Fluent Essays

elect one of the following case studies (located in your textbook): Case 4-1: Walmarts Everyday Hiring Strategy: Fueling Future Consumer Demand With Passion and Talent. Case 4-2: Gauging Employment at Honeywell. Case 5-1: Here a GM, There a GM, Everywhere a GM (Or so They Thought!). Case 5-2: Trying to Build When Nobody Wants to Work. Case 6-1: A Kink in Links of Londons Selection Process. Case 6-2 Not Getting Face Time at Facebook—And Getting the Last Laugh! Then complete the following:  Add your opinion about the choices and decisions being made—if this was your company, would you make this choice? What would you do differently? Matching Employees With Jobs Chapter 4 Employee and Job Matching Employers matched with the right job maximize productivity. Mismatched workers tend to have lower job satisfaction, absenteeism, and turnover. 2 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. Matching employees with jobs Employee and job matching To maximize productivity, employers must match the right people with the right jobs, because: mismatched workers tend to have low job satisfaction, and; low job satisfaction leads to absenteeism, turnover, and lower levels of productivity. Matching employees with jobs Matching employees with jobs Matching employees with jobs 2 Work Flow Analysis 3 What must be done to produce a product or service: Identify expected result (organizational outputs). Determine steps required to create the end result. Spot inputs necessary to carry out and perform the same tasks (i.e., the 3-Ms: material, manpower, and money). Lussier, Human Resources Management 3e. © SAGE Publications, 2019. Work Flow Analysis 4 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. Descriptions and Specifications Job Description: Identifies major tasks, duties, and responsibilities of a job. Job Specification: Identifies qualifications in the job description. Person Specification: Summarizes characteristics of those who perform the job well. 5 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. Matching Employees with Jobs Job Description Identifies the major tasks, duties and responsibilities that are components of a job. Job Specification Identifies the qualifications of a person who should be capable of doing the job tasks as noted in the job description.  Person Specification Summarizes the characteristics of someone able to perform the job well. 5 Job Analysis Identifies work performance and working conditions. Results include duties, responsibilities, skills, knowledge, outcomes (i.e. job description and job specification), and conditions. Basis for HR Planning and training Job evaluation for compensation Staffing (recruiting and selection) Performance management Maintaining a safe work environment 6 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. Job analysis is the basis of just about everything that HR does. Human resource planning. Job evaluation for compensation. Staffing (recruiting and selection). Training. Performance management.  Maintaining a safe work environment.  6 Databases and Job Analysis Free and continually updated: Department of Labor’s Dictionary of Occupational Titles (DOT). O*NET. Commercial databases are also available. 7 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. Four Common Job Analysis Methods 1. Questionnaires--identify functions of a particular job. 2. Interviews--asked verbally and answers are compiled into a profile of the job. 3. Diaries--employees documentation of tasks. 4. Observation--observers shadow employees and log tasks. 8 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. Four Commonly Used Job Analysis Methods  Questionnaires--questions that help identify the functions of a particular job.  Interviews--questions are asked verbally, and answers are compiled into a profile of the job.  Diaries--workers write down the tasks that they accomplish as they go about their job.  Observation--an observer shadows the employee and logs tasks that are performed over a period of time.  8 Job Analysis and the Nature of Jobs Job analysis is valuable when jobs are stable. It offers less value when jobs are not well-defined. Job analysis is of greater value to organizations making a product than to those providing a service. 9 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. If there are no well-defined jobs due to an organic organizational structure, then job analysis offers less value. 9 Task Versus Competency-Based Jobs Task-based job A function of tasks performed within the job. Best for jobs in stable, bureaucratic organizations. Competency-based job Looks at capabilities an individual needs to succeed in the job. Best for jobs in less structured organizations. 10 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. 10 Examples of Tasks and Competencies in a Sales Role Sales Tasks Determine pricing. Generate sales quotes. Transact sales orders. Sales Competencies Ambition, drive, and desire to succeed. Ability to manage the sales process/cycle. Talent to convince and persuade while converting prospects to sales. 11 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. Job Design Versus Job Redesign Job design Identifies tasks that employees are responsible for and how those tasks will be accomplished. Job redesign Changes tasks or how they are performed. Job redesign is about working smarter, not harder. 12 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. Organizational Structure and Job Design Rigid bureaucratic structures with strong centralized decision making need jobs that are controlled by an authority. Relaxed, flatter structures with autonomy need jobs that take advantage of autonomy. 