This document provides an overview of job analysis from Chapter 4 of the textbook "Human Resource Management". It discusses the basics of job analysis including definitions of key terms like job analysis, job description, and job specification. It also covers the various methods that can be used to collect job analysis information, such as interviews, questionnaires, observations, and diaries/logs. The document outlines the typical steps in conducting a job analysis and the various uses of job analysis information, such as for recruitment, performance appraisal, and compensation. It provides examples of writing job descriptions and specifications and how job analysis practices are evolving in a more worker-empowered environment.
This document provides a literature review on ERP users and ERP training. It discusses four categories of ERP technology adoption among users: satisfaction, usefulness, ease of use, and acceptance. Training is recognized as key to successful ERP implementations but is often neglected and poorly executed. The literature identifies several elements that can contribute to successful ERP training programs, including the content covering both how to use the system and why certain processes are used, effective training materials, and the delivery method and qualifications of the facilitator.
In the context of the popularization of higher education and the emergence of a large number of newly-built universities in China, it is important to improve the job performance of administrative for newly-built university effectiveness and outcomes. According to perceived organizational support (POS) theory and relevant research review, POS is considered to be a key factor in improving job performance. However, there is still some research found that POS could not affect job performance directly and researchers are less concerned about university administrative staff. Therefore, this study aimed to determine the effect of perceived organizational support on job performance among administrative staff of newly-built university in China. An online questionnaire was adopted in the study to collect data, and a total of 426 administrative staff participated in the survey. After data analysis by SPSS, the findings indicated that the level of POS and job performance among administrative staff is slightly low. The findings also revealed that a positive correlation exists between POS and job performance, and the POS has significant effect on job performance. The study further discussed the findings and recommended that more organizational support should be provided by newly-built universities in order to improve the job performance of administrative staff.
The document discusses various topics related to training and developing employees. It begins by outlining the learning outcomes which include understanding the purpose and process of employee orientation, the steps in the training process, how to motivate trainees, identifying training requirements, distinguishing training issues from non-training issues, and using different training techniques. It then provides details on the orientation process and how it helps new employees. It also discusses analyzing training needs, different training methods like on-the-job training and lectures, and types of technology-based training like e-learning.
CIPD - Management Report Proposal (Final)Niki Taylor
Nikolina Taylor is proposing a management report to develop a process for electronically recording disciplinary and grievance cases in the Electronic Staff Record (ESR) database at her organization. Currently, this information is recorded using Excel spreadsheets, which can have gaps and be time-consuming to report from. The objectives are to review the current recording process, determine what information is needed, analyze procedures, and provide recommendations to improve recording and reporting in ESR. Primary research like interviews and questionnaires will gather necessary information. The benefits would be having up-to-date, complete data in ESR that can easily generate reports required for the organization's Equalities Publication Scheme.
This chapter discusses personnel planning and recruiting. It covers the recruitment and selection process, including forecasting personnel needs, determining internal and external candidate sources, and evaluating recruiting effectiveness. The key steps in recruitment are deciding what positions to fill, building a candidate pool through sources like referrals, screening applicants, selecting candidates through interviews, and making offers. Effective recruiting requires evaluating factors like the job market and legal compliance.
After studying this chapter, you should be able to:
1. Discuss the nature of job analysis, including what it is and how it’s used.
2. Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.
3.Write job descriptions, including summaries and job functions, using the Internet and traditional methods.
4. Write job specifications using the Internet as well as your judgment.
5. Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
The document provides an overview of human resource management (HRM). It defines HRM as the process of managing employee recruitment, training, performance evaluation, and compensation. It discusses the roles and responsibilities of line managers and HR managers in personnel management. Key trends influencing HRM are also summarized, including globalization, new technologies, changes in the nature of work, and shifting demographics. The document outlines learning objectives and introduces concepts to be covered in subsequent chapters.
The document discusses concepts related to job analysis, strategic planning, and human resource planning. It begins by outlining learning objectives covering topics like the importance of job analysis and disaster planning. It then provides details on conducting job analysis, including determining job requirements and developing job descriptions. The document also discusses using job analysis for legal compliance and strategic human resource planning. Finally, it covers strategic planning processes and challenges like managing worker surpluses or shortages through forecasting.
This document provides a literature review on ERP users and ERP training. It discusses four categories of ERP technology adoption among users: satisfaction, usefulness, ease of use, and acceptance. Training is recognized as key to successful ERP implementations but is often neglected and poorly executed. The literature identifies several elements that can contribute to successful ERP training programs, including the content covering both how to use the system and why certain processes are used, effective training materials, and the delivery method and qualifications of the facilitator.
In the context of the popularization of higher education and the emergence of a large number of newly-built universities in China, it is important to improve the job performance of administrative for newly-built university effectiveness and outcomes. According to perceived organizational support (POS) theory and relevant research review, POS is considered to be a key factor in improving job performance. However, there is still some research found that POS could not affect job performance directly and researchers are less concerned about university administrative staff. Therefore, this study aimed to determine the effect of perceived organizational support on job performance among administrative staff of newly-built university in China. An online questionnaire was adopted in the study to collect data, and a total of 426 administrative staff participated in the survey. After data analysis by SPSS, the findings indicated that the level of POS and job performance among administrative staff is slightly low. The findings also revealed that a positive correlation exists between POS and job performance, and the POS has significant effect on job performance. The study further discussed the findings and recommended that more organizational support should be provided by newly-built universities in order to improve the job performance of administrative staff.
The document discusses various topics related to training and developing employees. It begins by outlining the learning outcomes which include understanding the purpose and process of employee orientation, the steps in the training process, how to motivate trainees, identifying training requirements, distinguishing training issues from non-training issues, and using different training techniques. It then provides details on the orientation process and how it helps new employees. It also discusses analyzing training needs, different training methods like on-the-job training and lectures, and types of technology-based training like e-learning.
