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HR Chapter 4
Terms in this set (68)
holistic, integrated and results and goal-oriented process of planning, recruiting, selecting, developing, managing, and compensating employees.
shows the title of each supervisors position and by means of connecting lines, who is accountable to whom, who has authority for each area, and who is expected to communicate with whom
procedure through which you determine the duties of the company's positions and the characteristics of the people to hire for them
job descriptions and job specifications
two of the most important results of job analysis are _____.
a lost of what the job entails
what kind of people to hire for the job
information about the job's actual work activities, such as cleaning, selling, teaching, or painting. Include how, why, and when the worker performs each activity.
information about human behaviors the job requires, like sensing, communicating, lifting weights, or walking long distances
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)
information about the job's performance standards (in terms of quantity or quality levels for each job duty, for instance
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 with
information such as knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, personality, interests)
It is the basis for everything that HR does.
Why is job analysis important?
Recruitment and Selection
information about what duties the job entails and what human characteristics are required to perform these duties helps managers decide what sort of people to recruit and hire.
Job analysis is crucial for validating all major human resources practices.
compares each employee's actual performance with their duties and performance standards. Managers use job analysis to learn what these duties and standards are.
usually salary or bonus, usually depends on the job's required skill and education level, safety hazards, degree of responsibility
job description lists the job's specific duties and requisite skills- pinpointing what training the job requires.
How many steps in doing a job analysis?
Decide how you will use the information
STEP 1 IN JOB ANALYSIS
Review Relevant Background information about the job, such as organization charts and process charts
STEP 2 IN JOB ANALYSIS
provides a detailed picture of the workflow
shows the organization-wide division of work, and where the job fits in the overall organization
existing job description
_______________ may provide a starting point for revising the job description
detailed study of the flow of work from job to job in one identifiable work process
flow process chart
lists in order each step of the process
Business Process Reengineering
redesigning business processes, usually by combining steps, so that small multifunction teams, often using information technology, do the jobs formerly done by a sequence of departments
involves the restructuring of a job - usually with employees' involvement and agreement - to make work more interesting, satisfying and challenging
Job Enlargement, Job Rotation, and Job Enrichment
ways to redesign specialized jobs to make them more challenging
assigning workers additional same-level activities.
systematically moving workers from one job to another
Psychologist __________________ argued the best way to motivate workers is through job enrichment
redesigning jobs in a way that increases the opportunites for the worker ti experience feelings of responsibility, achievement, growth, and recognition-- and therefore more motivation.
Job enrichment redesigns jobs by _______________ the worker
Select Representative Positions
STEP 3 IN JOB ANALYSIS
Actually Analyze the Job
STEP 4 IN JOB ANALYSIS
Verify the Job Analysis Information with the worker performing the job and with their immediate supervisor
STEP 5 IN JOB ANALYSIS
Develop a job description and job specifications
STEP 6 IN JOB ANALYSIS
Interviews and Questionnaires
ways to collect job information
human resource manager, the worker, and the workers supervisor
Make the job analysis a JOINT EFFORT by a
It is prudent to follow up a questionnaire with a __________________
unstructured, highly structured
Job analysis interviews range from _______________ (Tell me about your job) to ___________________ containing hundreds of specific items to check off
Quick and inexpensive
Pro for using group interviews with large number of employees who perform the similar or identical work
As a rule, the workers immediate supervisor attends the group session. If not, you can ____________________ with the supervisor
The interviewee should understand the _____ for the interview
efficiency evaluations, hesistate
There's a tendency for workers to view such interviews as _______________ and will ___________ to describe their jobs accurately
distortion of information
What is the main problem with interviews?
job's pay rate
Job analysis often precedes changing a _______________
Employees will even puff up their __________ to make their jobs seem more important
Having employees fill out ________________ to describe their job duties and responsibilities is another good way to obtain job analysis information
Some questionnaires are _______________
PRO FOR QUESTIONNAIRES
it is a quick and efficient way to obtain information from a large number of employees and is less costly than interviewing hundreds of workers
CON FOR QUESTIONNAIRES
developing and testing can be time consuming and employees can distort their answers
especially useful when jobs consist mainly of observable physical activities (assembly line worker)
Observations are ____________________ when the job entails a lot of mental activity (lawyer)
workers changing what they normally do because you are watching, big problem
direct observation and interviewing
Managers often use ________________________ together
time it takes to complete the job. ranges from a minute to a day depending on the job
Ask workers to keep a _________ for every activity the employee engages in
pocket dictating machines and pagers
Some firms give employees ___________________ and at random times during the day, they page the workers who dictate what they are doing at the time
How many items on the POSITION ANALYSIS QUESTIONNAIRE
5 PAQ basic activities
-Having decision-making/communication/social responsibilities. -performing skilled activities. -being physically active -operating vehicles/equipment -processing information
reflects the job's rating on each of these five activites
the final PAQ score reflects the
the PAQ ranges from a ___________
assigning jobs to job classes for pay purposes
One of the PAQ STRENGTHS is in ______________-
dictonary of occupational titles
the Bible of job descriptions
set of standard activities to describe what a worker must do with respect to date, people and things
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