Frankagain
beautylady
lussier_chapter_4_slides-classroom.pptxMatching Employees with Jobs
Chapter 4
1
Matching Employees with Jobs
Mismatched workers tend to have low job satisfaction, and;
Low job satisfaction leads to absenteeism, turnover, and lower levels of productivity.
2
3
Workflow Analysis
Identifies what has to be done within the organization to produce a product or service.
Identify the expected result.
Determine the steps, or activities required in order to create the end result.
Identify the inputs necessary to carry out the steps and perform the same tasks (i.e., the 3-Ms: material, manpower and money).
Matching Employees with Jobs
4
Job Analysis
Identifies the work performed and the working conditions for each of the jobs within the organization.
KSAs required, outcomes, conditions under which a worker must operate, and possibly other factors.
Outcomes: Job Description and Job Specification.
5
Job Description
Identifies the major tasks, duties and responsibilities that are components of a job.
**Essential functions of the position**
Job Specification
Identifies the qualifications of a person who should be capable of performing the essential functions as noted in the job description.
6
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.
7
Databases and Job Analysis
Database job analyses should be customized for the organization.
Free and continually updated:
BLS
Department of Labor’s Dictionary of Occupational Titles (DOT)
O*NET
8
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.
9
Job Analysis and the Nature of Jobs
If jobs are stable and well defined, then job analysis is valuable to designing those jobs.
If there are no well-defined jobs due to an organic organizational structure, then job analysis offers less value.
10
Task versus Competency-Based Jobs
In task-based job analysis, the job is described as a function of the tasks performed within the job. (Best for jobs in stable, bureaucratic organizations.)
Competency-based job analysis looks at the capabilities an individual needs in order to succeed in the job. (Best for jobs in less structured and less stable organizations.)
11
Job Design/Redesign
Job design is the process of identifying tasks that each employee is responsible for completing, as well as how those tasks will be accomplished.
Job redesign refers to changing the tasks or the way work is performed in an existing job.
12
Organizational Structure and Job Design
Jobs within the organization should be designed to fit within the confines of the structure.
Relaxed, flatter structures with lots of autonomy need jobs that take advantage of autonomy.
Rigid bureaucratic organization structures with strong centralized decision making and control need jobs that can be readily controlled by a central authority.
13
Four Approaches to Job Design and Redesign
Mechanistic vs. Organic - design jobs around task specialization, skill simplification, and repetition.
Biological - Structure the physical work environment around the way the body works to minimize strain.
Perceptual/Motor - design jobs that keep workers within their mental capabilities and limitations.
Motivational – design jobs that focus on affecting psychological meaning and motivational potential.
14
Matching Employees with Jobs
15
The Job Characteristics Model of Job Design
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.
16
Matching Employees with Jobs
17
HR Forecasting
Estimated supply and demand for the different types of human capital in the organization over some future period, based on analysis of past and present demand.
Methods can be quantitative or qualitative.
18
Matching Employees with Jobs
Quantitative Forecasting Analysis
19
Quantitative Forecasting Analysis
20
Quantitative Forecasting Analysis
21
Matching Employees with Jobs
22
Reconciling Internal Labor Supply and Demand
Options for a Labor Surplus
Downsizing and layoffs.
Pay reduction.
Work sharing.
Natural attrition.
Hiring freeze.
Retraining and transfers.
Early retirement.
23
Reconciling Internal Labor Supply and Demand
Options for a Labor Shortage
Overtime.
Temporary or contract workers.
Retrain workers.
Outsourcing.
Turnover reduction.
Hire new employees.
Technological innovation.
24
Succession Planning
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.
25
