[英文版]人力资源管理概论-Job Analysis(ppt 38页)

©2005PrenticeHallInc.Allrightsreserved.PowerPointPresentationbyCharlieCookTheUniversityofWestAlabamatentheditionGaryDesslerPart2RecruitmentandPlacementChapter4来自中国最大的资料库下载©2005PrenticeHallInc.Allrightsreserved.4–2TheNatureofJobAnalysisJobanalysis–Theprocedurefordeterminingthedutiesandskillrequirementsofajobandthekindofpersonwhoshouldbehiredforit.Jobdescription–Alistofajob’sduties,responsibilities,reportingrelationships,workingconditions,andsupervisoryresponsibilities—oneproductofajobanalysis.Jobspecifications–Alistofajob’s“humanrequirements,”thatis,therequisiteeducation,skills,personality,andsoon—anotherproductofajobanalysis.来自中国最大的资料库下载©2005PrenticeHallInc.Allrightsreserved.4–3TypesofInformationCollectedWorkactivitiesHumanbehaviorsMachines,tools,equipment,andworkaidsPerformancestandardsJobcontextHumanrequirements来自中国最大的资料库下载©2005PrenticeHallInc.Allrightsreserved.4–4UsesofJobAnalysisInformationRecruitmentandSelectionCompensationPerformanceAppraisalTrainingDiscoveringUnassignedDutiesEEOCompliance来自中国最大的资料库下载©2005PrenticeHallInc.Allrightsreserved.4–5UsesofJobAnalysisInformationFigure4–1来自中国最大的资料库下载©2005PrenticeHallInc.Allrightsreserved.4–6StepsinJobAnalysisStep1:Decidehowyou’llusetheinformation.Step2:Reviewrelevantbackgroundinformation.Step3:Selectrepresentativepositions.Step4:Actuallyanalyzethejob.Step5:Verifythejobanalysisinformation.Step6:Developajobdescriptionandjobspecification.来自中国最大的资料库下载©2005PrenticeHallInc.Allrightsreserved.4–7ChartingtheOrganizationOrganizationchart–Achartthatshowstheorganizationwidedistributionofwork,withtitlesofeachpositionandinterconnectinglinesthatshowwhoreportstoandcommunicatestowhom.Processchart–Aworkflowchartthatshowstheflowofinputstoandoutputsfromaparticularjob.来自中国最大的资料库下载©2005PrenticeHallInc.Allrightsreserved.4–8ProcessChartforAnalyzingaJob’sWorkflowFigure4–2来自中国最大的资料库下载©2005PrenticeHallInc.Allrightsreserved.4–9MethodsofCollectingJobAnalysisInformation:TheInterviewInformationsources–Individualemployees–Groupsofemployees–SupervisorswithknowledgeofthejobAdvantages–Quick,directwaytofindoverlookedinformation.Disadvantages–DistortedinformationInterviewformats–Structured(Checklist)–Unstructured来自中国最大的资料库下载©2005PrenticeHallInc.Allrightsreserved.4–10InterviewGuidelinesThejobanalystandsupervisorshouldworktogethertoidentifytheworkerswhoknowthejobbest.Quicklyestablishrapportwiththeinterviewee.Followastructuredguideorchecklist,onethatlistsopen-endedquestionsandprovidesspaceforanswers.Asktheworkertolisthisorherdutiesinorderofimportanceandfrequencyofoccurrence.Aftercompletingtheinterview,reviewandverifythedata.来自中国最大的资料库下载©2005PrenticeHallInc.Allrightsreserved.4–11MethodsofCollectingJobAnalysisInformation:QuestionnairesInformationsource–Haveemployeesfilloutquestionnairestodescribetheirjob-relateddutiesandresponsibilities.Questionnaireformats–Structuredchecklists–Opened-endedquestionsAdvantages–QuickandefficientwaytogatherinformationfromlargenumbersofemployeesDisadvantages–Expenseandtimeconsumedinpreparingandtestingthequestionnaire来自中国最大的资料库下载©2005PrenticeHallInc.Allrightsreserved.4–12MethodsofCollectingJobAnalysisInformation:ObservationInformationsource–Observingandnotingthephysicalactivitiesofemployeesastheygoabouttheirjobs.Advantages–Providesfirst-handinformation–ReducesdistortionofinformationDisadvantages–Timeconsuming–Difficultyincapturingentirejobcycle–Oflittleuseifjobinvolvesahighlevelofmentalactivity.来自中国最大的资料库下载©2005PrenticeHallInc.Allrightsreserved.4–13MethodsofCollectingJobAnalysisInformation:ParticipantDiary/LogsInformationsource–Workerskeepachronologicaldiary/logofwhattheydoandthetimespentineachactivity.Advantages–Producesamorecompletepictureofthejob–EmployeeparticipationDisadvantages–Distortionofinformation–Dependsuponemployeestoaccuratelyrecalltheiractivities来自中国最大的资料库下载©2005PrenticeHallInc.Allrightsreserved.4–14QuantitativeJobAnalysisTechniquesThepositionanalysisquestionnaire(PAQ)–Aquestionnaireusedtocollectquantifiabledataconcerningthedutiesandresponsibilitiesofvariousjobs.TheDepartmentofLabor(DOL)procedure–Astandardizedmethodbywhichdifferentjobscanbequantitativelyrated,classified,andcompared.Functionaljobanalysis–Takesintoaccounttheextenttowhichinstructions,reasoning,judgment,andmathematicalandverbalabilityarenecessaryforperformingjobtasks.来自中国最大的资料库下载©2005PrenticeHallInc.Allrightsreserved.4–15SampleReportBasedonDepartmentofLaborJobAnalysisTechniqueFigure4–6来自中国最大的资料库下载©2005PrenticeHallInc.Allrightsreserved.4–16WritingJobDescriptionsAjobdescription–Awrittenstatementofwhattheworkeractuallydoes,howheorshedoesit,andwhatthejob’sworkingconditionsare.Sectionsofatypicaljobdescription–Jobidentification–Jobsummary–Responsibilitiesandduties–Authorityofincumbent–Standardsofperformance–Workingconditions–Jobspecifications来自中国最大的资料