Information For Making Human Resource Decisions

Transcription

1 5 Information For Making Human Resource Decisions Copyright 2016 Cengag e Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2 LEARNING OUTCOMES 1 Describe human resource planning as a source of information for decision making 2 Discuss strategy as a source of information for making human resource decisions 3 Discuss economic conditions as a source of information for making human resource decisions 4 Describe job analysis as a source of information for making human resource decisions 5 Discuss the job-analysis process and identify and summarize common job-analysis methods 2

3 Figure 5.1 The Human Resource Planning 3

4 Human Resource Planning as a Source of Information Forecasting the supply of human resources Human resource information system: Integrated and increasingly automated system for maintaining a database regarding the employees in an organization Labor force trends and issues Executive succession: Involves systematically planning for future promotions into top management positions Forecasting the demand for human resources 4

5 Strategy as a Source of Information Growth strategy Indicates growing sales, increasing demand, and expanding operations for the organization Stability strategy Organizations implement programs that help reduce turnover among current employees, making stability easier to maintain Reduction strategy Alternative to terminations and layoffs is early retirement 5

6 Economic Conditions as a Source of Information Unemployment rates 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 rates Prevailing wage rate for a given job in a given labor market Human capital investments Investments people make in themselves to increase their value in the workplace 6

7 Job Analysis as a Source of Information Provides fundamental input by defining the kinds of general work and specific jobs that the organization relies on Job analysis: Process of gathering and organizing detailed information about various jobs within an organization Knowledge, skills, and abilities (KSA): Fundamental requirements necessary to perform a job 7

8 Figure 5.3 Job Analysis and Other Human Resource Functions 8

9 Figure 5.4 Steps in Job Analysis 9

10 Job-Analysis Techniques Narrative job analysis To have one or more SMEs prepare a written narrative or text description of the job Fleishman job-analysis system Defines abilities as the enduring attributes of individuals that account for differences in performance 10

11 Job-Analysis Techniques Task-analysis inventory Family of job-analysis methods where each has unique characteristics Functional job analysis All jobs can be described in terms of level of involvement with people, data, and things 11

12 Job-Analysis Techniques Position analysis questionnaire (PAQ) Consisting of 194 items that reflect work behavior, working conditions and job characteristics Assumed to be generalizable across a wide variety of jobs Management position description questionnaire (MDPQ) Contains 197 items where the focus is on managerial jobs Critical incidents approach Focuses on critical behaviors that distinguish from ineffective performers 12

13 Job Descriptions and Job Specifications Job description Lists the tasks, duties, and responsibilities for a particular job Job specification Focuses on the individual who will perform the job and indicates the knowledge, abilities, skills, and other characteristics 13

14 SUMMARY Human resource information system is an integrated and increasingly automated system for maintaining a database regarding the employees in an organization Factors that affect a person s decision to seek employment includes unemployment rates, market wage rate, and human capital investments 14

15 SUMMARY Job analysis is the process of gathering and organizing detailed information about various jobs within the organization Job-analysis process consists of determining information needs, determining methods for obtaining information, and determining who will collect information 15

16 KEY TERMS Critical incidents approach (p.112) Executive succession (p.100) Fleishman job-analysis system (p.110) Human capital investments (p.105) Human resource information system (p.99) Human resource planning (p.98) Job analysis (p.106) Job analysts (p.108) Job description (p.112) Job specification (p.112) 16

17 KEY TERMS Knowledge, skills, and abilities (KSA [p.109]) Management position description questionnaire (MDPQ [p.112] ) Market wage rate (p.104) Occupational information network (O*NET [p.109]) Position analysis questionnaire (PAQ [p.111]) Rate of unemployment (p.104) Subject matter expert (SME [p.109]) Tasks-analysis inventory (p.110) 17

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