management exists to support
company objectives
Companies are going to have to be innovative as
they attempt to recruit highly talented individuals
PB501/Chapter 3/Haniza/PSA
56. Strategic PlanningStrategic 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
PB501/Chapter 3/Haniza/PSA
57. Strategic Planning and Implementation ProcessStrategic Planning and Implementation Process
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 planning
STRATEGY IMPLEMENTATION
PB501/Chapter 3/Haniza/PSA
59. Human Resource PlanningHuman 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
PB501/Chapter 3/Haniza/PSA
60. Human Resource Planning ProcessHuman Resource Planning Process
External EnvironmentExternal Environment
Internal 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
61. DefinitionsDefinitions
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
PB501/Chapter 3/Haniza/PSA
62. Forecasting Human ResourceForecasting Human Resource
RequirementsRequirements
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.
PB501/Chapter 3/Haniza/PSA
63. Forecasting Human ResourceForecasting Human Resource
RequirementsRequirements (Cont.)(Cont.)
Relationship between Volume of Sales
and Number of Workers Required
Simulation Models - Simulation is a
forecasting technique for experimenting
with real-world situation through
mathematical model representing that
situation. A model is abstraction of the
real world.
PB501/Chapter 3/Haniza/PSA
64. The Relationship of Sales Volume to NumberThe Relationship of Sales Volume to Number
of Employeesof Employees
Number of
Employees
500
400
300
200
100
0 10 20 30 40 50 60
Sales (thousands)
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65. Forecasting HR AvailabilityForecasting 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
PB501/Chapter 3/Haniza/PSA
66. Use of HR DatabasesUse 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: Automatically notify
qualified employees of new positions.
PB501/Chapter 3/Haniza/PSA
67. Shortage of Workers ForecastedShortage of Workers Forecasted
Creative recruiting
Compensation incentives –
Premium pay is one method
Training programs – Prepare
previously unemployable people
for positions
Different selection standards
PB501/Chapter 3/Haniza/PSA
68. Surplus of EmployeesSurplus of Employees
Restricted hiring –
Employees who leave are
not replaced
Reduced hours
Early retirement
Downsizing - Layoffs
PB501/Chapter 3/Haniza/PSA
69. DownsizingDownsizing
Also known as restructuring and rightsizing
Reverse of company growing and
suggests one-time change in organization
and number of people employed
Typically, both organizational structure
and number of people in the organization
shrink for purpose of improving
organizational performance
PB501/Chapter 3/Haniza/PSA
70. System Used In the Event ofSystem Used In the Event of
DownsizingDownsizing
Unionized - Seniority usually is the basis
Union-free - Productivity and needs of the
organization
Retention bonuses are used to entice
terminated employees to remain for short
periods of time to ensure continued services
PB501/Chapter 3/Haniza/PSA
71. Negative Aspects of DownsizingNegative Aspects of Downsizing
Cost associated with low
morale of those remaining
Layers removed, making
advancement in organization
more difficult
Workers may seek better
opportunities, fearing they may
be in line for layoffs
PB501/Chapter 3/Haniza/PSA
72. Negative Aspects ofNegative Aspects of
Downsizing (Cont.)Downsizing (Cont.)
Employee loyalty significantly reduced
Institutional memory lost
Remaining workers required to do more
When demand for products/services
returns, firm may realize it has cut too deep
May be an increase in number of
discrimination lawsuits
PB501/Chapter 3/Haniza/PSA
73. OutplacementOutplacement
Laid-off employees given
assistance in finding employment
elsewhere
Companies use outplacement to
take care of employees by
moving them successfully out of
company rather than having to
do it on their own
PB501/Chapter 3/Haniza/PSA
74. Succession PlanningSuccession 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
PB501/Chapter 3/Haniza/PSA
75. Disaster PlanningDisaster Planning
Should focus on catastrophes that range
from natural calamities such as
hurricanes, earthquakes, and floods to
man-made crises such as 9/11
Always significant human resource issues
to address
Hurricanes Katrina, Rita, Gustav, and Ike
PB501/Chapter 3/Haniza/PSA
76. Human Resource Information SystemsHuman Resource Information Systems
(HRIS)(HRIS)
Any organized approach
for obtaining relevant and
timely information on
which to base HR
decisions
PB501/Chapter 3/Haniza/PSA
77. HUMAN RESOURCE INFORMATION SYSTEMHUMAN RESOURCE INFORMATION SYSTEM
Goal: Integrate Core Processes into Seamless SystemGoal: Integrate Core Processes into Seamless System
PB501/Chapter 3/Haniza/PSA
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.
78. Manager Self-ServiceManager Self-Service
Use of software and corporate network to
automate paper-based processes requiring
manager’s approval, record-keeping or input,
and processes that support manager’s job
MSS can help managers develop and grow
staff and assist employees in determining their
career paths and developing required
competencies
PB501/Chapter 3/Haniza/PSA
79. Employee Self-Service (ESS)Employee Self-Service (ESS)
Processes that automate
transactions formerly labor-
intensive for employees and
HR professionals
ESS applications can free up
valuable HR staff time,
reducing administrative time
and costs
PB501/Chapter 3/Haniza/PSA
80. Job DesignJob 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 enrichment - Basic changes in content
and level of responsibility of job, to
provide greater challenge to worker
PB501/Chapter 3/Haniza/PSA
81. Job Design (Cont.)Job Design (Cont.)
Job enlargement - Changes in scope of
job to provide greater variety to worker
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
PB501/Chapter 3/Haniza/PSA
82. A Global Perspective: India Getting theA Global Perspective: India Getting the
Job Done, but DifferentlyJob Done, but Differently
Indian companies invested $6 billion in U.S.,
which created jobs for Americans
Most Indian companies going global have
adopted strategy of ‘not rocking the boat’ at
their newly acquired foreign operations
Gaining an appreciation of local laws and
customs is important
Language and food choices often present
challenges
PB501/Chapter 3/Haniza/PSA