[人力资源管理].Human.Resource.Management_Chapter3

[人力资源管理].Human.Resource.Management

[人力资源管理].Human.Resource.Management

Chapter

61. 2. 3. 4. 5. 6. 7. 8.

Training EmployeesWhat Do I Need to Know? Discuss how to link training programs to organizational needs. Explain how to assess the need for training. Explain how to assess employees’ readiness for training. Describe how to plan an effective training program. Compare widely used training methods. Summarize how to implement a successful training program. Evaluate the success of a training program. Describe training methods for employee orientation and persity management.

C H A P T E R

Analyzing Work and Designing Jobs

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Software Human Resource CouncilThe Software Human Resource Council (SHRC) is a nonprofit council established to address the human resource needs of the Canadian software sector. The SHRC has developed an Occupational Skills Profile Model which is an HR reference for IT occupations that allows comparison of jobs and the identification of competencies required for success © 2005 McGraw-Hill Ryerson Ltd.

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Work Flow in OrganizationsWork flow designThe process of analyzing the tasks necessary for the production of a product or service

JobA set of related duties

PositionThe set of duties performed by one person

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Work Flow Analysis

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Work Flow in OrganizationsTo efficiently produce the desired outputs the organization’s structure brings together people who must collaborate Centralized structureAuthority is concentrated at the top

DecentralizedAuthority spread among many people

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Job AnalysisOrganizations need to understand and match job requirements and people Job Analysis:Process of getting detailed information about jobs Knowledge is needed for:Staffing Training Performance appraisal Other HR functions

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Sample Job Description

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Sample Job Specifications

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Job Descriptions vs. SpecificationsJob DescriptionA list of the tasks, duties, and responsibilities (TDRs) that a particular job entails Focuses on activities

Job SpecificationsA list of the competencies that an inpidual must have to perform a particular job Looks at the required qualities of the person who will perform the work

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Sources of Job InformationIncumbents People who currently hold that position in the organization Provide accurate estimates of time Supervisors should review the information provided by incumbents Identify importance of job duties National Occupational Classification (NOC) provides standardized information about jobs© 2005 McGraw-Hill Ryerson Ltd.

Observers

Government

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Job Analysis MethodsPosition Analysis One of the broadest and most researched Questionnaire instruments for analyzing jobs Information input and mental processes Wo

rk output Relationships with other persons Job context and other characteristics

Task Analysis Inventory

Focuses on the tasks performed in a particular job Several variations exist© 2005 McGraw-Hill Ryerson Ltd.

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Job Analysis MethodsFleishman System The results provide a picture of the competency requirements of a job Survey is based on 52 categories of abilities Uses 7-point scale for each category e.g. written comprehension, deductive reasoning

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Importance of Job AnalysisWork redesign HR Planning

Job Evaluation

Selection

Job AnalysisTraining Performance appraisal

Career planning

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Trends in Job AnalysisBeginning to appreciate the need to analyze jobs in the context of structure and strategy Today’s workplace needs to be adaptable Must detect changes that occur in jobs Need for competency frameworks Competencies the entire organization needs De-jobbing Viewing organizations as having work to be done, rather than jobs held by inpiduals Expanded use of project-based structures© 2005 McGraw-Hill Ryerson Ltd.

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Job DesignJob DesignThe process of defining the way work will be performed and the tasks that a given job requires

Job Re-designChanging an existing job design

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