CIPD - Management Report Proposal (Final)Niki Taylor
Nikolina Taylor is proposing a management report to develop a process for electronically recording disciplinary and grievance cases in the Electronic Staff Record (ESR) database at her organization. Currently, this information is recorded using Excel spreadsheets, which can have gaps and be time-consuming to report from. The objectives are to review the current recording process, determine what information is needed, analyze procedures, and provide recommendations to improve recording and reporting in ESR. Primary research like interviews and questionnaires will gather necessary information. The benefits would be having up-to-date, complete data in ESR that can easily generate reports required for the organization's Equalities Publication Scheme.
This chapter discusses personnel planning and recruiting. It covers the recruitment and selection process, including forecasting personnel needs, determining internal and external candidate sources, and evaluating recruiting effectiveness. The key steps in recruitment are deciding what positions to fill, building a candidate pool through sources like referrals, screening applicants, selecting candidates through interviews, and making offers. Effective recruiting requires evaluating factors like the job market and legal compliance.
After studying this chapter, you should be able to:
1. Discuss the nature of job analysis, including what it is and how it’s used.
2. Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.
3.Write job descriptions, including summaries and job functions, using the Internet and traditional methods.
4. Write job specifications using the Internet as well as your judgment.
5. Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
The document provides an overview of human resource management (HRM). It defines HRM as the process of managing employee recruitment, training, performance evaluation, and compensation. It discusses the roles and responsibilities of line managers and HR managers in personnel management. Key trends influencing HRM are also summarized, including globalization, new technologies, changes in the nature of work, and shifting demographics. The document outlines learning objectives and introduces concepts to be covered in subsequent chapters.
The document discusses concepts related to job analysis, strategic planning, and human resource planning. It begins by outlining learning objectives covering topics like the importance of job analysis and disaster planning. It then provides details on conducting job analysis, including determining job requirements and developing job descriptions. The document also discusses using job analysis for legal compliance and strategic human resource planning. Finally, it covers strategic planning processes and challenges like managing worker surpluses or shortages through forecasting.
Session6 gary dessler ch06 testing and selection (1)ahmad_mohd
The document discusses employee testing and selection. It covers the importance of selecting the right employees, as organizational performance depends on having employees with the right skills. It also discusses the costs of recruiting and legal implications of negligent hiring. The document provides guidance on screening applicants, including carefully checking references and records. It discusses different types of tests, including reliability, validity, personality tests and work samples. It also discusses conducting background checks, with recommendations such as obtaining written authorization and using open-ended questions.
The document discusses the evolution of human resource management (HRM) from a personnel/industrial relations function focused on rules and procedures to a more strategic function aimed at maximizing employee productivity and commitment. It compares traditional personnel management approaches to modern HRM approaches across factors like beliefs, strategic importance, line management roles, and key levers like selection, pay, and job design. The summary outlines models of HRM, differences between "hard" and "soft" HRM, and the core functions of an HR department like planning, recruitment, training, and employee relations.
Forms of Business Ownership and OrganizationQamar Farooq
This document provides an overview of different forms of business ownership and organization. It discusses the prevalence of small businesses, their contributions to the economy, and reasons for failure. It also describes various legal structures like sole proprietorships, partnerships, corporations and franchising. Government assistance available for small businesses through programs like the SBA is outlined.
Objective of this presentation is to get quick insight on different aspects of human resource management. This talks about the fundamental as
What is HRM?
Why HRM?
What is authority and its types?
Personnel Planning and Recruiting ( chapter 5 )Qamar Farooq
After studying this chapter, you should be able to:
1. Explain the main techniques used in employment planning and forecasting.
2. List and discuss the main outside sources of candidates.
3. Effectively recruit job candidates.
4. Name and describe the main internal sources of candidates.
5. Develop a help wanted ad.
6. Explain how to recruit a more diverse workforce.
HRM chapter no.7 (Interviw of employee)Qamar Farooq
The document discusses different types of interviews used in employment selection. It describes selection interviews, which are used to predict job performance, appraisal interviews for performance reviews, and exit interviews. Structured interviews follow a set sequence of questions, while unstructured interviews allow more flexibility. Common question types include situational, behavioral, and job-related questions. Effective interviews are structured, use objective rating scales, and involve multiple interviewers when possible. The document provides guidelines for an effective interview, such as preparing questions linked to job duties and controlling the discussion.
The document discusses equal opportunity and anti-discrimination laws in employment. It covers five major laws that prohibit discrimination based on characteristics such as race, sex, religion, disability status and more. It also discusses concepts like adverse impact, reasonable accommodations, and defenses employers can use against discrimination claims. Finally, it examines diversity management programs, affirmative action plans and issues like reverse discrimination.
Employee Testing and Selection ( chapter 6 )Qamar Farooq
After studying this chapter, you should be able to:
1: Explain what is meant by reliability and validity.
2: Explain how you would go about validating a test.
3: Cite and illustrate our testing guidelines.
4: Give examples of some of the ethical and legal considerations in testing.
5: List eight tests you could use for employee selection, and how you would use them.
6:Explain the key points to remember in conducting background investigations.
This document discusses strategic human resource management and the HR Scorecard. It begins by outlining the strategic management process and defining key terms like vision, mission, strategy, and strategic plan. It then explains the importance of aligning HR with organizational strategy through a strategy-oriented HR system. The HR Scorecard is introduced as a 7-step approach to creating HR systems that support strategic goals. It involves defining strategy, identifying required outcomes, competencies, policies, and measures to monitor performance.
