MGT 361 Chapter 5 notes
MGT 361 Chapter 5 notes MGT 361
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This 3 page Class Notes was uploaded by Kimberly Scott on Tuesday February 9, 2016. The Class Notes belongs to MGT 361 at a university taught by Mr. Pendel in Spring 2016. Since its upload, it has received 48 views.
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Date Created: 02/09/16
MGT 361 Chapter 5 notes Nondiscrimination: Job analysis is used to document decisions and to protect against unfair treatment claims in selection and promotion decisions. Americans with Disabilities Act of 1990: The act made it unlawful to discriminate against qualified individuals who have a disability. o Disability: physical or mental impairment that substantially limits one or more major life activities o A person is qualified if he or she can perform the essential functions of a job with reasonable accommodation. Terms: need to know, page 156 Position: activities carried out by any single person Job: positions that are functionally interchangeable Occupation: a group of jobs that involve similar work and require similar competencies, training and credentials. Job analysis: a systematic process of describing and recording information about job behaviors, activities, and work specifications Purposes of a job Major duties or activities required Conditions under which jobs are performed Competencies *There are at least 15 major job analysis approaches. Competency: a measurable pattern of knowledge, skill, abilities, behaviors, and other characteristics that someone needs to perform work roles successfully. Job description: written document that should include: Job title Department/division Job summary Date analyzed Supervision Job context *We don’t put salary on a job description because it could discourage someone from applying. They mainly don’t put salary on it because it is flexible. (Offer more money to people they want more). Example of a job description-exhibit 5.4 As an employee, you need to know what it is you’re dealing with on a daily basis. YOU are responsible for your career Sources of information: 1. Job incumbents a. May inflate difficulty of job 2. Line managers a. May or may not observe directly, have “big picture” 3. Customers a. May have strategic information 4. Trained job analysts a. Use diverse sources, don’t see all aspects Methods of collecting information: 1. Observations a. Work sampling b. May be intrusive 2. Individual and group interviews 3. Questionnaires Ergonomic analysis Aims to minimize stress and fatigue at work Focuses on how job tasks affect physical movements and physiological responses O*Net Page 164 Position analysis questionnaire 6 divisions Trends inconsistent with traditional job analysis: Increased job sharing Decreased job specialization Work teams Why is job anal needed? Legal compliance To support strategic change To build integrated HRM systems *Focus on what role you play rather that the job you have Flexibility: From job anal to role anal that emphasizes results over procedures Teamwork: in team based cultures, competency models helps in identifying core competencies and behaviors that are similar across all jobs.
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