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    HRM - The Analysis and Design of Work

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    Jerome Timola
    The document discusses analyzing and designing work through work flow analysis. It covers identifying work outputs, processes, and inputs. It also discusses organizing work through centralization, departmentalization, and job analysis. Job analysis identifies the tasks, duties, responsibilities, knowledge, skills, and abilities required for a job. Human resource planning and recruitment processes are also summarized, including forecasting needs, setting goals, implementation, and evaluation. Internal and external recruitment sources are compared.

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    HRM - The Analysis and Design of Work

    Uploaded by

    Jerome Timola
    91 views29 pages
    The document discusses analyzing and designing work through work flow analysis. It covers identifying work outputs, processes, and inputs. It also discusses organizing work through centralization, departmentalization, and job analysis. Job analysis identifies the tasks, duties, responsibilities, knowledge, skills, and abilities required for a job. Human resource planning and recruitment processes are also summarized, including forecasting needs, setting goals, implementation, and evaluation. Internal and external recruitment sources are compared.

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    The document discusses analyzing and designing work through work flow analysis. It covers identifying work outputs, processes, and inputs. It also discusses organizing work through centralization, departmentalization, and job analysis. Job analysis identifies the tasks, duties, responsibilities, knowledge, skills, and abilities required for a job. Human resource planning and recruitment processes are also summarized, including forecasting needs, setting goals, implementation, and evaluation. Internal and external recruitment sources are compared.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    91 views29 pages

    HRM - The Analysis and Design of Work

    Uploaded by

    Jerome Timola
    The document discusses analyzing and designing work through work flow analysis. It covers identifying work outputs, processes, and inputs. It also discusses organizing work through centralization, departmentalization, and job analysis. Job analysis identifies the tasks, duties, responsibilities, knowledge, skills, and abilities required for a job. Human resource planning and recruitment processes are also summarized, including forecasting needs, setting goals, implementation, and evaluation. Internal and external recruitment sources are compared.

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    J

    The Analysis and


    Design of Work

    DR. JULIE ANN G. GONO CRUZ


    How do you think a
    specific employee's work is
    identified?
    WORK FLOW DESIGN
    the process of analyzing the tasks necessary for the
    production of a product or service, prior to
    allocating and assigning these tasks to a particular
    job category or person.

    WORK-FLOW ANALYSIS
    All organizations need to identify the
    outputs of work, to specify the quality and
    quantity standards for those outputs, and to
    analyze the processes and inputs necessary
    for producing outputs that meet the quality
    standards.
    Analyzing Work Outputs
    Every work unit—whether a department, team, or
    individual—seeks to produce some output that
    others can use.

    Analyzing Work Processes


    the activities that members of a work unit
    engage in to produce a given output.
    Every process consists of operating
    procedures that specify how things
    should be done at each stage of the
    development of the product.
    Analyzing Work Inputs
    The final stage in work-flow analysis is to
    identify the inputs used in the development
    of the work unit‘s product.
    These inputs can be broken down into the
    raw materials, equipment, and human skills
    needed to perform the tasks. Raw materials
    consist of the materials that will be
    converted into the work unit‘s product.
    Organizations that try to increase efficiency
    via lean production techniques often try to
    minimize the stockpile of inputs via ―just-
    in-time‖ inventory control procedures
    ORGANIZATION STRUCTURE
    Two of the most critical dimensions of
    organizational structure are centralization
    and departmentalization

    Centralization - refers to the degree to


    which decision-making authority resides at
    the top of the organizational chart as
    opposed to being distributed throughout
    lower levels

    Departmentalization - refers to the degree


    to which work units are grouped based on
    functional similarity or similarity of
    workflow.
    JOB ANALYSIS
    Refers to the process of getting detailed
    information about jobs. It is important for
    organizations to understand and match job
    requirements and people to achieve high-quality
    performance. This is particularly true in today‘s
    competitive marketplace.