The document discusses the evolving strategic role of human resource management in organizations. It outlines how HR is increasingly seen as a critical strategic partner rather than just handling clerical tasks. It emphasizes that people are the most important resource and how properly managing them can help organizations achieve extraordinary results and meet their goals. Finally, it discusses the importance of HR for attracting and retaining talent, developing employees, and helping organizations gain competitive advantage.
The document discusses performance management and appraisal. It covers:
1) The difference between performance appraisal and performance management, with appraisal focusing on evaluation and management focusing on goals.
2) Why performance management is used, including alignment with quality management and strategic goals.
3) Components of an effective performance management process, including goal setting, feedback, and assessment.
The document provides an overview of human resource management (HRM) compared to personnel management. It defines HRM and outlines its key processes and goals. HRM views all personnel functions as interrelated and emphasizes a dynamic, participatory approach to achieve both individual and organizational goals. In contrast, personnel management has a narrower functional focus only concerned with administrative tasks, and does not view these tasks as interconnected. The document also summarizes the historical development of management theories from structural, information, and human perspectives over time.
The document discusses key aspects of human resource management including its purpose, objectives, challenges, and functions. The purpose of HRM is to improve employee contribution to the organization in a strategic, ethical, and socially responsible manner. The HR department helps managers achieve organizational objectives while also addressing societal and personal employee objectives. Some challenges include workforce diversity, technological changes, and government regulations. The main functions of HRM are recruitment and selection, training and development, performance evaluation, compensation and benefits administration, and employee relations.
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 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.
The document provides an overview of training and development techniques discussed in Chapter 8. It begins with orienting new employees and describing the basic training process. It then discusses various training methods like on-the-job training, apprenticeships, lectures, and computer-based training. It also covers managing organizational change and developing managers through techniques like job rotation, case studies, and executive coaching. The document aims to help the reader understand how to effectively train employees and lead organizational change.
Human Resource Management involves four main processes: planning, attracting, developing, and retaining human resources or employees. Planning involves strategic HR planning and job design. Attracting involves recruiting and selecting candidates from internal and external pools. Developing involves orientation, training, performance appraisal, and development. Retaining involves compensation, labor relations, maintenance through career counseling and health programs, and separation procedures.
Human Resource Management outlines the definition, core elements, objectives, functions, scope, and challenges of HRM. It discusses the meaning of HRM as integrating employment relationships to help organizations and employees achieve their goals. HRM aims to acquire, develop, motivate, and retain committed employees to meet organizational objectives. It also covers the planning, organizing, directing, and controlling of human resources from recruitment to retirement.
Introduction to human resource managementTanuj Poddar
The document provides an introduction to human resource management. It discusses key points such as the definition of HRM, the history and evolution of HRM approaches, functions of HRM including strategic and operational functions, emerging roles of HRM, and challenges faced by HR professionals. Organizational structure and its relationship to HRM is also examined, including differences between formal and informal organizations as well as line and staff functions. The roles of HR executives are outlined.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
This document discusses job analysis, which involves determining the duties, skills, and qualifications required for a job. It covers collecting job analysis information through interviews, questionnaires, observations, and diaries. This information is then used to write job descriptions detailing responsibilities, requirements, and working conditions, as well as job specifications listing necessary qualifications. Methods discussed include traditional approaches as well as using the Internet and tools like O*NET. The document also addresses job analysis in a more modern, "worker-empowered" context through approaches like competency-based analysis.
job analysis - job description and specification - HRMseemakamran1
This document provides an overview of job analysis, including definitions of key terms like job analysis, job description, and job specifications. It discusses the various methods used to collect job analysis information, such as interviews, questionnaires, and observation. The document also covers how to write job descriptions and specifications, and how job analysis has evolved in a more worker-empowered world with concepts like competency-based analysis and job design.
Session6 gary dessler ch06 testing and selection (1)ahmad_mohd
The document discusses employee testing and selection. It covers the importance of selecting the right employees, as organizational performance depends on having employees with the right skills. It also discusses the costs of recruiting and legal implications of negligent hiring. The document provides guidance on screening applicants, including carefully checking references and records. It discusses different types of tests, including reliability, validity, personality tests and work samples. It also discusses conducting background checks, with recommendations such as obtaining written authorization and using open-ended questions.
The document discusses the evolution of human resource management (HRM) from a personnel/industrial relations function focused on rules and procedures to a more strategic function aimed at maximizing employee productivity and commitment. It compares traditional personnel management approaches to modern HRM approaches across factors like beliefs, strategic importance, line management roles, and key levers like selection, pay, and job design. The summary outlines models of HRM, differences between "hard" and "soft" HRM, and the core functions of an HR department like planning, recruitment, training, and employee relations.
Forms of Business Ownership and OrganizationQamar Farooq
This document provides an overview of different forms of business ownership and organization. It discusses the prevalence of small businesses, their contributions to the economy, and reasons for failure. It also describes various legal structures like sole proprietorships, partnerships, corporations and franchising. Government assistance available for small businesses through programs like the SBA is outlined.
Objective of this presentation is to get quick insight on different aspects of human resource management. This talks about the fundamental as
What is HRM?
Why HRM?
What is authority and its types?
Personnel Planning and Recruiting ( chapter 5 )Qamar Farooq
After studying this chapter, you should be able to:
1. Explain the main techniques used in employment planning and forecasting.
2. List and discuss the main outside sources of candidates.
3. Effectively recruit job candidates.
4. Name and describe the main internal sources of candidates.
5. Develop a help wanted ad.
6. Explain how to recruit a more diverse workforce.
HRM chapter no.7 (Interviw of employee)Qamar Farooq
The document discusses different types of interviews used in employment selection. It describes selection interviews, which are used to predict job performance, appraisal interviews for performance reviews, and exit interviews. Structured interviews follow a set sequence of questions, while unstructured interviews allow more flexibility. Common question types include situational, behavioral, and job-related questions. Effective interviews are structured, use objective rating scales, and involve multiple interviewers when possible. The document provides guidelines for an effective interview, such as preparing questions linked to job duties and controlling the discussion.
