Chapter 5: Human Resource Planning & Job Analysis
O*NET Job Content Model
Worker Characteristics Worker Requirements Experience Requirements Occupational-Specific Requirements Workforce Characteristics Occupational Requirements
Technical Conference Method
A job analysis technique that involves extensive input from the employee's supervisor.
human resource information system (HRIS)
A computerized system that assists in the processing of HRM information.
Diary Method
A job analysis method requiring job incumbents to record their daily activities.
Observation Method
A job analysis technique in which data are gathered by watching employees work.
Position Analysis Questionnaire (PAQ)
A job analysis technique that rates jobs on elements in six activity categories. (usefulness is suspect; more applicable to higher-level jobs)
Structured Questionnaire Method
A specifically designed questionnaire on which employees rate tasks they perform in their jobs.
Job Description
A statement indicating what a job entails.
Essential Functions
Activities that are core to a position and cannot be modified.
Job Enlargement
Adding related tasks to a job.
Flex Time
An alternative to traditional "9 to 5" work schedules allows employees to vary arrival and departure times.
Compressed Work Week Schedules
Employees work longer days in exchange for longer weekends or other days off.
Job Enrichment
Expanding job content to create more opportunities for job satisfaction.
Replacement chart
HRM organizational charts indicating positions that may become vacant in the near future and the individuals who may fill the vacancies.
Elements of Job Descriptions
Identifying Information Supervisory Responsibilities Job Summary Essential Functions Job Specifications Disclaimer
Succession planning
Identifying employees that are ready to move into management positions.
Group Interview Method
Meeting with a number of employees to collectively deter- mine what their jobs entail.
Individual Interview Method
Meeting with an employee to determine what his or her job entails.
Human Resource Planning
Process of determining an organization's human resource needs. -formulating mission statement -establishing corporate goals & objectives -assessing current human resources -estimating supplies/demand for labor -matching demand w/current supplies.
job analysis
Provides information about jobs currently being done and the knowledge, skills, and abilities that individuals need to perform the job adequately.
reduction in force (RIF)/ downsizing
Reducing the size of a company's workforce to lower expenses.
Job Design
Refers to the way the position and the tasks within that position are organized, including how and when the tasks are done and any factors that affect the work, such as in what order the tasks are completed and the conditions under which they are completed.
Hackman's Model for Job Motivation (Based on Herzberg)
Skill Variety Task identity Task Significance Autonomy Feedback from Job Itself
Job Evaluation
Specifies the relative value of each job in the organization.
Job Specifications
Statements indicating the minimal acceptable qualifications incumbents must possess to successfully perform the essential elements of their jobs.
Staffing Table
Table including jobs in the organization, number of people holding those jobs and future requirements.
Job Sharing
Two people share one job by splitting the work week and the responsibilities of the position.
Steps in Job Analysis
Understand the purpose Understand the roles Benchmark Determine how to collect information Seek clarification Develop Draft Review Draft
Telecommuting
Using technology to work in a location other than the traditional workplace.
