PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

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Human Resource Human Resource ManagementManagement

ELEVENTH EDITIONELEVENTH EDITION

G A R Y D E S S L E RG A R Y D E S S L E R

Chapter 4Chapter 4

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Part 2 | Recruitment and PlacementPart 2 | Recruitment and Placement

1. Discuss the nature of job analysis, including what it is and how it’s used.

2. Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.

3. Write job descriptions, including summaries and job functions, using the Internet and traditional methods.

4. Write job specifications using the Internet as well as your judgment.

5. Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.

. 4–2

Information Sources Individual employees Groups of employees Supervisors with

knowledge of the job

Advantages Quick, direct way to

find overlooked information

Disadvantages Distorted information

Interview Formats Structured (Checklist) Unstructured

. 4–3

Information Source Have employees fill out

questionnaires to describe their job-related duties and responsibilities

Questionnaire Formats Structured checklists Open-ended questions

Advantages Quick and efficient way

to gather information from large numbers of employees

Disadvantages Expense and time

consumed in preparing and testing the questionnaire

.4–4

Information Source Observing and noting

the physical activities of employees as they go about their jobs

Advantages Provides first-hand

information Reduces distortion of

information

Disadvantages Time consuming Difficulty in capturing

entire job cycle Of little use if job

involves a high level of mental activity

.4–5

Information Source Workers keep a

chronological diary/ log of what they do and the time spent on each activity

Advantages Produces a more

complete picture of the job

Employee participation

Disadvantages Distortion of information Depends upon employees

to accurately recall their activities

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. 4–6

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Position Analysis Questionnaire

Functional Job Analysis

Quantitative Job Analysis

Department of Labor (DOL) Procedure

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JobIdentification

JobSummary

Responsibilities and Duties

Authority of the Incumbent

Standards of Performance

Working Conditions

JobSpecifications

Sections of a Typical Job Description

. 4–9

Specifications for Trained Versus

Untrained Personnel

Specifications Based on Statistical Analysis

“What traits and experience are required

to do this job well?”

Specifications Based on Judgment

. 4–10

JobEnlargement

Job Enrichment

Job Design:Specialization and

Efficiency?

Job Rotation

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Flattening the Organization

Reengineering Business

Processes

Dejobbing the Organization

Using Self-Managed Work

Teams

job analysisjob descriptionjob specificationsorganization chartprocess chartdiary/logposition analysis

questionnaire (PAQ)U.S. Department of Labor

(DOL) job analysis procedure

functional job analysis

Standard Occupational Classification (SOC)

job enlargementjob rotationjob enrichmentdejobbingboundaryless organizationreengineeringcompetenciescompetency-based job

analysisperformance management

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