The document discusses equal opportunity and anti-discrimination laws in employment. It covers five major laws that prohibit discrimination based on characteristics such as race, sex, religion, disability status and more. It also discusses concepts like adverse impact, reasonable accommodations, and defenses employers can use against discrimination claims. Finally, it examines diversity management programs, affirmative action plans and issues like reverse discrimination.
Employee Testing and Selection ( chapter 6 )Qamar Farooq
After studying this chapter, you should be able to:
1: Explain what is meant by reliability and validity.
2: Explain how you would go about validating a test.
3: Cite and illustrate our testing guidelines.
4: Give examples of some of the ethical and legal considerations in testing.
5: List eight tests you could use for employee selection, and how you would use them.
6:Explain the key points to remember in conducting background investigations.
This document discusses strategic human resource management and the HR Scorecard. It begins by outlining the strategic management process and defining key terms like vision, mission, strategy, and strategic plan. It then explains the importance of aligning HR with organizational strategy through a strategy-oriented HR system. The HR Scorecard is introduced as a 7-step approach to creating HR systems that support strategic goals. It involves defining strategy, identifying required outcomes, competencies, policies, and measures to monitor performance.
The document discusses the evolving strategic role of human resource management in organizations. It outlines how HR is increasingly seen as a critical strategic partner rather than just handling clerical tasks. It emphasizes that people are the most important resource and how properly managing them can help organizations achieve extraordinary results and meet their goals. Finally, it discusses the importance of HR for attracting and retaining talent, developing employees, and helping organizations gain competitive advantage.
The document discusses performance management and appraisal. It covers:
1) The difference between performance appraisal and performance management, with appraisal focusing on evaluation and management focusing on goals.
2) Why performance management is used, including alignment with quality management and strategic goals.
3) Components of an effective performance management process, including goal setting, feedback, and assessment.
The document provides an overview of human resource management (HRM) compared to personnel management. It defines HRM and outlines its key processes and goals. HRM views all personnel functions as interrelated and emphasizes a dynamic, participatory approach to achieve both individual and organizational goals. In contrast, personnel management has a narrower functional focus only concerned with administrative tasks, and does not view these tasks as interconnected. The document also summarizes the historical development of management theories from structural, information, and human perspectives over time.
The document discusses key aspects of human resource management including its purpose, objectives, challenges, and functions. The purpose of HRM is to improve employee contribution to the organization in a strategic, ethical, and socially responsible manner. The HR department helps managers achieve organizational objectives while also addressing societal and personal employee objectives. Some challenges include workforce diversity, technological changes, and government regulations. The main functions of HRM are recruitment and selection, training and development, performance evaluation, compensation and benefits administration, and employee relations.
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 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.
The document provides an overview of training and development techniques discussed in Chapter 8. It begins with orienting new employees and describing the basic training process. It then discusses various training methods like on-the-job training, apprenticeships, lectures, and computer-based training. It also covers managing organizational change and developing managers through techniques like job rotation, case studies, and executive coaching. The document aims to help the reader understand how to effectively train employees and lead organizational change.
Human Resource Management involves four main processes: planning, attracting, developing, and retaining human resources or employees. Planning involves strategic HR planning and job design. Attracting involves recruiting and selecting candidates from internal and external pools. Developing involves orientation, training, performance appraisal, and development. Retaining involves compensation, labor relations, maintenance through career counseling and health programs, and separation procedures.
Human Resource Management outlines the definition, core elements, objectives, functions, scope, and challenges of HRM. It discusses the meaning of HRM as integrating employment relationships to help organizations and employees achieve their goals. HRM aims to acquire, develop, motivate, and retain committed employees to meet organizational objectives. It also covers the planning, organizing, directing, and controlling of human resources from recruitment to retirement.
Introduction to human resource managementTanuj Poddar
The document provides an introduction to human resource management. It discusses key points such as the definition of HRM, the history and evolution of HRM approaches, functions of HRM including strategic and operational functions, emerging roles of HRM, and challenges faced by HR professionals. Organizational structure and its relationship to HRM is also examined, including differences between formal and informal organizations as well as line and staff functions. The roles of HR executives are outlined.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
This document discusses job analysis, which involves determining the duties, skills, and qualifications required for a job. It covers collecting job analysis information through interviews, questionnaires, observations, and diaries. This information is then used to write job descriptions detailing responsibilities, requirements, and working conditions, as well as job specifications listing necessary qualifications. Methods discussed include traditional approaches as well as using the Internet and tools like O*NET. The document also addresses job analysis in a more modern, "worker-empowered" context through approaches like competency-based analysis.
job analysis - job description and specification - HRMseemakamran1
This document provides an overview of job analysis, including definitions of key terms like job analysis, job description, and job specifications. It discusses the various methods used to collect job analysis information, such as interviews, questionnaires, and observation. The document also covers how to write job descriptions and specifications, and how job analysis has evolved in a more worker-empowered world with concepts like competency-based analysis and job design.
This document discusses job analysis, which involves determining the duties, skills, and qualifications required for a job. It covers collecting job analysis information through interviews, questionnaires, observations, and diaries. This information is then used to write job descriptions detailing duties and specifications outlining required qualifications. The document discusses internet-based tools like O*NET that can assist with writing job descriptions and specifications. It also covers quantitative job analysis techniques and analyzing jobs in a more empowered workplace with enriched roles.
