human resource mgmt ch 02- dr. t

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Lecture 2Lecture 2

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D efinition of WorkforceD efinition of Workforce

PlanningPlanningMaking sure individuals with theMaking sure individuals with the

right skills sets are where theyright skills sets are where theyneed to be at the right time toneed to be at the right time tomeet current and future needsmeet current and future needs

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Importance of Importance of

Workforce PlanningWorkforce PlanningCompetitive AdvantageCompetitive Advantage

rightright number of number of employeesemployeesrightright skillskill setssets

Excess staff and requirements createsExcess staff and requirements createsinefficiencyinefficiency of financial resourcesof financial resourcesCompany¶s effectiveness directly affectedCompany¶s effectiveness directly affectedbyby qualityquality of workforce planning decisionsof workforce planning decisions

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D emand, Supply, Shortage,D emand, Supply, Shortage,

SurplusSurplusLabor demand Labor demand² ² number and types of number and types of employees the company needsemployees the company needsLabor supply Labor supply² ² current or potential employeescurrent or potential employees

to perform jobsto perform jobsLabor shortageLabor shortage²² when demand for labor when demand for labor exceeds available supplyexceeds available supplyLabor surplusLabor surplus² ² when supply of labor iswhen supply of labor isgreater thangreater than

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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallCopyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

Framework for Framework for Workforce PlanningWorkforce Planning

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J obJ ob D esign and J obD esign and J ob

Analysis Analysis

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Learning ObjectivesLearning Objectives1.1. ExplainExplain the importance of jobthe importance of job design and analysisdesign and analysis and and

identifyidentify howhow to analyze jobs in the hospitality industryto analyze jobs in the hospitality industry

2.2. D escribe how the results of job analysis are used inD escribe how the results of job analysis are used in

job descriptions and job specifications job descriptions and job specifications3.3. Explain the function of job design, and describe howExplain the function of job design, and describe how

managers apply techniques of jobmanagers apply techniques of job designdesign4.4. D escribe how managers use efficiency and motivationalD escribe how managers use efficiency and motivational

approaches to design jobsapproaches to design jobs5.5. Explain the tradeExplain the trade- -offs between the efficiency andoffs between the efficiency and

motivational job design approachesmotivational job design approaches

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JOB DESIGNJOB DESIGN

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J ob D esignJ ob D esignD etermining the tasks andD etermining the tasks and

responsibilities that employees inresponsibilities that employees ina particular job are expected toa particular job are expected to

perform as well as how they needperform as well as how they needto interact with their coworkers toto interact with their coworkers to

realize those contributionsrealize those contributions

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J ob D esignJ ob D esign

D etermine jobD etermine job tasks andtasks and responsibilitiesresponsibilitiesMust consider Must consider: :

Which tasks should be emphasizedWhich tasks should be emphasizedHow simple or complex are these tasksHow simple or complex are these tasksHow many tasks can employees performHow many tasks can employees perform

How much flexibility is given to employeesHow much flexibility is given to employees

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J ob AnalysisJ ob Analysis

systematically identifying tasks,systematically identifying tasks,duties and responsibilitiesduties and responsibilities

expected to be performed in a jobexpected to be performed in a joband the knowledge, skills andand the knowledge, skills andabilities (KSAs) required to beabilities (KSAs) required to be

successful in the jobsuccessful in the job

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J ob AnalysisJ ob Analysis

I nformation from the Job Analysis is then used toI nformation from the Job Analysis is then used towritewriteJob DescriptionJob Description

writtenwritten summaries of the specificsummaries of the specific tasks,tasks,responsibilities, and working conditions of a job andresponsibilities, and working conditions of a job andinclude a list of the job specificationinclude a list of the job specificationJobJob SpecificationsSpecifications

competenciescompetencies required by a jobholder to be able to performrequired by a jobholder to be able to performthe job successfullythe job successfully

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J ob D esignJ ob D esign

GoalGoalEnhance company performanceEnhance company performance

ChallengeChallengeWhat tasks and responsibilities need to beWhat tasks and responsibilities need to beperformed in each job to maximize theperformed in each job to maximize thecompany¶s successcompany¶s success

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Efficiency Approaches to J obEfficiency Approaches to J obD

esignD

esignTime and MotionTime and Motion

J ob SpecializationJ ob Specialization

J ob SimplificationJ ob Simplification

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EfficiencyEfficiency Approach Approach ± ± Time andTime andMotionMotion

Scientific management pioneered by FrederickScientific management pioneered by FrederickTaylor in 1911 sought to maximizeTaylor in 1911 sought to maximize efficiencyefficiency

Emphasized standardization of productionEmphasized standardization of productionprocessesprocesses

Time and motion studiesTime and motion studies conductedconducted

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Efficiency ApproachEfficiency Approach ± ± J obJ ob

