Dessler Human Resource Management Chapter 4
Terms in this set (41)
The goal-oriented and integrated process of planning , recruiting, developing, managing, and compensating employees
Talent Management Process Step 1
Decide what positions to fill, through job analysis, personnel planning and forecasting
Talent Management Process Step 2
Build a pool of job candidates, by recruiting internal or external candidates
Talent Management Process Step 3
Have candidates complete application forms and perhaps undergo initial screening interviews
Talent Management Process Step 4
Use selection tools like tests, interviews, background checks, and physical exams to identify viable candidates
Talent Management Process Step 5
Decide to whom to make an offer
Talent Management Process Step 6
Orient, train, and develop employees to provide them with the competencies they need to do their jobs
Talent Management Process Step 7
Appraise employees to assess how they're doing
Talent Management Process Step 8
Reward and compensate employees to maintain their motivation
The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it
A list of a job's duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities- one product of a job analysis
A list of a job's "human requirements", that is, the requisite education, skills, personality, and so on- another product of a job analysis
Job Analysis Work Activities
Information about the job's actual work activities, such as cleaning, selling, teaching or painting. This list may also include how, why, and when the worker performs each activity.
Job Analysis Human Behaviors
Human Behaviors the job requires such as sensing, communicating, lifting weights, or walking long distances
Job Analysis Machines, tools, equipment and work aids
Information regarding tools used, materials processed, knowledge dealt with or applied(such as finance or law) and services rendered(such as counseling or repairing).
Job Analysis Performance Standards
Information about the job's performance standards(in terms of quantity or quality levels for each job duty, for instance).
Job Analysis Job Context
Information about such matters as physical working conditions, work schedule, incentives, and, for instance, the number of people with whom the employee would normally interact
Job Analysis Human Requirements
Information such as knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, personality, interests).
Uses of Job Analysis Information
1. Recruitment and Selection, 2. EEO
3. Compliance, 4. Performance Appraisal,
5. Compensation, and 6. Training
Job Analysis Step 1
Decide How You'll Use The Information
Job Analysis Step 2
Review relevant background information such as organization charts, process charts, and job descriptions
Job Analysis Step 3
Select representative positions
Job Analysis Step 4
Actually analyze the job- by collecting data on job activities, working conditions, and human traits and abilities needed to perform the job
Job Analysis Step 5
Verify the job analysis information with the worker performing the job and with his or her immediate supervisor
Job Analysis Step 6
Develop a job description and job specificaton
A chart that shows the organization-wide distribution of work, with titles of each position and interconnecting lines that show who reports to and communicates with whom
A workflow chart that shows the flow of inputs to and outputs from a particular job
A detailed study of the flow of work from job to job in a work process
Business Process Reengineering
Redesigning business processes, usually by combining steps, so that small multifunction process teams using information technology do the jobs formerly done by a sequence of departments
Business Process Reengineering Steps
1. Identify a business process to be redesigned(such as approving a mortgage application)
2. Measure the performance of the existing processes
3. Identify opportunities to improve these processes
4. Redesign and implement a new way of doing the work
5. Assign ownership of sets of formerly separate tasks to an individual or a team that use new computerized systems to support the new arrangement
Assigning workers additional same-level activities
Systematically moving workers form one job to another
Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition
Daily listings made by workers of every activity in which they engage along with the time each activity takes
Position Analysis Questionnaire (PAQ)
A questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs, questionnaire contains 194 items
5 Basic Position Analysis Questionnaire Basic Activities
1. Having decision making/communication/social respobsibilities
2. Performing skilled activities
3. Being physically active
4. Operating vehicles/equipment
5. Processing Information
1. Job identification, 2. Job summary,
3. Responsibilities and duties, 4. Authority of incumbent, 5. Standards and performance,
6. Working conditions, 7. Job specification
A more complete description of what the worker does and how and why he/she does it; it clarifies each task's purpose and each duty's required knowledge, skills, abilities, and other characteristics.
Typical matrix's list
Column 1: Each of the job's 4 or 5 main job duties.
Column 2:The task statements for the main tasks associated with each main job duty.
Column 3: The relative importance of each main job duty.
Column 4:The time spent on each main job duty.
Column 5: The knowledge, skills, ability, and other human characteristics (KSAO) related to each main job duty.
Written item that shows what the worker does on one particular job task; how the worker does it; the knowledge, skills, and aptitudes required to do it; and the purpose of the task.
Competency-based job analysis
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
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