This PowerPoint presentation discusses job analysis, including defining job analysis and describing its uses. It covers methods for collecting job analysis information such as interviews, questionnaires, and observation. It also explains how to write job descriptions and specifications. Finally, it discusses job analysis in the context of a "worker-empowered" approach and competency-based job analysis.
This chapter discusses job analysis, which involves determining the duties, skills, and qualifications required for a specific job. It covers different methods for collecting job analysis information, such as interviews, questionnaires, observation, and participant diaries. The chapter also explains how to write job descriptions that define job duties and specifications that outline required qualifications. Additionally, it addresses analyzing jobs in less specialized "jobless" environments and using competency-based analysis to describe skills rather than specific tasks.
The document discusses job analysis, which involves determining the duties, skills, and qualifications required for a job. It describes different methods for collecting job analysis information, such as interviews, questionnaires, and observation. The information is then used to write job descriptions that detail the responsibilities, requirements, and specifications of a role. The document also discusses how job analysis is adapting to changing work environments through techniques like competency-based analysis and dejobbing roles.
The document discusses job analysis which is defined as determining the duties, skills, and type of person required for a job. It covers topics such as talent management, collecting job analysis information through interviews and questionnaires, writing job descriptions and specifications, and competency-based job analysis. The overall purpose of job analysis is to understand the requirements of jobs in order to inform recruiting, performance management, compensation, and other human resource processes.
Week 5-Job Analysis, Employee Involvement, and Flexible Work Schedules (1).pdfSamahhassan30
1. The document discusses job analysis which is the process of obtaining information about jobs through determining job duties, tasks, and activities. This information is used to develop job descriptions and specifications.
2. Popular methods for performing job analysis include functional job analysis, position analysis questionnaires, and critical incident methods. Information is typically gathered through interviews, questionnaires, and observation.
3. Accuracy of job information is important and can be influenced by self-reporting biases. Collecting data from a representative sample and capturing all important job details helps ensure accuracy.
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.
The document discusses job analysis, which involves determining the duties and skill requirements of a job in order to write job descriptions and specifications. It covers the nature of job analysis and outlines methods for collecting job analysis information, such as interviews, questionnaires, observation, and participant diaries. The steps in conducting a job analysis are also described. The document provides examples of job descriptions and discusses how to determine if job functions are essential.
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.
The presentation discusses job analysis and methods for conducting it. It covers interviewing employees, using questionnaires, and observing workers to understand their job duties and responsibilities. The goal of job analysis is to write accurate job descriptions and specifications. It also examines job analysis in changing work environments, like those with more team-based work, and discusses techniques like job enlargement, rotation, and enrichment to adapt jobs. The presentation provides an overview of traditional and newer quantitative job analysis methods and how to write effective job descriptions and specifications.
This document summarizes key topics from Chapter 4 of the 11th edition of the textbook "Human Resource Management" by Gary Dessler, which discusses job analysis. The chapter covers defining job analysis and its uses, methods for collecting job analysis information such as interviews, questionnaires, and observation. It also discusses writing job descriptions and specifications, and analyzing jobs in changing workplace environments, including techniques like job enlargement and reengineering business processes. The overall document provides an overview of the concepts, methods, and processes involved in conducting job analysis for human resource management purposes.
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 determining the duties, responsibilities, skills, and qualifications required for a job. It involves collecting information about jobs through methods like interviews, questionnaires, and observation. This information is then used to write job descriptions that outline a job's duties and specifications that list required qualifications. Job analysis ensures legal and operational compliance and supports recruitment, performance evaluation, and training. It has evolved to focus more on competencies and empowering workers through enriched jobs with more responsibilities.
Talent management involves integrating processes like planning, recruiting, developing, managing, and compensating employees. It uses job analysis to determine job duties, requirements, and ideal candidates. Job analysis involves collecting information through methods like interviews, questionnaires, and observation to write job descriptions and specifications. This helps with recruitment, compensation, performance reviews, and legal compliance.
The document discusses job analysis. It begins with an introduction to job analysis, noting that it is a systematic process of gathering information about job tasks, duties, and responsibilities. It then provides details about conducting job analysis, including using questionnaires and interviews with job incumbents and supervisors. The benefits of job analysis are also outlined, such as its use for recruitment, selection, placement, and performance evaluation. The end products of job analysis are a job description detailing what an employee does, and a job specification outlining the necessary knowledge, skills, and abilities.
Job analysis is the process of obtaining information about jobs to determine duties, tasks, and activities. It provides data to develop job descriptions and specifications that form the basis for performance appraisal, training, compensation, and other HR functions. A job description outlines the tasks, duties, responsibilities, and requirements of a specific job. Job design uses job analysis data to improve jobs through technological and human considerations to enhance efficiency and satisfaction. Employee teams and empowerment grant workers more autonomy and responsibility over their work.
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The document discusses the finance module in ERP systems. It is a highly integrated module that connects to other modules like sales, production, purchase, and HR. The finance module includes general ledger, accounts receivable, accounts payable, and asset accounting functions. It also covers accounting transactions, financial reporting, budgeting, consolidation, and internal controls.
This document provides an overview of enterprise resource planning (ERP) systems. It describes ERP as software tools that manage key business systems like supply chain, inventory, customer orders and accounting to automate and integrate business processes. The document outlines the evolution of ERP from early inventory control software to today's integrated systems. It discusses the benefits of ERP like improved information sharing, reduced costs and improved decision making. The document also covers ERP design alternatives and challenges of implementation.
This document provides an overview of enterprise resource planning (ERP) systems. It discusses how ERP systems enable seamless integration and information flow across key business processes through interdependent software modules and a common central database. The document also outlines some of the benefits of ERP systems, such as helping to unify an organization's structure, enabling more efficient operations and customer-driven processes, and providing firm-wide knowledge-based management. However, it also notes challenges in implementing ERP systems, such as requiring significant changes to how a business operates and large investments of time and money.