SpecializationSpecializationJ ob specialization focused on breakingJ ob specialization focused on breaking

jobs down into core elements jobs down into core elements

Repetition increased skill and speedRepetition increased skill and speed

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EfficiencyEfficiency Approach Approach ± ± J obJ ob

SimplificationSimplificationJ ob simplification removed decisionJ ob simplification removed decision- -makingmakingauthority from employees and placed it with aauthority from employees and placed it with asupervisor supervisor Training requirements were reducedTraining requirements were reducedLack of complexity and variety in jobs led toLack of complexity and variety in jobs led to

boredom, fatigue, and diminished satisfactionboredom, fatigue, and diminished satisfaction

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Motivational Approaches to J obMotivational Approaches to J obD

esignD

esignMaximized employee¶s drive to work asMaximized employee¶s drive to work ashard as possiblehard as possible

Focused on making jobs more interesting,Focused on making jobs more interesting,challenging and complexchallenging and complex

J ob Characteristics ModelJ ob Characteristics Model

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MotivationalMotivational Approach to J ob Approach to J ob

Characteristics ModelCharacteristics ModelJob Characteristics Model Job Characteristics Model² ² identifiedidentified 5 job5 jobdimensions and 3 psychological states thatdimensions and 3 psychological states thataffect motivation andaffect motivation and satisfaction (page 90)satisfaction (page 90)

G rowthG rowth Need StrengthNeed Strength ²² extentextent to whichto which individualsindividualsfeel the needfeel the need to learn and beto learn and be challenged, a need tochallenged, a need todevelop their skills beyond where they currently aredevelop their skills beyond where they currently areand a strong need for accomplishmentand a strong need for accomplishment

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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallCopyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

J ob Characteristics ModelJ ob Characteristics Model

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Motivation and SatisfactionMotivation and Satisfaction

Methods throughJ

obD

esignMethods throughJ

obD

esign1/Change the tasks that employees1/Change the tasks that employeesperformperform

2/Provide employees with more2/Provide employees with moreresponsibilities or authority regarding theresponsibilities or authority regarding theperformance of their jobsperformance of their jobs

3/Restructure the work environment to3/Restructure the work environment toinclude teamsinclude teams

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J ob D esignJ ob D esign ± ± Motivation andMotivation and

Satisfaction TechniquesSatisfaction Techniques1/Change job tasks1/Change job tasks

J ob enlargementJ ob enlargement

Assignment of additional tasks (similar level of Assignment of additional tasks (similar level of difficulty and responsibility) increased volume or difficulty and responsibility) increased volume or varietyvariety

J ob rotationJ ob rotationMoving workers from one job to another, changesMoving workers from one job to another, changesthe tasks, provides opportunities to learn aboutthe tasks, provides opportunities to learn aboutcompany and learn different taskscompany and learn different tasks

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J ob D esignJ ob D esign ± ± Motivation andMotivation and

Satisfaction TechniquesSatisfaction Techniques2/ Increase responsibility2/ Increase responsibility

J ob enrichment (empowerment &J ob enrichment (empowerment &

delegation)delegation)Increase level of responsibility or controlIncrease level of responsibility or controlemployees have in performing the tasks of a jobemployees have in performing the tasks of a job

ParticipationParticipation - - decisionsdecisionsVoiceVoice ± ± communication channels for communication channels for concerns and complaintsconcerns and complaints

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J ob D escriptionJ ob D escription

Written summary of the specific tasks,Written summary of the specific tasks,responsibilities, and working conditions of responsibilities, and working conditions of a joba job

FormatFormatJ ob titleJ ob titleJ ob identification sectionJ ob identification section

Essential duties and responsibilitiesEssential duties and responsibilitiesTasks,Tasks, behaviorsbehaviors & responsibilities& responsibilities

J ob specification sectionJ ob specification sectionRequirements for job successRequirements for job success ± ± what is required (KSA)what is required (KSA)

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J ob SpecificationJ ob Specification

Part of J ob D escriptionPart of J ob D escription

D escription of the competenciesD escription of the competencies ± ± thetheknowledge, skills and abilities or other talentsknowledge, skills and abilities or other talents ± ± that a jobholder must have in order tothat a jobholder must have in order toperform the job successfullyperform the job successfully

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U ses of the J ob D escriptionU ses of the J ob D escription

RecruitingRecruiting

SelectionSelection

OrientationOrientation

TrainingTraining

Employee evaluationsEmployee evaluations

Promotions and transfersPromotions and transfers

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J ob AnalysisJ ob Analysis

Systematic study of the tasks, duties, andSystematic study of the tasks, duties, andresponsibilities that are expected to beresponsibilities that are expected to beperformed in a single jobperformed in a single jobGoalGoal ± ± attain a clear understanding of attain a clear understanding of what is expected to be performed in eachwhat is expected to be performed in each

job job ( J ob D escription)(J ob D escription) and the specificand the specificcompetencies that are necessary for competencies that are necessary for successful performance of the jobsuccessful performance of the job ( J ob(J obSpecification)Specification)

