chapter 125 INDUSTRIAL

• Job analysis


  Also known as work analysis, method for describing jobs and human attributes necessary to perform them
• Formal job analysis


  • Procedure must be systematic
  • Job is broken into smaller units
  • Analysis results in written product, electronic or paper
• Job description


  A short summary of a job, 2 to 5 pages in length
• Sections of a job description

  • Job Title
  • Brief Summary
  • Work Activities
  • Tools and Equipment Used
  • Job Context
  • Work Performance
  • Compensation Information
  • Job Competencies
• Questions to consider when preparing for a job analysis

  • Who will conduct job analysis?
  • How often should job description be updated?
  • Which employees should participate?
  • What types of information should be obtained?
• Conducting a job analysis

  1. Identify the tasks performed

  2. Write task statements

  3. Rate task statements

  4. Determine essential KSAOs

  5. Selecting tasks to tap KSAOs
• Characteristics of well-written task statements

  • One action should be done to one object
  • Task statement should be written at a level that can be read and understood by a person with the same reading ability as the typical job incumbent
  • All task statements should be written in the same tense
  • The task statement should include the tools and equipment used to complete the task
  • Task statements should not be competencies
  • Task statements should not be a policy
  • The statement should make sense by itself
  • For those activities that involve decision making, the level of authority should be indicated
• Task analysis


  The process of identifying the tasks for which employees need to be trained
• Knowledge, Skills, Abilities, and Other characteristics (KSAOs)


  • Knowledge - A body information needed to perform a task
  • Skills - the proficiency to perform a learned task
  • Abilities - the basic capacity for performing a wide range of tasks, acquiring a knowledge, or developing a skill
  • Other characteristics - Factors that are not knowledge, skills, or abilities such as personality, willingness, interest, and degrees
• Methods providing general information about worker activities

  • Position Analysis Questionnaire
  • Job Structure Profile
  • Job Elements Inventory
  • Functional Job Analysis
• Methods providing information about tools and equipment

  • Job Components Inventory
  • Arbeitswissenschaftliches Erhebungsverfahren zur Tatigkeitsanalyse
• Methods providing information about competencies

  • Occupational Information Network
  • Critical Incident Technique
  • Threshold Trait Analysis
  • Fleishman Job Analysis Survey
  • Job Adaptability Inventory
  • Personality-Related Position Requirements Form
  • Performance Improvements Characteristics
• The best method to use in analyzing a job appears to be related to the end use of the job analysis information
• Evaluation of job analysis methods

  • The PAQ is seen as the most standardized technique and the CIT the least standardized
  • The CIT takes the least amount of job analyst training and task analysis the most
  • The PAQ is the least costly method and the CIT the most
  • The PAQ takes the least amount of time to complete and task analysis the most
  • Task analysis has the highest-quality results and TTA the lowest
  • Task analysis reports are the longest and job-elements reports the shortest
  • The CIT has been rated the most useful and the PAQ the least
  • Task analysis gives the best overall job picture and the PAQ the worst
• Job evaluation


  The process of determining a job's worth or the monetary worth of a job
• Stages of job evaluation

  • Determining internal pay equity
  • Determining external pay equity
• Compensable job factors


  • Level of responsibility
  • Physical demands
  • Mental demands
  • Education requirements
  • Training and Experience Requirements
  • Working conditions
• Direct compensation


  The amount of money paid to an employee (does not count benefits, time off, and so forth)
• Types of pay audits

  • One that looks at pay rates of employees within positions with identical duties (equal pay for equal work)
  • One that looks at pay rates of employees in jobs of similar worth and responsibility
• Comparable worth


  The idea that jobs requiring the same level of skill and responsibility should be paid the same regardless of supply and demand
• Human


  An individual with unique characteristics, abilities, and motivations that can impact their performance and productivity in the workplace
• Human resource


  An individual with unique characteristics, abilities, and motivations that can impact their performance and productivity in the workplace
• Human resource management (HRM)


  A critical function within an organization that focuses on the management of people within the company
• Works of a human resource

  • Recruitment
  • Training
  • Employee Relations
  • Performance Management
• Aim of HRM


  To attract, retain, and develop a skilled and motivated workforce that can contribute to the organization's success
• Goals of human resources

  • Recruitment: Attracting and hiring the best talent for the organization, ensuring that the right people are in the right positions
  • Training and Development: Providing training and development opportunities to employees to help them grow professionally and contribute to the organization's success
  • Employee Relations: Managing employee relations, including conflict resolution, grievance handling, and labor relations
  • Performance Management: Setting performance goals, monitoring employee progress, and providing feedback to help employees improve their performance
• Well-managed workforce


  • Leads to increased productivity, improved employee satisfaction, and a competitive advantage in the market
• Human Resources Management (HRM)


  Plays a crucial role in ensuring that the organization has the right people in the right positions, and that they are equipped with the necessary skills and knowledge to perform their jobs effectively
• Goals of Human Resources

  • Recruitment
  • Training and Development
  • Employee Relations
  • Performance Management
• HR Planning


  Refers to a process by which the company identifies the number of jobs vacant, whether the company has excess staff or shortage of staff and to deal with this excess or shortage
• Job Analysis


  A systematic process of collecting the information on nature of a job, qualities and qualifications required to a job, physical and mental capabilities to required to a job, duties and responsibilities, physical and mental effort required to perform a job, necessary skills required to perform a job, working conditions and environment for a job, in order to describe job description and job specification, for recruitment and selection of employee, improve job satisfaction, employee safety and to build up employee motivation etc.
• Recruitment


  Activity to find people who like to join organisation. In other words it is the process of inviting candidates for applying to job through various modes in which organisation asks for. Selection takes place only after inviting candidates.
• Selection


  Process of putting right people on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people.
• Performance Management


  Involves setting performance goals, monitoring employee progress, and providing feedback to help employees improve their performance
• Compensation and Benefits


  HRM is responsible for designing and administering compensation and benefits packages that are competitive and attractive to employees
• Employee Relations


  HRM manages employee relations, including conflict resolution, grievance handling, and labor relations
• Health and Safety


  HRM ensures that the workplace is safe and that employees are aware of and follow safety procedures
• Motivation, Welfare, and Health


  HRM plays a crucial role in motivating employees and providing them with a supportive work environment
• Various Processes in HRM

  • Human Resource Planning
  • Recruitment
  • Selection
  • Hiring
  • Onboarding
  • Training and Development
  • Employee Relations
  • Performance Management
  • Compensation and Benefits Administration
  • Retention
  • Offboarding
• Training


  A planned effort by an organization to facilitate the systematic acquisition of skills, rules, concepts or attitudes that result in improved performance.