    It is the building block of everything that human


    resource managers do. Almost every human
    resource management program requires some
    type of information that is gleaned from job
    analysis: selection, performance appraisal,
    training and development, job evaluation, career
    planning, work redesign, and human resource
    planning.
    Work Redesign
    Often a firm will seek to redesign work to make it more
    efficient or effective. To redesign the work, detailed
    information about the existing job(s) must be available. In
    addition, redesigning a job will, in fact, be similar to
    analyzing a job that does not yet exist.

    Human Resource Planning

    Requires accurate information about the


    levels of skill required in various jobs to ensure
    that enough individuals are available in the
    organization to meet the human resource
    needs of the strategic plan.
    Selection
    identifies the most qualified applicants for
    employment. To identify which applicants are most
    qualified, it is first necessary to determine the tasks
    that will be performed by the individual hired and the
    knowledge, skills, and abilities the individual must have
    to perform the job effectively. This information is
    gained through job analysis.

    Training
    all require the trainer to have identified the tasks
    performed in the job to ensure that the training will
    prepare individuals to perform their jobs effectively.
    Performance Appraisal
    Deals with getting information about how well each
    employee is performing in order to reward those who are
    effective, improve the performance of those who are
    ineffective or provide a written justification for why the
    poor performer should be disciplined.

    Career Planning
    Entails matching an individual‘s skills and
    aspirations with opportunities that are or may
    become available in the organization.
    Job Evaluation
    The process of job evaluation involves assessing
    the relative dollar value of each job to the
    organization to set up internally equitable pay
    structures.
    What is the
    Importance
    of Job
    Analysis?
    IMPORTANCE OF JOB ANALYSIS
    1. Managers must have detailed information
    about all the jobs in their workgroup to
    understand the workflow process.
    2. Managers need to understand the job
    requirements to make intelligent hiring
    decisions.
    3. A manager is responsible for ensuring that
    each individual is performing satisfactorily
    (or better).
    4. It is also the manager‘s responsibility to
    ensure that the work is being done safely
    Job Description- A list of the tasks, duties, and
    responsibilities (TDRs) that a job entails.
    Job Specification
    is a list of the knowledge, skills, abilities, and
    other characteristics (KSAOs) that an
    individual must have to perform the 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.
    Ability refers to a more general enduring
    capability that an individual possesses.
    Other characteristics might be personality
    traits such as one‘s achievement motivation
    or persistence.
    Position Analysis Questionnaire (PAQ)
    We lead this section off with the PAQ because this is one of the
    broadest and most well-researched instruments for analyzing jobs.
    1. Information input—Where and how a worker gets the information
    needed to perform the job.
    2. Mental processes—The reasoning, decision making, planning, and
    information processing activities that are involved in performing
    the job.
    3. Work output—The physical activities, tools, and devices used by
    the worker to perform the job.
    4. Relationships with other persons—The relationships with other
    people required in performing the job.
    5. Job context—The physical and social contexts where the work is
    performed.
    6. Other characteristics—The activities, conditions, and
    characteristics other than those previously described that are
    relevant to the job.
    January 8, 2022