The document discusses various areas of human capital management that can be automated through HRMS/ERP systems. It describes key modules related to employee learning, performance and talent management, recruitment processes, transaction intensive processes like payroll and benefits, as well as strategic areas like workforce planning and scheduling, compensation, talent management, learning management, and employee self-service.
Competitive strategies in different types of industriesAmit Fogla
This document discusses different types of industries based on their maturity and competitive environment: fragmented, emerging, maturing, and declining.
Fragmented industries have no dominant firms and low barriers to entry. Emerging industries are new and defined by technological change and uncertainty. Maturing industries face saturation and competition over market share. Declining industries experience an absolute drop in sales over time.
The document provides characteristics and recommendations for formulating strategies for each type. In fragmented industries, strategies consider industry structure, reasons for fragmentation, and opportunities for consolidation. Emerging industries require shaping the structure and navigating uncertainty. Maturing industries focus on costs and service. Declining industries involve leadership, niche positioning, harvesting, or divestment
This document outlines the contents and requirements for a new venture exploration plan. It details 12 sections that must be included in the plan, such as an executive summary, industry and market analysis, economics of the business, management team, and financial plan. Key dates for submitting draft and final reports, as well as presentations, are provided. The exploration plan will demonstrate how the team's research can be translated into a business concept with customer value, a solution to a problem, and potential for profit through robust market characteristics and good fit with the founders and management.
Implementing, monitoring, and reporting CSR requires identifying a company's CSR level, key requirements like commitment and resources, and operational steps. CSR should be operationalized through forming a motivated core group to identify focus areas, design action plans, monitor impacts, and report initiatives. Measuring, monitoring, and reporting CSR ensures accountability, avoids risks, and improves reputation and performance. It involves using tools like ratings, principles, and indices to benchmark performance across areas like workplace, environment, and community initiatives. Reporting provides transparency and drives progress through methods like descriptive, quantitative, full cost, and triple bottom line reporting.
The document discusses definitions of rural areas according to different organizations in India and their limitations. It provides definitions from the NSSO, Planning Commission, LG Electronics, NABARD, Sahara, and FMCG companies. Most definitions are based on population size, with cut-offs ranging from populations less than 5,000 to 20,000 being considered rural. However, the definitions are limited as they do not fully characterize rural versus urban areas. The document also examines reasons for marketing to rural areas, such as untapped potential, rising incomes, and success stories of companies gaining 40-60% of sales from rural markets.
The document outlines the schedule and groups for an upcoming student presentation. It is divided into two classes on July 30th and August 1st. It then provides details on 16 groups that will each present on a social enterprise theme and organization. Each group is assigned a theme case and social organization. The document concludes with guidelines on the expected structure of the thematic and organization presentations, including the number of slides and time allocated. It recommends highlighting the theme, organization's activities and impact, and including videos and assessments in the 20 minute presentations.
The document discusses three models of information system success:
1) The DeLone & McLean Model from 1992 which synthesizes six factors of IS success including system quality, information quality, use, user satisfaction, individual impact, and organizational impact.
2) The Seddon Model from 1997 which focuses on the interrelationships among measures of information and system quality, IS use, and the benefits of IS use.
3) The Organizational Transformation Model which captures the organizational change dimension of successful IS implementation through its examination of system and information quality, organizational IS use, and organizational transformation due to IS.
The document discusses various strategic planning matrices used to evaluate a firm's internal strengths and weaknesses and external opportunities and threats. It describes the SWOT analysis, TOWS matrix, and SPACE matrix. The TOWS matrix involves matching a firm's internal strengths and weaknesses with external opportunities and threats to develop four types of strategies - SO, WO, ST, and WT. The SPACE matrix uses financial strength, competitive advantage, environmental stability, and industry strength factors to determine an appropriate aggressive, conservative, defensive, or competitive strategy.
This document provides an outline and overview of key concepts in international financial management. It discusses the world monetary system, foreign exchange markets and rates, international parity relationships, and managing foreign exchange exposure for multinational firms. Specific topics covered include currency exchange rates and symbols, factors driving companies to operate internationally, how the foreign exchange market works, and how forward exchange rates are quoted relative to spot rates.
Sales managers need information from a marketing information system to monitor product performance, plan sales force activities, and make pricing decisions. A marketing information system gathers, analyzes, and distributes pertinent data to marketing decision makers to improve planning, implementation, and control. It provides information on sales, revenues, costs, and growth for specific products, product lines, and brands. Channel systems support sales and distribution operations while supply chain management systems provide end-to-end visibility across the entire supply chain.
The document discusses the roles and responsibilities of a Chief Information Officer (CIO). It outlines that a CIO acts as a leader who oversees IT personnel and ensures technology supports business needs. Additionally, a CIO serves as a spokesman who networks within the organization and externally. A CIO also monitors the external environment for technical changes and identifies new opportunities. The CIO develops relationships between IT and business units and communicates information between departments. Finally, a CIO influences organizational strategy, identifies solutions, and allocates resources to support the success of the organization.
This chapter discusses telecommunications and computer networks for business. It covers data transmission units and technologies, types of networks including LANs, WANs and intranets. It describes network devices, switching methods, the OSI model layers and TCP/IP. Intranets and extranets are defined, and applications for internal networks and sharing information with business partners are provided. Internet addressing systems using IP classes are also summarized.
The document discusses key aspects of database management including making data sharable, consistent, and standardized across multiple departments and processes. It describes how a database management system (DBMS) is used to create, manage, and control access to the database. Examples are given of how DBMS can help with tasks like sales monitoring, marketing analysis, customer engagement, logistics management, employee records, financial planning, and more. Database design considerations involve determining tables and fields needed and relationships between tables.
