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What is a Job? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4– Job Job Job Job
Job Requirements ,[object Object],[object Object],[object Object],[object Object],[object Object],4–
Relationship of Job Requirements to Other HRM Functions 4– Job Requirements Recruitment Selection Performance  Appraisal Training and  Development Compensation  Management Determine recruitment qualifications Provide job duties and job specifications for selection process Provide performance criteria for evaluating employees Determine training needs and develop instructional programs Provide basis for determining employee’s rate of pay
Job Analysis ,[object Object],[object Object],[object Object],[object Object],4–
Figure 4 –1  The Process of Job Analysis 4–
Determining Job Requirements 4– ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Nature of:  Job Analysis Job Description Job Specification Basis for:
Job Analysis and Essential Job Functions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–
Performing Job Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–
Gathering Job Information ,[object Object],[object Object],[object Object],[object Object],4–
Controlling the Accuracy of Job Information ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–
O*NET and Job Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–
Popular Approaches to Job Analysis 4– Functional Job Analysis Position Analysis Questionnaire Critical Incident Method HRIS and Job Analysis
Approaches to Job Analysis ,[object Object],[object Object],[object Object],4–
Approaches to Job Analysis (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],4–
Figure 4 –3  A Sample Page from the PAQ 4– Source:   Position Analysis Questionnaire,  copyright 1969, 1989 by Purdue Research Foundation, West Lafayette, Ind. 47907. Reprinted with permission.
Approaches to Job Analysis (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–
Preparing the Job Description 4– Job Analyst Interview Questionnaire Interview Questionnaire Observation Supervisor Employees Combine and reconcile data Tentative draft Final Draft Securing consensus
Key Elements of a Job Description ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–
Job Descriptions ,[object Object],[object Object],[object Object],[object Object],4–
Job Descriptions (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–
Job Descriptions (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–
Job Descriptions (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–
Problems with Job Descriptions ,[object Object],[object Object],[object Object],[object Object],4–
Writing Clear and Specific Job Descriptions ,[object Object],[object Object],[object Object],[object Object],[object Object],4–
Job Design ,[object Object],[object Object],[object Object],[object Object],[object Object],4–
Figure 4 –4  Basis for Job Design 4–
Job Enrichment Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],4–
Job Characteristics ,[object Object],[object Object],4–
Job Characteristics (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],4–
Job Characteristics Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4– ,[object Object],[object Object],[object Object],[object Object]
Employee Empowerment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–
Industrial Engineering Considerations ,[object Object],[object Object],[object Object],[object Object],4–
Designing Work for Group/Team Contributions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–
Figure 4 –6  The Dynamics of Employee Involvement Groups 4– Source:  Adapted from materials prepared by The Family and Relationship Center, 7946 Ivanhoe Avenue, La Jolla, CA 92037.
Employee Teams ,[object Object],[object Object],[object Object],[object Object],4–
Benefits of Employee Teams ,[object Object],[object Object],[object Object],[object Object],[object Object],4–
How To Develop Team Synergy 4– SYNERGY Focus on Quality Acceptance of Member Skills Consensus  Decision Making Disagree Constructively Listen and Clarify Support
Teamwork and Synergy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–
Employee Teams ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–
Forms of Employee Teams ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–
Forms of Employee Teams (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–
Forms of Employee Teams (cont’d) ,[object Object],[object Object],[object Object],[object Object],4–
Characteristics of Successful Teams ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–
Obstacles to Effective Team Function ,[object Object],[object Object],[object Object],[object Object],[object Object],4–
Training Team Members ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–
Flexible Work Schedules ,[object Object],[object Object],[object Object],[object Object],4–
Flexible Work Schedules ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–
Flexible Work Schedules ,[object Object],[object Object],[object Object],[object Object],[object Object],4–
4– Sentry Insurance Company’s Flextime Schedule 6  7  8  9  10  11  12  12:30  1:30  2:30  4:30  5:30 Flextime (arrival) Core Time (everyone present) Flextime (departure) Core Time (everyone present) Lunch HOURS ,[object Object],[object Object]
Flexible Work Schedules ,[object Object],[object Object],[object Object],[object Object],[object Object],4–
Advantages of Telecommuting ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–
Figure 4 –9  Keys for Successful Telecommuting 4– ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source:  Adapted from Barbara Hemphill, “Telecommuting Productivity,”  Occupational Health and Safety  73, no. 3 (March 2004): 16.
Key Terms ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],4–

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Job analysis and design

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  • 3. Relationship of Job Requirements to Other HRM Functions 4– Job Requirements Recruitment Selection Performance Appraisal Training and Development Compensation Management Determine recruitment qualifications Provide job duties and job specifications for selection process Provide performance criteria for evaluating employees Determine training needs and develop instructional programs Provide basis for determining employee’s rate of pay
  • 4.
  • 5. Figure 4 –1 The Process of Job Analysis 4–
  • 6.
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  • 8.
  • 9.
  • 10.
  • 11.
  • 12. Popular Approaches to Job Analysis 4– Functional Job Analysis Position Analysis Questionnaire Critical Incident Method HRIS and Job Analysis
  • 13.
  • 14.
  • 15. Figure 4 –3 A Sample Page from the PAQ 4– Source: Position Analysis Questionnaire, copyright 1969, 1989 by Purdue Research Foundation, West Lafayette, Ind. 47907. Reprinted with permission.
  • 16.
  • 17. Preparing the Job Description 4– Job Analyst Interview Questionnaire Interview Questionnaire Observation Supervisor Employees Combine and reconcile data Tentative draft Final Draft Securing consensus
  • 18.
  • 19.
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  • 22.
  • 23.
  • 24.
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  • 26. Figure 4 –4 Basis for Job Design 4–
  • 27.
  • 28.
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  • 30.
  • 31.
  • 32.
  • 33.
  • 34. Figure 4 –6 The Dynamics of Employee Involvement Groups 4– Source: Adapted from materials prepared by The Family and Relationship Center, 7946 Ivanhoe Avenue, La Jolla, CA 92037.
  • 35.
  • 36.
  • 37. How To Develop Team Synergy 4– SYNERGY Focus on Quality Acceptance of Member Skills Consensus Decision Making Disagree Constructively Listen and Clarify Support
  • 38.
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Notas del editor

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