week 3
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cf_HRM599_wk3_ch4.pptxMatching Employees With Jobs
Chapter 4
Employee and Job Matching
Employers matched with the right job maximize productivity.
Mismatched workers tend to have lower job satisfaction, absenteeism, and turnover.
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
Matching employees with jobs
Employee and job matching
To maximize productivity, employers must match the right people with the right jobs, because:
mismatched workers tend to have low job satisfaction, and;
low job satisfaction leads to absenteeism, turnover, and lower levels of productivity. Matching employees with jobs
Matching employees with jobs
Matching employees with jobs
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Work Flow Analysis
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What must be done to produce a product or service:
Identify expected result (organizational outputs).
Determine steps required to create the end result.
Spot inputs necessary to carry out and perform the same tasks (i.e., the 3-Ms: material, manpower, and money).
Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
Work Flow Analysis
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
Descriptions and Specifications
Job Description: Identifies major tasks, duties, and responsibilities of a job.
Job Specification: Identifies qualifications in the job description.
Person Specification: Summarizes characteristics of those who perform the job well.
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
Matching Employees with Jobs
Job Description
Identifies the major tasks, duties and responsibilities that are components of a job.
Job Specification
Identifies the qualifications of a person who should be capable of doing the job tasks as noted in the job description.
Person Specification
Summarizes the characteristics of someone able to perform the job well.
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Job Analysis
Identifies work performance and working conditions.
Results include duties, responsibilities, skills, knowledge, outcomes (i.e. job description and job specification), and conditions.
Basis for HR
Planning and training
Job evaluation for compensation
Staffing (recruiting and selection)
Performance management
Maintaining a safe work environment
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
Job analysis is the basis of just about everything that HR does.
Human resource planning.
Job evaluation for compensation.
Staffing (recruiting and selection).
Training.
Performance management.
Maintaining a safe work environment.
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Databases and Job Analysis
Free and continually updated:
Department of Labor’s Dictionary of Occupational Titles (DOT).
O*NET.
Commercial databases are also available.
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
Four Common Job Analysis Methods
1. Questionnaires--identify functions of a particular job.
2. Interviews--asked verbally and answers are compiled into a profile of the job.
3. Diaries--employees documentation of tasks.
4. Observation--observers shadow employees and log tasks.
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
Four Commonly Used Job Analysis Methods
Questionnaires--questions that help identify the functions of a particular job.
Interviews--questions are asked verbally, and answers are compiled into a profile of the job.
Diaries--workers write down the tasks that they accomplish as they go about their job.
Observation--an observer shadows the employee and logs tasks that are performed over a period of time.
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Job Analysis and the Nature of Jobs
Job analysis is valuable when jobs are stable. It offers less value when jobs are not well-defined.
Job analysis is of greater value to organizations making a product than to those providing a service.
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
If there are no well-defined jobs due to an organic organizational structure, then job analysis offers less value.
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Task Versus Competency-Based Jobs
Task-based job
A function of tasks performed within the job.
Best for jobs in stable, bureaucratic organizations.
Competency-based job
Looks at capabilities an individual needs to succeed in the job.
Best for jobs in less structured organizations.
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
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Examples of Tasks and Competencies in a Sales Role
Sales Tasks
Determine pricing.
Generate sales quotes.
Transact sales orders.
Sales Competencies
Ambition, drive, and desire to succeed.
Ability to manage the sales process/cycle.
Talent to convince and persuade while converting prospects to sales.
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
Job Design Versus Job Redesign
Job design
Identifies tasks that employees are responsible for and how those tasks will be accomplished.
Job redesign
Changes tasks or how they are performed. Job redesign is about working smarter, not harder.
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
Organizational Structure and Job Design
Rigid bureaucratic structures with strong centralized decision making need jobs that are controlled by an authority.
Relaxed, flatter structures with autonomy need jobs that take advantage of autonomy.
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
Five Approaches to Job Design and Redesign
1. Mechanistic Job Design--Task specialization, skill simplification, and repetition. The traditional pyramidal pattern of organizing.
