Matching Employees with Jobs Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon Chapter 4

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. Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Workflow Analysis A tool used to identify what has to be done within the organization to produce a product or service. Identify the expected result. Determine the steps, or activities required in order to create the end result. Identify the inputs necessary to carry out the steps and perform the same tasks (i.e., the 3-Ms: material, manpower and money). Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Job Analysis A process used to identify the work performed and the working conditions for each of the jobs within the organization. Results include duties, responsibilities, skills, knowledge, required, outcomes, conditions under which a worker must operate, and possibly other factors. Outcomes: Job Description and Job Specification. Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

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. Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs 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. Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Databases and Job Analysis Database job analyses should be customized for the organization. Free and continually updated: Department of Labor’s Dictionary of Occupational Titles (DOT). O*NET. Commercial databases are also available. Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs 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. Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Job Analysis and the Nature of Jobs If jobs are stable and well defined, then job analysis is valuable to designing those jobs. If there are no well-defined jobs due to an organic organizational structure, then job analysis offers less value. Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Task versus Competency-Based Jobs In task-based job analysis, the job is described as a function of the tasks performed within the job. (Best for jobs in stable, bureaucratic organizations.) Competency-based job analysis looks at the capabilities an individual needs in order to succeed in the job. (Best for jobs in less structured and less stable organizations.) Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Job Design/Redesign Job design is the process of identifying tasks that each employee is responsible for completing, as well as how those tasks will be accomplished. Job redesign refers to changing the tasks or the way work is performed in an existing job. Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Organizational Structure and Job Design Jobs within the organization should be designed to fit within the confines of the structure. Relaxed, flatter structures with lots of autonomy need jobs that take advantage of autonomy. Rigid bureaucratic organization structures with strong centralized decision making and control need jobs that can be readily controlled by a central authority. Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Four Approaches to Job Design and Redesign Mechanistic vs. Organic - design jobs around task specialization, skill simplification, and repetition. Biological - Structure the physical work environment around the way the body works to minimize strain. Perceptual/Motor - design jobs that keep workers within their mental capabilities and limitations. Motivational – design jobs that focus on affecting psychological meaning and motivational potential. Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs The Job Characteristics Model of Job Design 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. Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Designing Motivational Jobs Tools include: Job simplification. Job expansion. Work teams. Flexible work. Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Job Design is Organization and Country Specific Whether jobs are designed to be motivational, mechanistic, etc., depends on the type of work and the culture of the organization and country. Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs 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. Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Quantitative Forecasting Analysis Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Quantitative Forecasting Analysis Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Quantitative Forecasting Analysis Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Reconciling Internal Labor Supply and Demand Employers need to get the right numbers of people with the right skill sets into the organization at the right time. Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Reconciling Internal Labor Supply and Demand Options for a Labor Surplus Downsizing and layoffs. Pay reduction. Work sharing. Natural attrition. Hiring freeze. Retraining and transfers. Early retirement. Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs Reconciling Internal Labor Supply and Demand Options for a Labor Shortage Overtime. Temporary or contract workers. Retrain workers. Outsourcing. Turnover reduction. Hire new employees. Technological innovation. Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.

Matching Employees with Jobs 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. Human Resource Management: Functions, Applications, Skill Development by Robert N. Lussier and John R. Hendon © 2012 SAGE Publications, Inc.