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Steps in J ob AnalysisSteps in J ob Analysis

SelectSelect job job for analysisfor analysis

D etermine what information to collectD etermine what information to collect

D etermine how to collect the informationD etermine how to collect the information

D etermine who collects the informationD etermine who collects the information

Process the informationProcess the informationWrite jobWrite job descriptiondescription and joband job specificationspecification

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Information Collected for J obInformation Collected for J ob Analysis Analysis

Actual work activities Actual work activities

Tools, equipment, and other necessary workTools, equipment, and other necessary work

aidsaidsJ ob contextJ ob context

Personal characteristicsPersonal characteristics

Behavior requirementsBehavior requirements

Performance standardsPerformance standards

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Collecting J ob Analysis InformationCollecting J ob Analysis Information

ObservationObservation

Perform the jobPerform the jobInterviewsInterviews

Questionnaires and checklistsQuestionnaires and checklists

Critical incidentsCritical incidents

Performance evaluationsPerformance evaluationsD iariesD iaries

Variety of methodsVariety of methods

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O*NETO*NET

Occupational Information Network locatedOccupational Information Network locatedatat www.online.onetcenter.orgwww.online.onetcenter.org

Free source of jobFree source of job informationinformationInformation for more than 800 occupationsInformation for more than 800 occupationsincluding summary of tasks and jobincluding summary of tasks and job

specificationsspecifications

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J ob Analysis TechniquesJ ob Analysis Techniques

Standardized approach:Standardized approach:U se a single instrument (questionnaire or U se a single instrument (questionnaire or

O*NET) to collect dataO*NET) to collect dataU se Functional J ob Analysis (U se Functional J ob Analysis (F J A) toFJ A) tocompare tasks related to data, people, andcompare tasks related to data, people, andthingsthings

U se Position Analysis Questionnaire (PAQ)U se Position Analysis Questionnaire (PAQ)which is a standardized survey measuringwhich is a standardized survey measuringwork related behaviorswork related behaviors needed to perform jobneeded to perform job

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J ob Analysis TechniquesJ ob Analysis Techniques

Customized approach:Customized approach:Critical incidents approach focuses on specificCritical incidents approach focuses on specificdescriptions of work activities that distinguishdescriptions of work activities that distinguish

good from poor performancegood from poor performanceTask inventory approach focuses on collectingTask inventory approach focuses on collectinginformation to identify tasks needed toinformation to identify tasks needed tosuccessfully perform thesuccessfully perform the job job

J ob element approach focuses on analyzingJ ob element approach focuses on analyzingemployee competencies rather than on tasks toemployee competencies rather than on tasks tobe performedbe performed

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Employee ImpactEmployee Impact

Employee stress may result from unclearlyEmployee stress may result from unclearlydefined rolesdefined roles

R ole overload R ole overload²² too many expectations or too many expectations or

demands placed on employeesdemands placed on employeesR ole underload R ole underload ²² having too fewhaving too fewexpectations or demandsexpectations or demandsR ole ambiguity R ole ambiguity ²² uncertainty about dailyuncertainty about dailytasks expected and how to perform themtasks expected and how to perform themR ole Conflict R ole Conflict ²² tension caused bytension caused byincompatible or contradictory demandsincompatible or contradictory demands

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Flexible Work ArrangementsFlexible Work Arrangements

F lextimeF lextime ²² employees choose startingemployees choose startingand/or and/or endingending timetime

Compressed workweek Compressed workweek ²²

reduce number reduce number of of days worked (four 10days worked (four 10- -hour days)hour days)Job sharing Job sharing ²² two employees work parttwo employees work part

timetime to complete a single job responsibilitiesto complete a single job responsibilitiesMay be effective in attracting and retainingMay be effective in attracting and retainingworkers and facilitate work/family balanceworkers and facilitate work/family balance

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J ob D esign and StressJ ob D esign and Stress

Survey of most stressful jobs foundSurvey of most stressful jobs foundparamedics, teachers and social workers hadparamedics, teachers and social workers hadmost stressmost stress

40% of employees claim jobs are ³extremely40% of employees claim jobs are ³extremelystressful´stressful´Reasons included heavy workload, infrequentReasons included heavy workload, infrequentbreaks, long hours, routine work with littlebreaks, long hours, routine work with littlemeaning or uncertain expectations, lack of meaning or uncertain expectations, lack of controlcontrol

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ForecastingForecasting

RecordsRecordsEconomic indicatorsEconomic indicators

More???More???

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SummarySummary