HRM2

• Job or task analysis


  An HRM procedure that analyzes the requirements of the job, not the person
• Job description

  A job-related document that shows the duties and responsibilities attached to the job position. It further indicates how the worker will do the job, and the job’s working conditions
• Job Specification


  Shows the specific qualifications and individual characteristics expected to match the job requirements
• Job Content


  Shows the actual duties of the worker or how he/she performs the job and the facilities, materials, and devices to be used in performing the job. Might include performance standards and possible training and development required by the job
• Job Context

  The conditions or the environment where the job is performed. It specifies the demands such work requires the employee to do. May include environmental conditions, technologies, structure of relationships, level of autonomy
• Worker Requirements

  The qualifications considered vital by the employer for the successful execution of the job. Refers to knowledge, skill, ability, personal characteristics, and credentials needed for effective job performance
• Knowledge

  The intelligence and understanding of a specialized discipline acquired through formal education and actual experience
• Skills


  Potential capability of a worker to carry out a particular job, such as decision-making skills, people skills, and cognitive skills
• Ability

  A capacity or competence that allows an individual to do a specific kind of work. Examples include the ability to work under pressure and the ability to manage time
• Personal Characteristics


  Good personal qualities such as reliability, trustworthiness, and flexibility
• Credentials

  Pieces of evidence that prove a person’s identity or background, indicating fitness for the job, like scholastic records, employment certification, and other relevant documents
• Compressed Workweek

  An alternative work schedule where the standard five-day workweek is reduced to a lesser number of days but with longer working hours
• Flexible Time


  Also called flex time, gives workers leeway in selecting their daily time-in and time-out schedule on the condition that they work a definite number of hours in a day or in a week
• Job Sharing

  A job arrangement where two employees with temporary part-time status perform a job that otherwise can be done by a full-time employee. Compensation is divided between the two employees, reducing their income. Suitable for situations where one or both spouses wish to work part-time or for older workers who are retiring
• Telecommuting


  Employees connect with employers, co-workers, and customers via electronic gadgets and other telecommunication channels. Globalization and technology are changing the future of work, allowing employees to work remotely
• Frederick Taylor introduced a management approach known as scientific management that focuses on the scientific selection of employees based on capabilities. Workers are paid additional compensation when they exceed the standard level of output for a given job to motivate them


  1890-1910
• Most companies started to develop departmental units focused on maintaining the well-being of employees. Industrial psychology and the beginning of World War I led to the development of employment tests and selection techniques


  1910-1930
• The Hawthorne studies had a tremendous effect on management studies and principles, focusing on personal and social interaction in the workplace that affects and influences worker productivity and performance


  1930-1945
• Birth of union membership that emphasized the importance of the employee-employer relationship. Pay and benefits programs gained notable value as organized unions bargained for paid work leaves, health, and welfare coverage

  1945-1965
• The Civil Rights Act of 1964 prohibited discriminatory practices based on age, sex, color, religious affiliation, race, and physical or mental disabilities. Employers were advised to adhere to equal employment opportunity provisions and avoid workplace discrimination


  1965-1985
• Pressing concerns include a diverse labor force, globalization, and strategic HRM functions. Employers aim to cope effectively with change, competition, and job efficiency

  1985-PRESENT
• HRM

  • Dynamic - constantly finding ways to change situations for the betterment of the organization and its employees
  • Individually oriented - each employee is considered a human being worthy of respect and compassion, offered opportunities for skill development
  • Employee oriented - rewarding employees for their contributions to organizational success to increase job performance
  • Forward-looking - effectively envisioning and assessing labor needs for a given period to ensure competent, motivated individuals with the right qualifications join the company
  • Growth-oriented - enhancing the conceptual and analytical skills of employees through carefully planned employee development, job rotation for learning various skills