Bài giảng QUản trị nguồn nhân lực part 2 eng

Human Resource Management Session 2 JOB ANALYSIS, STRATEGIC PLANNING, AND HUMAN RESOURCE PLANNING... Conducting Job Analysis• People who participate in job analysis should include, at

Human Resource Management

Session 2 JOB ANALYSIS, STRATEGIC

PLANNING, AND HUMAN

RESOURCE PLANNING

Questions Job Analysis Should Answer

• What physical and mental tasks does the

worker accomplish?

• When is the job to be completed?

• Where is the job to be accomplished?

• How does the worker do the job?

• Why is the job done?

Job Analysis: A Basic Human Resource Management Tool

Tasks Responsibilities Duties

Job

Analysis

Job Descriptions

Job Specifications

 Human Resource Planning

 Recruitment

 Selection

 Training and Development

 Performance Appraisal

 Compensation and Benefits

 Safety and Health

 Employee and Labour Relations

 Legal Considerations

Job Analysis Methods

• Typically quick and economical to use

• Structured questionnaire to employees

• Problem: Employees may lack verbal skills

• Some employees tend to exaggerate significance of their tasks

• Job analyst watches worker perform job tasks and

records observations

• Used primarily to gather information on jobs

emphasizing manual skills

• Used alone is often insufficient

Employee Recording

• Describe daily work activities

in diary or log

• Problem: Employees exaggerating job importance

• Valuable in understanding highly specialized jobs

Conducting Job Analysis

• People who participate in job analysis should include,

at a minimum:

– Employee – Employee’s immediate supervisor

Job Description

• Document that states tasks,

duties, and responsibilities of job

• Vitally important that job

descriptions are both relevant and accurate

Content of a Job Description

• Job Identification – Job title, department,

reporting relationship, and job number or code

• Job Analysis Date – Aids in identifying job

changes that would make description obsolete

• Job Summary – Concise overview of job

• Duties Performed – Major duties

Problems If Job Specifications

Are Inflated

• May systematically eliminate minorities or women from

considerations

• Compensation costs will increase

• Job vacancies will be harder to fill

Timeliness of Job Analysis

Rapid pace of technological change makes need for

accurate job analysis even more important now and in the

future

Strategic Planning

• Strategic planning - Process by which top management

determines overall

organizational purposes and

objectives and how they are to

be achieved

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

Human Resource Planning Process

External Environment Internal Environment

Forecasting Human

Resource Availability

Restricted Hiring, Reduced Hours, Early Retirement, Layoffs, Downsizing

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.

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

an abstraction of the real world

The Relationship of Sales Volume to

Shortage of Workers Forecasted

• Creative recruiting

• Compensation incentives – Premium pay is one method

• Training programs – Prepare previously unemployable people for positions

• Different selection standards

Surplus of Employees

• Restricted hiring – employees who leave are not replaced

• Reduced hours

• Early retirement

Downsizing

• Also known as restructuring and rightsizing, is reverse of company growing and suggests one-time change in organization and number of

people employed

• Retention bonuses are used to entice

terminated employees to remain for short

periods of time to ensure continued services

Negative Aspects of Downsizing (Cont.)

• Institutional memory lost

• Remaining workers required to do more

• When demand for products/services returns, firm may realize it has cut

• Laid-off employees given

assistance in finding employment elsewhere

• Companies use outplacement to take care of employees by

moving them successfully out of company rather than having to do

it on their own

Succession Planning

• Process of ensuring that qualified

persons are available to assume

key managerial positions once the

positions are vacant

• Goal is to help ensure a smooth

transition and operational

Human Resource Information

Systems (HRIS)

for obtaining relevant and timely information on

which to base HR decisions

HUMAN RESOURCE INFORMATION SYSTEM

Goal: Integrate Core Processes into Seamless System

Input Data Types

Compensation Programs Benefit Programs (e.g., prescription drug programs)

Health Programs (e.g., Employee Assistance Programs) Bargaining Strategies

Organizational Strategic Plans

Human Resource Management Plans

Contribute Toward Achievement of:

Human Resource Information System

Job Design (Cont.)

• Job enlargement - Changes in scope of job to provide greater variety to worker

• Reengineering - Fundamental rethinking and radical redesign of business processes to

achieve dramatic improvements in critical

measures of performance, such as cost, quality, service and speed