HRM Case
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LussierFundamentalsofHRMPPT04_student_1.pptxChapter 4: Matching Employees With Jobs
Employee and Job Matching
Employees matched with the right job maximize productivity.
Mismatched workers tend to have lower job satisfaction, absenteeism, and turnover.
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Work Flow Analysis
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 4-Ms: machines, material, manpower, and money)
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Example: Workflow in a Bakery
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Exhibit 4-1: Work Flow Analysis
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
HOW ARE EMPLOYEE JOBS DETERMINED?
Employees are hired into a Job.
Which is a collection of tasks that a person is required to perform at work.
Job are identified through a process known as Job Analysis.
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Tools for Understanding the Job
Job analysis
process of systematically collecting information about work tasks. Helps ensure creation of the right fit between job and employee
purpose of a job analysis is to ensure creation of the right fit between the job and the employee and to determine how employee performance will be assessed
process involves obtaining information from experts to determine the tasks that workers must perform, the tools and equipment they need to perform the tasks, and conditions in which they must work
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JA Outcomes: Job Descriptions and Specifications
Job Description: Identifies major tasks, duties, and responsibilities of a job
Job Specification: Identifies qualifications a person in a job should possess
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Outcomes: Job Description and Job Specification
Job descriptions and specifications are routinely written into one document.
The job description part describes the job itself, not the person who will do the job.
The job specification part identifies the qualifications needed by the person who is to fill a position.
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
What’s the difference?
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What is the order in this process
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Job Analysis
Job Description
Job Specifications
Job Description
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Job Specifications
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Why Conduct a Job Analysis?
Identifies work performance and working conditions
Results include duties, responsibilities, skills, knowledge, outcomes (i.e., job description and job specification), and conditions.
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Why Conduct a Job Analysis? Legal Concerns
When an organization makes hiring or promotion decisions that have discriminatory effects, the organization can defend itself successfully by showing that it based its decisions on good, solid analyses of the jobs involved.
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
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Why Conduct a Job Analysis? Legal Concerns
Job analysis results help many organizations determine whether they are complying with requirements of the Americans with Disabilities Act (ADA) because of the distinctions made between essential and marginal job functions
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Why Conduct a Job Analysis?
Job Analysis can aid in ….
Human resource planning and training
Job evaluation for compensation
Staffing (recruiting and selection)
Training
Performance management
Maintaining a safe work environment
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Databases and Job Analysis
Free and Continually Updated
Department of Labor’s Dictionary of Occupational Titles (DOT)
O*NET from US Department of Labor
Info on 900+ job titles
Commercial Databases Also Available
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Job Analysis Methods
Questionnaires: Identify functions of a particular job
Verbal Interviews: Answers compiled into profile of job
Diaries: Employees’ documentation of tasks
Observation: Observers shadow employees and log tasks
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
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 and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
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 and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Approaches to Job Design and Redesign
Mechanistic Job Design: Task specialization, skill simplification, and repetition; the traditional pyramidal pattern of organizing
Biological Job Design: Structures the physical work environment around how the body works to minimize strain
Perceptual/Motor Job Design: Keeps employees within their mental capabilities and limitations
Motivational Job Design: Focuses on affecting psychological meaning and motivational potential
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Designing Motivational Jobs
Job Simplification
Job Expansion
Rotation, enlargement, and enrichment
Work Teams
Integrated and self-managed
Flexible Work
Flextime, job sharing, telecommuting, and compressed work weeks
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Job Design for Flexibility
Flextime: Provides workers with a flexible set of work hours
Job Sharing: Two (or more) people share one whole job
Telecommuting: Allows workers to work from a location other than the office
Compressed Workweek: Takes the normal 5-day, 40-hour workweek and compresses it to fewer than 5 days
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Exhibit 4-5: Sample Flextime Work Schedule
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
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
Measures need reliability and validity
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Example: Forecasting in Healthcare
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
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 and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Exhibit 4-6: Quantitative Forecasting Analysis: Trend Analysis
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
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Exhibit 4-6: Quantitative Forecasting Analysis: Ratio Analysis
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Exhibit 4-6: Quantitative Forecasting Analysis: Regression Analysis
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A regression diagram of all of the companies in our industry by year for the past 10 years, plotted with the number of employees on the x-axis and revenues on the y-axis, might look like this. Based on this diagram, if we were expecting to have revenues of $29MM next year, we would need approximately 254 employees.
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Qualitative Forecasting
Nonquantitative methods are usually based on knowledge of a pool of experts in a subject or an industry.
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Reconciling Internal Labor Supply and Demand
Employers need the right number of employees with the right skill sets in the organization at the right time.
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Reconciling Internal Labor Supply and Demand
Options for a Surplus
Downsizing and layoffs
Pay reduction
Work sharing
Natural attrition
Hiring freeze
Retraining and transfers
Early retirement
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Reconciling Internal Labor Supply and Demand
Options for a Shortage
Overtime
Temporary/contract employees
Retrain employees
Outsourcing
Turnover reduction
Hire new employees
Technological innovation
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Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