The document discusses business modeling and how modeling systems can help businesses redesign processes to cut costs. It states that a business model must be adaptable to changing customer needs and priorities. The modeling system allows businesses to link IT systems to organizational information and processes in a relational way to facilitate redesigning processes.
This document discusses several approaches for justifying investments in information technology (IT) and maximizing returns from IT investments, as IT has become a key lever for competitive advantage but also represents high costs. It describes approaches such as net present value, cost effectiveness, business value, chargeback, balanced scorecard, options, benchmarking, and identifying metrics based on the type of investment, user, and strategic goals. The goal is to formalize metrics for quantifying both tangible and intangible returns from IT expenditures.
- Business intelligence (BI) is the process of collecting data from various sources and analyzing it to help businesses make more informed decisions. It has evolved over time from simply collecting and reporting on retrospective data to also performing predictive analytics.
- The key stages in a closed-loop BI process are track, analyze, model, decide, and monitor. Data is tracked from operational systems and analyzed using BI tools to generate insights. Models are developed and used for forecasting and scenario planning. Decisions are made based on the analysis and models. Actions are then monitored and data is tracked again.
- Successful BI architecture has four parts - information architecture, data architecture, technical architecture, and product architecture to define what data and
This document provides an overview of capital budgeting and estimating cash flows. It defines capital budgeting as identifying, analyzing, and selecting long-term investment projects. The key steps in the capital budgeting process are generating proposals, estimating after-tax cash flows, evaluating projects, selecting projects, and reevaluating projects. Cash flows used for analysis should be cash amounts, operating flows, after-tax, and incremental to the project. The document also discusses how to calculate initial cash outflows, interim cash flows, terminal cash flows, and the impact of taxes and depreciation. It provides an example of analyzing an asset expansion and replacement project.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
20 Comprehensive Checklist of Designing and Developing a WebsitePixlogix Infotech
Dive into the world of Website Designing and Developing with Pixlogix! Looking to create a stunning online presence? Look no further! Our comprehensive checklist covers everything you need to know to craft a website that stands out. From user-friendly design to seamless functionality, we've got you covered. Don't miss out on this invaluable resource! Check out our checklist now at Pixlogix and start your journey towards a captivating online presence today.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
The human resource management process begins with deciding what the job entails. The main purpose of this chapter is to show you how to analyze a job and write job descriptions.
Analyzing jobs involves determining in detail what the job entails and what kind of people the firm should hire for the job. We discuss several techniques for analyzing jobs, and explain how to draft job descriptions and job specifications.
Then, in Chapter 5 (Personnel Planning and Recruiting), we’ll turn to the methods managers use to actually find the employees they need.
Organizations consist of jobs that have to be staffed. Job analysis is the procedure through which you determine the duties of these positions and the characteristics of the people to hire for them. Job analysis produces information for writing job descriptions (a list of what the job entails) and job specifications (what kind of people to hire for the job). We’ll see in a moment that every manager should understand the mechanics of analyzing jobs. Virtually every personnel-related action you take—interviewing applicants, and training and appraising employees, for instance—depends on knowing what the job entails and what human traits one needs to do the job well.
The supervisor or human resources specialist normally collects one or more of the following types of information via the job analysis (see next slide):
Actual work activities of the job—how, why, and when the worker performs each activity.
Human behaviors the job requires: communicating, deciding, and writing, lifting weights or walking long distances.
Machines, tools, equipment, and work aids used on the job: tools used, materials processed, knowledge dealt with or applied, and services rendered.
Standards of expected employee job performance: quantity andor quality output levels that can be used to appraise employees.
The organizational and social context in which the job exists: physical working conditions, work schedules, and incentives
The job’s human requirements: job-related knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, physical characteristics, personality, interests).
Job analysis provides the information required for other organizational activities that depend on and also support the job.
Job analysis provides required duties and desired human characteristics information needed to effectively Recruit and Select individuals for jobs.
Compensation factors such as skill and education level, safety hazards, degree of responsibility, and so on are assessed by job analysis.
Knowledge of specific duties and requisite skills of a job is required for proper Training of employees.
Correctly conducting a Performance Appraisal requires knowledge of the job’s duties and standard.
Job analysis is a method for Discovering Unassigned Duties that should become a formal part of a job.
Job analysis is required to validate essential job functions and other HRM for EEO Compliance under the Uniform Guidelines on Employee Selection.
As Figure 4-1 summarizes, job analysis is important because managers use it to support
just about all their human resource management activities.
A process chart provides a detailed picture of a job’s work flow. In its simplest form, a process chart shows the flow of inputs to and outputs from the job you’re analyzing.
In this figure, a quality control clerk is expected to review components from suppliers, check components going to the plant managers, and give information regarding components’ quality to these managers.
An existing job description, if there is one, usually provides a starting point for building the revised job description.
There are various ways to collect information on a job’s duties, responsibilities, and activities. In practice, you could use any one of them, or combine several. The basic rule is to use those that best fit your purpose.
Interviews, questionnaires, observations, and diaries/logs are the most popular methods for gathering realistic information about what job incumbents actually do. Managers use these methods for developing job descriptions and job specifications.
Job analysis interviews range from completely unstructured interviews to highly structured ones containing hundreds of specific items to check off.
Managers may conduct individual interviews with each employee, group interviews with groups of employees who have the same job, and/or supervisor interviews with one or more supervisors who know the job.
Distortion of information is interviewing’s main problem—whether due to outright falsification, honest misunderstanding, or statements inflating the importance of their jobs by interviewees.