2. Organic Job Design--Based on metaphors for constructing social organizations. Leaves the system open to environment and opportunities.
3. Biological--Structures the physical work environment around how the body works to minimize strain.
4. Perceptual/Motor--Design jobs that keep employees within their mental capabilities and limitations.
5. Motivational--Design jobs that focus on affecting psychological meaning and motivational potential.
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
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The Job Characteristics Model (JCM)
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
The Job Characteristics Model of Job Design
Five core job characteristics to improve employees’ productivity and quality of working life:
Skill variety
Task identity
Task significance
Autonomy
Feedback
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
Five core job characteristics can be fine-tuned to improve employees’ productivity and quality of working life:
Skill variety.
Task identity.
Task significance.
Autonomy.
Feedback.
Hackman and Oldham’s Job Characteristics Model
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Designing Motivational Jobs
Tools include:
Job simplification
Job expansion
Rotation and enrichment
Work teams
Integrated and self-managed
Flexible work
Flextime, job sharing, telecommuting, and compressed work weeks
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
Matching employees with jobs
Job design is organization and country specific
Whether jobs are designed to be motivational, mechanistic, and so on, depends on the type of work and the culture of the organization and country.
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Job Design Options, Process, and the JCM
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Whether jobs are designed to be motivational, mechanistic, etc., depends on type of work and culture of the organization and country.
Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
HR Forecasting
Identifies estimated supply and demand for different types of HR.
Based on analysis of past and present demand.
Methods can be quantitative or qualitative.
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
HR forecasting
Identifies the estimated supply and demand for the different types of human resources in the organization over some future period, based on analysis of past and present demand.
Methods can be quantitative or qualitative.
Quantitative forecasting
Trend analysis is the process of reviewing historical items such as revenues, and relating those changes to some business factor to form a predictive chart.
Ratio analysis is the process of reviewing historical data and calculating specific proportions between a business factor (such as production) and the number of employees needed.
Regression analysis is a statistical technique that identifies the relationship between a series of variable data points for use in forecasting future variables.
Qualitative forecasting
Qualitative forecasting is the nonquantitative methods used to forecast, usually based on the knowledge of a pool of experts in a subject or an industry
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Quantitative Forecasting
Trend Analysis
Reviewing historical items (such as revenues) and relating changes to business factors to form a predictive chart.
Ratio Analysis
Reviewing historical data and calculating proportions between a business factor (such as production) and number of employees needed.
Regression Analysis
Identifies relationship between a series of variable data points to forecast future variables.
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
Quantitative forecasting
Trend analysis is the process of reviewing historical items such as revenues, and relating those changes to some business factor to form a predictive chart.
Ratio analysis is the process of reviewing historical data and calculating specific proportions between a business factor (such as production) and the number of employees needed.
Regression analysis is a statistical technique that identifies the relationship between a series of variable data points for use in forecasting future variables.
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Quantitative Forecasting Analysis
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
Qualitative Forecasting
Non-quantitative methods are usually based on knowledge of a pool of experts in a subject or an industry.
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
Qualitative Forecasting is the nonquantitative methods used to forecast, usually based on the knowledge of a pool of experts in a subject or an industry.
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Measuring Absenteeism and Turnover
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
Reconciling Internal Labor Supply and Demand
Employers need the right numbers of employees with the right skill sets in the organization at the right time.
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Options for a Surplus
Downsizing and layoffs
Pay reduction
Work sharing
Natural attrition
Hiring freeze
Retraining and transfers
Early retirement
Options for a Shortage
Overtime
Temporary or contract employees
Retrain employees
Outsourcing
Turnover reduction
Hire new employees
Technological innovation
Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
Succession Planning
Type of forecasting done to:
Have people ready to move into vacated positions.
Make predictions for leadership requirements.
Prepare new leaders to take on higher positions or recruit people.
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Lussier, Human Resources Management 3e. © SAGE Publications, 2019.
Succession planning
Is a type of forecasting which is done to:
Have people ready to move into vacated positions.
Make predictions for leadership requirements over a forecasted time period to either prepare new leaders within the company to take on those positions or to go out and recruit new people.
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