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Week 3 & Week 4- Chapter 4 Human Resources

by: Laura Notetaker

Week 3 & Week 4- Chapter 4 Human Resources mgmt 3311

Marketplace > University of Texas at El Paso > Business > mgmt 3311 > Week 3 Week 4 Chapter 4 Human Resources
Laura Notetaker
GPA 3.77
Introduction to human resource management
Dr. Laura Guerrero

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About this Document

These are the notes for Chapter 4
Introduction to human resource management
Dr. Laura Guerrero
Class Notes
human resources
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This 6 page Class Notes was uploaded by Laura Notetaker on Friday September 11, 2015. The Class Notes belongs to mgmt 3311 at University of Texas at El Paso taught by Dr. Laura Guerrero in Summer 2015. Since its upload, it has received 32 views. For similar materials see Introduction to human resource management in Business at University of Texas at El Paso.


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Date Created: 09/11/15
Week 3 Notes Talent management represents the heart of human resource management Recruitment what positions to fill Selection build a pool ofjob applications Recruitment Have candidates complete application forms Selection use tests interviews background checks Training decide to whom to make an offer Appraisal orient train and develop employees Career planning appraise employees to assess who they are doing Compensation reward and compensate employees to maintain their motivation Talent management is defined as the goal oriented and integrated process of planning recruitment developing managing and compensating employees The basic job analysis Job analysis is the procedure through which you determine the duties of the company s positions and characteristics of the people to hire them Types of information needed Work activities information about the job s actual work activities Human behavior information about the human behaviors the job requires Machine tools equipment and work aids information regarding tools used materials processed and knowledge dealt with or applied and services rendered Performance standards information about the job s performance standards Job context information about physical working conditions Human requirements information such as knowledge or skills and required personal attributes Job description is a list of what the job entails Job specification is what kind of people to hire for the job The uses ofjob analysis information Recruitment selection information about what duties the job entails and what human characteristics are required to perform these activities EEO compliance job analysis is crucial for validating all major human resources practices Performance appraisal compares each employee s actual performance with his or her duties and performance standards Compensation depends on the job s required skill and education level Week 3 Notes Training job description lists the job s specific duties and requisite skills Conducting a job analysis Step 1 Decide how much you will use the information data collection techniques are good for writing job descriptions Step 2 Review relevant background information is important to understand the job s context Organization charts show the organization wide division of work and where the job fits in the overall organization Process charts provides a detailed picture of the work flow Workflow analysis Is a detailed study of the flow of work from job to job in a work process Flow process charts lists in order each step in the process Business process reengineering means redesigning business processes so that small multifunction teams do the jobs formerly done by a sequence of departments The basic reengineering approach is to Identify a business process to be redesigned Measure the performance of the existing processes Identify opportunities to improve these processes Redesign and implement a new way of doing the work Assign ownership of sets of formerly separate tasks to an individual or team who use new computerized system to support the new arrangement Job enlargement means assigning workers additional same level activities Job rotation means systematically moving workers from one job to another Job enrichment means redesigning jobs in a way that increases the opportunities for the workers to experience feelings of responsibility achievement growth and recognition Proposed by psychologist Frederick Herzberg Step 3 Select representative positions the manager must select a particular position to focus on Step 4 Actually analyze the job Involves greeting each job holder Step 5 Verify the job analysis information with the worker performing the job and with his or her immediate supervisors helps confirm that the information is factually correct and complete and help to gain their acceptance Week 3 Notes Step 6 Develop a job description and job specification job description lists the duties activities and responsibilities of the job and job specification summarizes the personal qualities traits skills and background required for getting the job done Methods for collecting job analysis information The interview it ranges from unstructured to highly structured one containing hundreds of specific items to check off Typical questions Structured interviews it includes questions regarding matters like the general purpose of the job Pros and cons Pros it is quick simple vent frustrations Cons distortion of information Interviewing guidelines Establish rapport with the interviewee Use a structured guide that lists questions and provides space for answers Make sure you don t overlook crucial but infrequently performed activities After the interview review the information with the worker s immediate supervisor and with the interviewee Questionnaires They are structured checklists A questionnaire is quick and efficient way to obtain information form a large number of employees Developing a questionnaire can be time consuming Observation s useful when jobs consist of observable physical activities There might be some reactivity the worker s changing what he or she normally does because you are being watched Participant diarylogs for every activity engaged in the employee record the activity in a log Quantitative job analysis techniques Position analysis questionnaire it consists of 194 items The good thing is that it assigns job classes for pay purposes They belong into 5 categories 1 Having decisionmakingcommunicationsocial responsibilities 2 Performing skilled activities 3 Being physically active 4 Operating vehiclesequipment 5 Processing information Week 3 Notes Department of labor DOL procedure this book contained detailed information on virtually everyjob in America Worker functions describe what a worker must do with respect with data people and things Electronic job analysis methods analysts use online systems to send job questionnaires to job experts in remote locations This facilitates sharing responses and discussing them Writing job descriptions Job identification contain information such as job title which specifies the name of the job and the date which is when the job description was approved Job summary summarizes the essence of the job and include only it major functions or activities Relationships shows the jobholder s relationships with others inside and outside the organization Responsibilities and duties presents a list of the job s significant responsibilities and duties First job analysis should reveal what the employees on each job are doing now Second you can review various sources of standardized job description information Standard occupational classification SOC classifies all workers into one of 23 major groups ofjobs Standards of performance and working conditions lists the standards the company expects the employee to achieve for each of the job description s main duties and responsibilities Writing job specifications Specifications for trained versus untrained personneltend to focus on factors such as length of previous service quality of relevant training and previous job performance Here you must specify qualities such as physical traits personality interests or sensory skills Specification based on judgement Industriousness Thoroughness Schedule flexibility Attendance Offtask behavior Unruliness Theft Drug misuse Week 3 Notes Job specifications based on statistical analysis the aim is here is to determine statistically the relationship between some predicator and some indicator or criterion ofjob effectiveness The procedure 1 Analyze the job and decide how to measure job performance 2 Select personal traits that you believe should predict performance 3 Test candidates for this traits 4 Measure these candidates subsequentjob performance 5 Statistically analyze the relationship between human trait and job performance The job requirements matrix includes the job s main duties purpose of each duty and knowledge and skills someone should have to do each duty 1 Write one task statement Task statement shows what the worker does on one particularjob task 2 The job analyst takes the resulting task statements for the job s tasks and groups them into four or five main job duties 3 The job analyst compiles all this information in a job requirements matrix for this job Using models and profiles in talent management Competency models list the knowledge skills and behaviors that employees must be able to exhibit to get their multiple jobs done The purpose is to summarize what competencies a person requires for exceptional performance in terms of skills behaviors knowledge and experience Competencies are observable and measurable human characteristics that make performance possible A competency statement should have Name and brief description of the competency Description of the observable behaviors that represent proficiency in the competency A proficiency levels Proficiency level 1 projects risks and dependencies and communicates routinely to stakeholders Proficiency level 2 develops systems to monitor risks and dependencies and report changes Proficiency level 3 anticipates changing conditions and impact to risks and dependencies and takes preventive action Week 3 Notes Proficiency level 4 proactively identifies implications of related internal and external business conditions to risks and dependencies


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