13 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. Five Approaches to Job Design and Redesign 1. Mechanistic Job Design--Task specialization, skill simplification, and repetition. The traditional pyramidal pattern of organizing. 2. Organic Job Design--Based on metaphors for constructing social organizations. Leaves the system open to environment and opportunities. 3. Biological--Structures the physical work environment around how the body works to minimize strain. 4. Perceptual/Motor--Design jobs that keep employees within their mental capabilities and limitations. 5. Motivational--Design jobs that focus on affecting psychological meaning and motivational potential. 14 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. 14 The Job Characteristics Model (JCM) 15 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. The Job Characteristics Model of Job Design Five core job characteristics to improve employees’ productivity and quality of working life: Skill variety Task identity Task significance Autonomy Feedback 16 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. Five core job characteristics can be fine-tuned to improve employees’ productivity and quality of working life: Skill variety. Task identity.  Task significance.  Autonomy.  Feedback.  Hackman and Oldham’s Job Characteristics Model 16 Designing Motivational Jobs Tools include: Job simplification Job expansion Rotation and enrichment Work teams Integrated and self-managed Flexible work Flextime, job sharing, telecommuting, and compressed work weeks 17 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. Matching employees with jobs Job design is organization and country specific Whether jobs are designed to be motivational, mechanistic, and so on, depends on the type of work and the culture of the organization and country. 17 Job Design Options, Process, and the JCM 18 Whether jobs are designed to be motivational, mechanistic, etc., depends on type of work and culture of the organization and country. Lussier, Human Resources Management 3e. © SAGE Publications, 2019. HR Forecasting Identifies estimated supply and demand for different types of HR. Based on analysis of past and present demand. Methods can be quantitative or qualitative. 19 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. HR forecasting  Identifies the estimated supply and demand for the different types of human resources in the organization over some future period, based on analysis of past and present demand.  Methods can be quantitative or qualitative.   Quantitative forecasting Trend analysis is the process of reviewing historical items such as revenues, and relating those changes to some business factor to form a predictive chart. Ratio analysis is the process of reviewing historical data and calculating specific proportions between a business factor (such as production) and the number of employees needed. Regression analysis is a statistical technique that identifies the relationship between a series of variable data points for use in forecasting future variables. Qualitative forecasting Qualitative forecasting is the nonquantitative methods used to forecast, usually based on the knowledge of a pool of experts in a subject or an industry 19 Quantitative Forecasting Trend Analysis Reviewing historical items (such as revenues) and relating changes to business factors to form a predictive chart. Ratio Analysis Reviewing historical data and calculating proportions between a business factor (such as production) and number of employees needed. Regression Analysis Identifies relationship between a series of variable data points to forecast future variables. 20 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. Quantitative forecasting Trend analysis is the process of reviewing historical items such as revenues, and relating those changes to some business factor to form a predictive chart. Ratio analysis is the process of reviewing historical data and calculating specific proportions between a business factor (such as production) and the number of employees needed. Regression analysis is a statistical technique that identifies the relationship between a series of variable data points for use in forecasting future variables. 20 Quantitative Forecasting Analysis 21 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. Qualitative Forecasting Non-quantitative methods are usually based on knowledge of a pool of experts in a subject or an industry. 22 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. Qualitative Forecasting is the nonquantitative methods used to forecast, usually based on the knowledge of a pool of experts in a subject or an industry. 22 Measuring Absenteeism and Turnover 23 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. Reconciling Internal Labor Supply and Demand Employers need the right numbers of employees with the right skill sets in the organization at the right time. 24 Options for a Surplus Downsizing and layoffs Pay reduction Work sharing Natural attrition Hiring freeze Retraining and transfers Early retirement Options for a Shortage Overtime Temporary or contract employees Retrain employees Outsourcing Turnover reduction Hire new employees Technological innovation Lussier, Human Resources Management 3e. © SAGE Publications, 2019. Succession Planning Type of forecasting done to: Have people ready to move into vacated positions. Make predictions for leadership requirements. Prepare new leaders to take on higher positions or recruit people. 25 Lussier, Human Resources Management 3e. © SAGE Publications, 2019. Succession planning Is a type of forecasting which is done to: Have people ready to move into vacated positions. Make predictions for leadership requirements over a forecasted time period to either prepare new leaders within the company to take on those positions or to go out and recruit new people. 25