    Human Resource Planning


    and Recruitment

    DR. JULIE ANN G. GONO CRUZ


    HUMAN RESOUCE PLANNING PROCESS
    1. FORECASTING
    The attempts to determine the supply of and demand for various types of human
    resources to predict areas within the organization where there will be future labor
    shortages or surpluses.
    The primary goal is to predict areas within the organization where there will be
    future labor shortages or surpluses.
    HUMAN RESOUCE PLANNING PROCESS
    2. GOAL SETTING AND STRATEGIC PLANNING
    The purpose of setting specific quantitative goals is to focus attention on the
    problem and provide a benchmark for determining the relative success of any
    programs aimed at redressing a pending labor shortage or surplus. The goals
    should come directly from the analysis of labor supply and demand and should
    include a specific figure for what should happen with the job category or skill
    area and a specific timetable for when results should be achieved.
    HUMAN RESOUCE PLANNING PROCESS
    2. GOAL SETTING AND STRATEGIC PLANNING
    2. GOAL SETTING AND STRATEGIC PLANNING
    Downsizing - The planned elimination of large numbers of personnel
    designed to enhance organizational effectiveness.
    Early Retirement Programs and Buyouts - To improve the health of
    older people in general, in combination with decreased physical
    labor. This option is attractive for many workers
    Employing Temporary Workers -afforded firms the flexibility needed
    to operate efficiently in the face of swings in the demand for goods
    and services.
    Outsourcing - a logical choice when a firm simply does not have
    certain expertise and is not willing to invest time and effort into
    developing it.
    Offshoring -A special case of outsourcing where the jobs that move
    actually leave one country and go to another.
    Altering Pay and Hours - Companies facing a shortage of labor may
    be reluctant to hire new full-time or part-time employees.
    HUMAN RESOUCE PLANNING PROCESS
    3. PROGRAM IMPLEMENTATION

    The programs developed in the strategic-choice stage of the process


    are put into practice in the program-implementation stage. A critical
    aspect of program implementation is to make sure that some
    individual is held accountable for achieving the stated goals and has
    the necessary authority and resources to accomplish this goal. It is
    also important to have regular progress reports on the
    implementation to be sure that all programs are in place by specified
    times and that the early returns from these programs are in line with
    projections.

    4. EVALUATE THE RESULT


    Human Resource Recruitment
    The goal of the recruiting is not simply to generate large
    numbers of applicants. If the process generates a sea of
    unqualified applicants, the organization will incur great
    expense in personnel selection, but few vacancies will
    actually be filled. This problem of generating too many
    applicants is often promulgated by the use of wide-
    reaching technologies like the Internet to reach people.

    PERSONNEL POLICIES

    generic term we use to refer to organizational decisions that


    affect the nature of the vacancies for which people are
    recruited. If the research on recruitment makes one thing
    clear, it is that characteristics of the vacancy are more
    important than recruiters or recruiting sources when it
    comes to predicting job choice.
    Which is better
    External or Internal
    Recruitment?

    Recruitment Sources

    1. Internal Hiring
    2. Referrals
    3. Advertisements in Newspapers and
    Periodicals
    4. Electronic Recruiting
    5. Public and Private Employment Agencies
    6. Colleges and Universities
    7. Walk-in
    Evaluating the Quality of a Source

    There are few rules about the quality of a given source for a given
    vacancy, it is generally a good idea for employers to monitor the
    quality of all their recruitment sources. One means of accomplishing
    this is to develop and compare yield ratios for each source.
    Recruiters
    it is the recruiter‘s job to sell them on a vacancy, some applicants
    may discount what the recruiter says relative to what they have
    heard from other sources (like friends, magazine articles, and
    professors).
    Recruiter’s Functional Area. Most organizations must choose whether
    their recruiters are specialists in human resources or experts at
    particular jobs (supervisors or job incumbents).
    Recruiter’s Traits. Two traits stand out when applicants‘ reactions to
    recruiters are examined. The first, which could be called ―warmth,‖
    reflects the degree to which the recruiter seems to care about the
    applicant and is enthusiastic about her potential to contribute to the
    company. The second characteristic could be called
    ―informativeness.
    Recruiter’s Realism. The recruiter‘s job is to attract candidates, there
    is some pressure to exaggerate the positive features of the vacancy
    while downplaying the negative features.
    RECRUITMENT METRICS
    1. Time to fill
    2. Time to hire
    3. Source of hire
    4. First-year attrition
    5. Quality of hire
    6. Hiring Manager satisfaction
    7. Candidate job satisfaction
    8. Applicants per opening
    9. Selection ratio
    10. Cost per hire
    11. Candidate experience
    12. Offer acceptance rate
    13. % of open positions
    14. Application completion rate
    15. Recruitment funnel effectiveness
    16. Sourcing channel effectiveness
    17. Sourcing channel cost
    18. Cost of getting to Optimum Productivity Level (OPL)
    19. Time to productivity
    Questions???

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