人力资源管理PPT

©2003PrenticeHall.Inc.3-1Instructorpresentationquestions:[e-mail]RecruitmentandPlacement©2003PrenticeHall.Inc.3-2ChapterOutlineI.TheNatureofJobAnalysisJobAnalysisDefinedUsesofJobAnalysisInformationStepsinJobAnalysisII.MethodsofCollectingJobAnalysisInformationIntroductionTheInterviewQuestionnaireObservationParticipantDiary/LogsUsingMultipleSourcesofInformationClassExercise©2003PrenticeHall.Inc.3-3ChapterOutline(tobecoverednextclass)III.WritingJobDescriptionsJobIdentificationJobSummaryRelationshipsResponsibilitiesandDutiesStandardsofPerformanceWorkingConditionsandPhysicalEnvironmentIV.WritingJobSpecificsSpecificationsforTrainedVersusUntrainedPersonnelJobSpecificationsBasedonJudgmentJobSpecificationsBasedonStatisticalAnalysisV.JobAnalysisina“Jobless”WorldFromSpecializedtoEnlargedJobsWhyManagersareDe-jobbingTheirCompanies©2003PrenticeHall.Inc.3-4Part1:TheNatureofJobAnalysisJobanalysisdefinedUsesofjobanalysisinformationStepsinjobanalysis©2003PrenticeHall.Inc.3-5JobAnalysis–Whatisitandhowisitused?Theprocedurefordeterminingthedutiesandskillrequirementsofajobandthekindofpersonwhoshouldbehiredforit.Checkthis“A+”siteoutandlistsomeofthepurposesforwhichjobanalysisisused.©2003PrenticeHall.Inc.3-6WhatInformationdoICollect?WorkactivitiesHumanbehaviorsMachines,tools,equipmentandworkaidsPerformancestandardsJobcontext(Environment)Humanrequirements©2003PrenticeHall.Inc.3-7WorkactivitiesCleaningSellingTeachingPaintingHow,whyandwhentheactivitiesareperformed©2003PrenticeHall.Inc.3-8HumanbehaviorsSensingCommunicatingDecidingWriting©2003PrenticeHall.Inc.3-9Machines,Tools,Equipment,WorkAidsEquipmentusedMaterialsprocessedKnowledgedealtwithorappliedServicesrendered©2003PrenticeHall.Inc.3-10PerformanceStandardsInformationaboutthejob’sperformancestandardsintermsofqualityorquantity).Thesestandardswillbeusedwhenappraisingemployees.©2003PrenticeHall.Inc.3-11JobContext(Environment)PhysicalworkingconditionsWorkscheduleOrganizationalcontextSocialcontext(thenumberofpeoplewithwhomtheemployeewouldnormallyinteract)©2003PrenticeHall.Inc.3-12HumanRequirementsJob-relatedknowledgeandskillsEducationTrainingWorkexperiencePersonalattributesAptitudesPhysicalcharacteristicsPersonalityInterests©2003PrenticeHall.Inc.3-13UsesofJobAnalysisInformationJobAnalysisRecruitingandSelectionDecisionsPerformanceAppraisalJobEvaluation—WageandSalaryDecisions(Compensation)TrainingRequirementsJobDescriptionandJobSpecificationFigure3-1©2003PrenticeHall.Inc.3-14UsesofJobAnalysisInformationRecruitmentandselectionCompensationPerformanceAppraisalTrainingDiscoveringunassignedduties©2003PrenticeHall.Inc.3-15RecruitmentandSelectionJobanalysisprovidesinformationaboutwhatthejobentailsandthehumancharacteristicsrequiredtoperformtheseactivities.Thisinformationaidsmanagementtodecideandselectthemostsuitablepersontohire.©2003PrenticeHall.Inc.3-16CompensationJobanalysisincludesdetailsaboutthejobsrequiredskills&educationallevel,workenvironment,degreeofresponsibility..etc.Thesearethebasisuponwhichthejobvalue&itsappropriatecompensationareset.Relativejobworth©2003PrenticeHall.Inc.3-17PerformanceAppraisalJobanalysisincludesinformationaboutthejobsperformancestandardsPerformanceappraisalcomparedemployeesactualperformanceagainstthesestandards.©2003PrenticeHall.Inc.3-18TrainingThejobdescriptionshouldshowtheactivitiesandskills—andthereforethetraining—thatthejobrequires.©2003PrenticeHall.Inc.3-19DiscoveringUnassignedDutiesJobanalysiscanalsohelprevealunassignedduties.©2003PrenticeHall.Inc.3-20StepsinJobAnalysis1.Decidehowtousetheinformation2.Reviewrelevantbackgroundinformation3.Selectrepresentativepositions4.Conducttheanalysis5.Verifywiththeworkerandsupervisor6.Developajobdescriptionandjobspecification(twotangibleoutputsofjobanalysis)©2003PrenticeHall.Inc.3-21©2003PrenticeHall.Inc.3-22Part2:MethodsofCollectingJobAnalysisInformationTheinterviewQuestionnaireObservationParticipantdiary/logsMultiplesourcesofinformation©2003PrenticeHall.Inc.3-23CollectingJobAnalysisInformationJointeffortbetweenHR,theworkerandthesupervisor©2003PrenticeHall.Inc.3-24EmployeesmaybeConcernedBecauseof–ResistancetochangePossiblechangestojobdutiesChangestopayLackoftrustofconsequences©2003PrenticeHall.Inc.3-25WidelyUsed:TheInterviewIndividualinterviewswitheachemployeeGroupinterviewswithgroupsofemployeeswhohavethesamejobSupervisorinterviewswithoneormoresupervisorswhoknowthejob.©2003PrenticeHall.Inc.3-26SampleInterviewQuestionsWhatisthejobbeingperformed?Whatarethemajordutiesofyourposition?Whatexactlydoyoudo?Whatphysicallocationsdoyouworkin?Whataretheeducation,experience,skill,and[whereapplicable]certificationandlicensingrequirements?Inwhatactivitiesdoyouparticipate?Whatarethejob’sresponsibilitiesandduties?©2003PrenticeHall.Inc.3-27SampleInterviewQuestions(continued)Whatarethebasicaccountabilitiesorperformancestandardsthattypifyyourwork?Whatareyourresponsibilities?Whataretheenvironmentalandworkingconditionsinvolved?Whatarethejob’sp