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.
Employee Testing and selection /Human Resource ManagementNeveenJamal
ادارة الموارد البشرية
اختيار الموظفين
Person and job/organization fit
The main aim of employee selection is to achieve person-job fit.
Person and job/organization fit
The main aim of employee selection is to achieve person-job fit.
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.
Employee Testing and selection /Human Resource ManagementNeveenJamal
ادارة الموارد البشرية
اختيار الموظفين
Person and job/organization fit
The main aim of employee selection is to achieve person-job fit.
Person and job/organization fit
The main aim of employee selection is to achieve person-job fit.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The purpose of this chapter is to explain what human resource management is, and why it’s important to all managers.
We’ll see that HRM activities such as hiring, training, appraising, compensating, and developing employees are part of every manager’s job. And we’ll see that HRM is also a separate function, usually with its own human resource or “HR” manager.
The main topics we’ll cover include the meaning of human resource management; why HRM is important to all managers; global and competitive trends; HRM trends; and the plan of this book. The framework (which introduces each chapter) makes this point: That to formulate and apply HR practices like testing and training you should understand the strategic and legal context in which you’re managing.
Human resource management is the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.
Most experts agree that managing involves five functions: planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process.
HRM involves several processes. The topics we’ll discuss will provide you with concepts and techniques needed to perform the “people” or personnel aspects of your job as a manager.
Managers are involved daily with many of the personnel aspects of HRM in accomplishing the organization’s goals, and managing the efforts of the organization’s people.
Why are the concepts and techniques of HRM important to all managers? Perhaps it’s easier to answer this by listing some of the personnel mistakes you don’t want to make while managing.
Carefully studying this book will help you avoid mistakes like these.
Hiring the right people for the right jobs and motivating, appraising, and developing them will likely get the results you are seeking. Remember that success comes through people.
Line managers manage operational functions that are crucial for the company’s survival. Staff managers run departments that are advisory or supportive, like purchasing, HRM, and quality control.
Human resource managers are usually staff managers. They assist and advise line managers with recruiting, hiring, and compensation. However, line managers still have human resource duties.
In small organizations, line managers carry out many personnel duties unassisted. As the organization grows, the need arises for the specialized assistance, knowledge, and advice of a human resource department.
An HR manager directs the activities of the people in the HR department, coordinates organizational-wide personnel activities and provides HRM assistance and advice to line managers.
The size of the human resource department reflects the size of the employer. For a very large employer, an organization chart like the one in Figure 1-1 would be typical, containing a full complement of specialists for each HR function.
The HR team for a small firm may contain just five or six (or fewer) staff, and have an organization similar to that in Figure 1-2. There is generally about one human resource employee per 100 company employees.
•Recruiters search for qualified job applicants.
•Equal employment opportunity (EEO) coordinators investigate and resolve EEO grievances; examine organizational practices for potential violations; and compile and submit EEO reports.
•Job analysts collect and examine information about jobs to prepare job descriptions.
•Compensation managers develop compensation plans and handle the employee benefits program.
•Training specialists plan, organize, and direct training activities.
•Labor relations specialists advise management on all aspects of union–management relations.
Employers are experimenting with offering HR services in new ways. For example, some employers organize their HR services around four groups: transactional, corporate, embedded, and centers of expertise.
Some trends shaping human resource management practices include globalization, technology, deregulation, debt or “leverage,” changes in demographics and the nature of work, and economic challenges.
Trends shaping HRM are summarized in Figure 1-4.
Figure 1-5 illustrates that in the next few years, many employers plan to offshore even highly skilled jobs such as sales managers, general managers—and HR managers.
Technology has also had a huge impact on how people work, and on the skills and training today’s workers need. Jobs are becoming more high tech, less-labor intensive, and require more knowledge and higher skill levels (human capital).
Table 1-1, from the U.S. Department of Labor’s Bureau of Labor Statistics, shows how quickly the U.S. workforce is becoming older and more multi-ethnic.
Demographic trends are making finding, hiring, and supervising employees more challenging.
In Figure 1-6, the gross national product (GNP)—a measure of the United States of America’s total output—boomed between 2001 and 2007.
Figure 1-7 shows that home prices leaped as much as 20% per year between 2001 and 2007.
Trends like these translate into changes in HRM practices, and in what employers expect from their human resource managers.
HR managers can play big roles in strategic planning and management by helping the top managers in devising functional and departmental plans that support the organization’s overall strategic plan, and then assisting in execution of the plans.
Table 1-2 lists some important ways employers use technology to support their HRM activities.
Figure 1-8 summarizes how human capital—the employees’ knowledge, skills, and experiences—can have a big effect on important organizational outcomes, such as customer satisfaction and profitability.
A high-performance work system is a set of HRM policies and practices that together produce superior employee performance.
Evidence-based HRM is the deliberate use of the best-available evidence in making decisions about the human resource management practices you are focusing on.
Every line manager or human resource manager needs to keep in mind the ethical implications of his or her employee-related decisions.
As the human resource manager’s job becomes more demanding, HRM is becoming more professionalized. The Society for Human Resource Management’s (SHRM) HR professional certification exams test the HR professional’s knowledge of all aspects of HRM.
In this book, we’ll use several themes and features to emphasize particularly important issues, and to provide continuity from chapter to chapter.
In practice, don’t think of each of this book’s 18 chapters and topics as being unrelated to the others. Each topic interacts with and affects the others, and all should align with the employer’s strategic plan. Figure 1-10 summarizes this idea.