Questionnaires can be structured or opened-ended. A questionnaire is a quick, efficient, and cost-effective way to obtain information from a large number of employees. However, developing the questionnaire and testing it to make sure the workers understand the questions can be time consuming. And as with interviews, employees may distort their answers, consciously or unconsciously.
Direct observation is especially useful when jobs consist mainly of observable physical activities. Observation is usually not appropriate when the job entails a lot of mental activity or if the employee only occasionally engages in important activities. Reactivity—the worker’s changing what he or she normally does because you are watching—can also be a problem.
Workers are asked to keep a record of what they do during the day by writing a diary/log. Employees record each of their activities (along with the time) in a log. This can produce a very complete picture of the job, especially when supplemented with subsequent interviews with the worker and the supervisor.
The employee, of course, might try to exaggerate some activities and underplay others. However, the detailed, chronological nature of the log tends to mediate against this.
Diaries/logs have gone high-tech. Some firms give employees pocket dictating machines and pagers. Then at random times during the day, they page the workers, who dictate what they are doing at that time. This approach can avoid one pitfall of the traditional diary/log method: relying on workers to remember what they did hours earlier when they complete their logs at the end of the day.
Qualitative methods like interviews and questionnaires are not always suitable. For example, if your aim is to compare jobs for pay purposes, a mere listing of duties may not suffice.
You may need to say that, in effect, “Job A is twice as challenging as Job B, and so is worth twice the pay.” To do this, it helps to have quantitative ratings for each job. The position analysis questionnaire and the Department of Labor approach are quantitative methods for doing this.
The position analysis questionnaire (PAQ) is probably the most popular quantitative job analysis tool, and consists of a detailed questionnaire containing 194 items. The 194 items (such as “written materials”) each represent a basic element that may or may not play a role in the job.
The Department of Labor method uses a set of standard basic activities called worker functions to describe what a worker must do with respect to data, people, and things.
Another technique, functional job analysis, is similar to the DOL method. However, it rates the job not just on data, people, and things, but also on the extent to which performing the task also requires four other things—specific instructions, reasoning and judgment, mathematical ability, and verbal and language facilities.
Methods such as questionnaires and interviews present some drawbacks. For example, face-to-face interviews and observations can be time consuming. And collecting the information from geographically dispersed employees can be challenging.
There is no standard format for writing a job description. However, most descriptions contain sections that cover:
1. Job identification
2. Job summary
3. Responsibilities and duties
4. Authority of incumbent
5. Standards of performance
6. Working conditions
7. Job specifications
A job description is a written statement of what the worker actually does, how he or she does it, and what the job’s working conditions are. You use this information to write a job specification; this lists the knowledge, abilities, and skills required to perform the job satisfactorily.
The U.S. Labor Department’s printed Dictionary of Occupational Titles is now evolved in an Internet-based resource for managers both within and outside the government to turn to for standard job descriptions.
The Standard Occupational Classification (SOC) classifies all workers into one of 23 major groups of jobs.
The Standard Occupational Classification User Guide provides detailed descriptions of thousands of jobs and their human requirements.
The Department of Labor’s Standard Occupational Classification (SOC) guide classifies all workers into one of 23 major groups of jobs.
We’ll focus here on the steps in writing a job description using job information gathered from the Bureau of Labor’s O*NET site.
The U.S. Department of Labor’s occupational information network, called O*NET, allows users to see the most important characteristics of various occupations, as well as the experience, education, and knowledge required to do each job well.
O*NET descriptions include the specific tasks associated with many occupations. O*NET also lists skills, including basic skills such as reading and writing, process skills such as critical thinking, and transferable skills such as persuasion and negotiation.
O*NET job listings include information on worker requirements such as the required knowledge, occupation requirements, and experience requirements (including education and job training).
You can also use O*NET to check the job’s labor market characteristics, such as employment projections and earnings data.
The job specification focuses on the person in answering the question, “What human traits and experience are required to do this job effectively?”
It shows what kind of person to recruit and for what qualities you should test that person. The job specification may be a section of the job description, or a separate document.
Job specifications for trained employees focus on traits like length of previous service, quality of relevant training, and previous job performance.
Job specifications can be based on the best judgments of the common-sense experiences of supervisors and human resource managers. The basic procedure here is to ask, “What does it take in terms of education, intelligence, training, and the like to do this job well?”
Basing job specifications on statistical analysis is more defensible than the judgmental approach because equal rights legislation forbids using traits that can’t be proved to distinguish between high and low job performers.
The aim of the statistical approach is to determine the statistical relationship between (1) some predictor (human trait, such as height, intelligence, or finger dexterity), and (2) some indicator or criterion of job effectiveness, such as performance as rated by the supervisor.
Job enlargement attempts to make work more motivating by assigning workers additional same-level activities.
Job rotation involves systematically moving workers from one job to another.
Job enrichment involves redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.
Changes in how work is organized is evidenced by flattening of the organization, the rise of self-managed teams, and the constant focus on improving productivity through reengineering.
Competency-based job analysis means describing the job in terms of measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) that an employee doing that job must exhibit to do the job well.
Defining the job’s competencies and writing them up involves a process that is similar to traditional job analysis. In other words, you might interview job incumbents and their supervisors, ask open-ended questions regarding job responsibilities and activities, and perhaps identify critical incidents that pinpoint success on the job.
But there the similarity ends. Instead of compiling lists of job duties, you will ask, “In order to perform this job competently, the employee should be able to . . . ?” You can use your knowledge of the job to answer this, or use a list like that mentioned at O*NET. There are also off-the-shelf competencies databanks.
The skills matrix lists the basic skills needed for that job (such as technical expertise) and the minimum level of each skill required for that job or job family. The emphasis is no longer on specific job duties. Instead, the focus is on developing the new skills needed for the employees’ broader and empowered responsibilities.