© 2008 by Prentice Hall 4-1

Timeliness of Job Analysis

Rapid pace of technological change makes need for accurate job analysis even more important now and in the future.

© 2008 by Prentice Hall 4-2

Job Analysis for Team Members

• With team design, there are no narrow jobs

• Work departments do is often bundled into teams

• Last duty shown on proverbial job description, “And any other duty that may be assigned,” is increasingly becoming THE job description.

© 2008 by Prentice Hall 4-3

Job Analysis and the Law

• Equal Pay Act - Similar pay must be provided if jobs are not substantially different as shown in job descriptions

• Fair Labor Standards Act - Employees categorized as exempt or nonexempt

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Job Analysis and the Law (Cont.)

• Civil Rights Act - Basis for adequate defenses against unfair discriminations charges in selection, promotion, and other areas of HR administration

• Occupational Safety and Health Act - Specify job elements that endanger health or are considered unsatisfactory or distasteful by most people

• Americans with Disabilities Act - Make reasonable accommodations for disabled workers

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Strategic Planning

• Strategic planning - Process by which top management determines overall organizational purposes and objectives and how they are to be achieved

• Strategic planning at all levels can be divided into four steps

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Strategic Planning and Implementation ProcessMISSION DETERMINATION Decide what is to be accomplished

(purpose) Determine principles that will guide the effort

ENVIRONMENTAL ASSESSMENT Determining external conditions, threats, and opportunities Determining competencies, strengths, and weaknesses within the organization.

External Internal

OBJECTIVE SETTING Specifying corporate-level objectives that are:•Challenging, but attainable • Measurable • Time-specific • Documented (written) STRAGEDY SETTING

Specifying and documenting corporate level strategies and planning

STRAGEDY IMPLEMENTATION

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Strategy Implementation

• Leadership • Organizational

Structure • Information and

Control Systems • Technology • Human Resources

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Human Resource Planning

Systematic process of matching internal and external supply of people with job openings anticipated in the organization over a specified period of time

© 2008 by Prentice Hall 4-9

Human Resource Planning ProcessExternal EnvironmentInternal Environment

Strategic Planning

Human Resource Planning

Forecasting Human

Resource Requirements

Comparing Requirements

and Availability

Forecasting Human Resource

Availability

Surplus of Workers

Demand = Supply

No Action

Shortage of Workers

Recruitment

Selection

Restricted Hiring, Reduced Hours, Early Retirement, Layoffs,

Downsizing

© 2008 by Prentice Hall 4-10

Definitions

• Requirements forecast - Determining number, skill, and location of employees organization will need at future dates in order to meet goals

• Availability forecast - Determination of whether firm will be able to secure employees with necessary skills, and from what sources

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Forecasting Human Resource Requirements

• Zero-based forecasting - Uses current level as starting point for determining future staffing needs

• Bottom-up approach - Each level of organization, starting with lowest, forecasts its requirements to provide aggregate of employment needs.

© 2008 by Prentice Hall 4-12

Forecasting Human Resource Requirements (Cont.)

• Relationship between Volume of Sales and Number of Workers Required

• Simulation Models - Simulation is a forecasting technique for experimenting with real-world situation through mathematical model representing that situation. A model is abstraction of the real world.

© 2008 by Prentice Hall 4-13

The Relationship of Sales Volume to Number of Employees

Number of Employees

500

400

300

200

100

0 10 20 30 40 50 60

Sales (thousands)

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Forecasting HR Availability

• Determining whether firm will be able to secure employees with necessary skills, and from what sources

• Show whether needed employees may be obtained within company, from outside organization, or from combination of these sources

© 2008 by Prentice Hall 4-15

Use of HR Databases

• Many workers needed for future positions may already work for firm

• Databases include information on all managerial and nonmanagerial employees

• Companies search databases within company to see if employees with needed qualifications already exist. Growing trend is to automatically notify qualified employees of new positions.