HRM 3

• Job analysis is the process of getting detailed information about jobs, analyzing jobs and understanding what is required to carry out a job, providing essential knowledge for staffing, training, performance appraisal, and many other HR activities.
• Job analysis involves the creation of job descriptions, which are a list of the tasks, duties and responsibilities (TDRs) that a particular job entails.
• Job specification looks at the qualities or requirements the person performing the job must possess, a list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform a particular job.
• Knowledge refers to factual or procedural information that is necessary for successfully performing a task.
• Skill is an individual's level of proficiency at performing a particular task– that is, the capability to perform it well.
• Ability, refers to a more general enduring capability that an individual possesses.
• Other characteristics might be personality traits such as someone's persistence or motivation to achieve.
• Information for analyzing an existing job often comes from incumbents, that is people who currently hold that position in the organization.
• Job analysis techniques include the Fleishman Job Analysis System, which asks subject-matter experts to evaluate a job in terms of the abilities required to perform the Job.
• Work design increasingly relies on teams to accomplish an organization's objectives, so HR managers often must identify the best ways to handle jobs that are highly interdependent.
• Job analysis must not only define jobs when they are created, but also detect changes in jobs as time passes, requiring knowledge of the tasks performed in a job.
• Job evaluation involves assessing the relative dollar value of each job to the organization in order to set up fair pay structures, requiring information about different jobs and comparing them.
• Selection involves identifying the most qualified applicants for various positions, requiring knowledge of the tasks the individuals must perform, as well as the necessary knowledge, skills, and abilities.
• Three types of analyzing teams: Skill differentiation, Authority differentiation, and Temporal (time) stability.
• Job rotation does not actually redesign jobs themselves, but moves employees among several different jobs, requiring knowledge of the tasks performed in a job.
• Job design involves defining how work will be performed and what tasks will be required in a given job, requiring knowledge of the tasks performed in a job.
• Job enlargement involves broadening the types of tasks performed in a job by combining several relatively simple jobs to form a job with a wider range of tasks, requiring knowledge of the tasks performed in a job.
• The redesign requires detailed information about the existing job(s)
• Competency models are areas of personal capability that enable employees to perform their work successfully, requiring knowledge of the tasks performed in a job.
• Career planning involves matching an individual's skills and aspirations with career opportunities, requiring knowledge of the skill requirements of the various jobs.
• Human resource planning involves analyzing human resource needs and how to meet those needs, requiring accurate information about the levels of skill required in various jobs.
• Performance appraisal requires information about how well each employee is performing in order to reward employees who perform well and to improve their performance if it is below standard, requiring knowledge of the tasks performed in a job.
• Training almost every employee hired by an organization will require training, requiring knowledge of the tasks performed in a job so that the training is related to the necessary knowledge and skills.
• Job analysis is so important to HR managers that it has been called the building block of everything that personnel does.
• Almost every human resource management program requires some type of information that is gleaned from job analysis.
• Work redesign often seeks to redesign work to make it more efficient or to improve quality.
• Project management, teamwork and work done by employees in different locations can be facilitated by providing software that helps with tracking progress.
• Organizations need to evaluate whether their employees can handle the mental demands of their jobs.
• Flextime is a scheduling policy in which full-time employees may choose starting and ending times within guidlines specified by the organization.
• Some organizations empower employees by designing work to be done by self-managing work teams.
• Organizations can design jobs so that they can be accurately and safely performed given the way the brain processes information.
• Team members typically have authority to schedule work, hire team members, resolve problems related to the team’s performances and traditionally handled by management.
• Before the Industrial Revolution, most people worked either close to or inside their own homes.
• Telework is easiest to implement for people in managerial, professional, or sales jobs.
• Job enlargement is a common approach among production teams.
• Mass production technologies changed all this, separating work life from home life, as people began to travel to centrally located factories and offices.
• Flexible Work Schedules allow employees to choose when they work within certain guidelines specified by the organization.
• Designing Ergonomic Jobs involves reducing the information processing requirements of a job.
• Ergonomics aims to minimize physical strain on the worker by structuring the physical work environment around the way the human body works.
• Organizations can provide adequate lighting, easy-to-understand gauges and displays, simple to operate equipment and clear instruction to facilitate ergonomic job design.