EXAMPLE OF A HUMAN RESOURCES MANAGEMENT CHAPTER OUTLINE

Transcription

1 Student s Name Human Resources Management BSAD B61 CRN: Chapter 5 Outline Making HR Decisions Tuesdays 6:00 p.m. 9:10 p.m. Due: Tuesday, January 27, 2015 Chapter 5 Information for Making Human Resources Decisions Human resources planning as a source of information HR planning is the process of forecasting the supply and demand for HR within an organization and developing action plans for aligning the two HR planning process o Forecasting the supply of human resources o Forecasting the demand for human resources o Comparing forecasted supply and forecasted demand o Taking the appropriate actions Labor force trends and issues o Increasing workforce diversity o Gradual increase in average age of the workforce o Entry of more women in the workforce o Changing ethnicities o Global economic condition Strategy as a source of information The average age of the U.S. workforce is gradually increasing due to: Baby boomers continue to work 1

2 Declining birthrates for the post baby boom generation mean smaller percentage of new workers Improved health and medical care allow people to be productive longer Mandatory retirement have been increases or dropped allowing people to work longer. Economic conditions as a source of information Strategy as a source of information o Growth strategy- need to hire new employees o Stability strategy-implement training to upgrade employee skills, and implement programs to help reduce turnover o Reduction strategy- find ways to reduce the workforce Normal attention process Retirement(including early retirement) layoffs Economic conditions as a source of information o Conditions of economy o Rate of unemployment- is calculated by the bureau of labor statistics as the percentage of individuals looking for work and available to work who are not currently employed o Market wage rates- the prevailing wage rate for a given job in a given labor market Human capital investments 2

3 o Investments people make in themselves to increase their value in the workplace o These investments can be education or training Job analysis as a source of information Provides important input to HR manager such as knowledge, skills, and abilities (KSA) which are the fundamental requirements necessary to perform a job. Job families groups of jobs with similar task and KSA requirements Job analysis process Analyst, subject matter Steps in job analysis- determining information needs, determining methods for obtaining information, determining who will collect information Job analysis and other HR functions Job analysis HR planning basic line management o Selection process o Performance appraisal o Training and development o Compensation Specific job analysis techniques o Narrative job analysis o Fleishman job analysis o Task analysis o Critical incidents approach o Functional job analysis 3

4 o Position analysis questionnaire o Management position description questionnaire Modeling competencies and the end of a job Traditional view of jobs is no longer applicable People today work on teams that focus on getting tasks accomplished rather than on specific task requirements Employees often rotate tasks and responsibilities There is a clear need for an alternative to traditional job analysis Occupational information network ONET Standard occupational classification o Cognitive abilities o Psychometric abilities o Physical abilities o Sensory abilities Connection to the chapter My current employers company is midsized growing into a large company. When the company was small there wasn t a need for so much strategy, it was made up of the basics. The growth of a business brings on new challenges and the need for new hiring strategies, and problematic retention rate. An organization needs to continually reevaluate and collect information so it can change processes to evolve with its needs. 4

5 Key terms: Human resources planning- the process of forecasting the supply a d demand for human resources within an organization and developing action plans for aligning the two. Human resources information system- an integrated and increasingly automated system for maintaining a database regarding the employees in an organization. Executive succession- involves systematically planning for future promotion into top management positions. Rate of unemployment- calculated by the bureau of labor statistics as the percentage of individuals looking for and available for work who are not currently employed. Market wage rate- the prevailing wage rate for a given job in a given labor market. Human capital- investments people make in themselves to increase their value in the workplace. The investment about various jobs within an organization so that might take the form of additional education or training. 5

6 Job analysis- the process of gathering and organizing detailed information about various jobs within an organization so that managers can better understand the process as through which they are performed most efficiently. Knowledge skills and abilities (KSA)-the fundamental requirements necessary to perform a job. Job analysts- individuals who perform job analysis in an organization. Subject matter expert (SME)- an individual presumed to be highly knowledgeable about a particular job and who provides data for a job analysis. An SME may be an existing job incumbent, a supervisor, or another knowledgeable employee. Occupational information Expert (O*NET)- technically not a job-analysis procedure but a database that provides both basic send advanced job-analysis information such as; IT can be viewed as an alternative to conducting job analysis. Fleishman job analysis system- a job-analysis procedure that defines abilities as the enduring attributes of individuals that account for differences in performance; it relies on the taxonomy of abilities that presumably represents all the dimensions relevant to work. Task analysis questionnaire (PAQ) is a standardized job-analysis instrument consisting of 194 items that reflect work behavior, working conditions, and job characteristics that are assumed to be generalized across a wide variety of jobs. 6

7 Management position description questionnaire (MPDQ)- is a standardized jobanalysis instrument similar in approach to the PAQ THAT ALSO CONTAINS 197 ITEMS. The MPDQs focus however, is on managerial jobs, and the analysis is done in terms of 13 essential components of all managerial jobs. Critical incidents approach to job analysis focuses on critical behaviors that distinguish effective from ineffective performers. Job description- lists the tasks, duties and, responsibilities for a particular job. It specifies the major job elements, provides examples of job tasks, and provides some indication of their relative importance in the effective conduct of the job. Job specification- focuses on the individual who will perform the job and indicates the knowledge, skills, abilities, and other characteristics that an individual must have to be able to perform the job. 7