1. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

2. 5–2 Learning Objectives After studying this chapter, you should be able to: 1.Describe human resource planning as a source of information for decision making 2.Discuss strategy as a source of information for making human resource decisions 3.Discuss economic conditions as a source of information for making human resource decisions 4.Describe job analysis as a source of information for making human resource decisions 5.Discuss the job-analysis process and identify and summarize common job-analysis methods

3. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–3 What Is Human Resource Planning? The process of forecasting the supply and demand for human resources within an organization and developing action plans for aligning the two.

4. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–4 The Human Resource Planning Process

5. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–5 Beyond the Book: Planning Human Resource Programs

6. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–6 HR Information Systems Human Resource Information SystemHuman Resource Information System  An integrated and increasingly automated system for maintaining a database regarding the employees in an organization.

7. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–7 Labor Force Trends and IssuesLabor Force Trends and Issues  Increasing workforce diversity  Gradual increase in average age of the U. S. workforce  Entry of more women into the workforce  Changing ethnicities  Global economic conditions

8. United States Workforce The average age of the U.S. workforce is gradually increasing because:The average age of the U.S. workforce is gradually increasing because: 1. The aging baby boom generation continues to work. 2. Declining birthrates for the post–baby boom generation mean a smaller percentage of new entrants into the labor force. 3. Improved health and medical care allow people to be productive for longer periods of their lives. 4. Mandatory retirement ages have been increased or dropped altogether, allowing people to remain in the labor force for longer periods. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–8

9. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–9 Executive Succession Systematically planning for future promotions into top management positionsSystematically planning for future promotions into top management positions

10. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–10 Strategy as a Source of Information Growth strategy Stability strategy Reduction strategy Implications of the Chosen Strategy

11. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–11 Market wage rates Rate of unemployment Conditions in the Economy Economic Conditions as a Source of Information

12. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–12 Wages and Salaries Across the United States (Hourly Basis) New York Florida Illinois Texas California

13. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–13 Strategy as a Source of Information Implications of a growth strategy:Implications of a growth strategy:  Need to hire new employees Implications of a stability strategy:Implications of a stability strategy:  Implement training to upgrade employee skills  Implement programs to help reduce turnover Implications of a reduction strategy:Implications of a reduction strategy:  Find ways to reduce workforce  Normal attrition processes  Retirement (including early retirement)  Layoffs

14. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–14 Economic Conditions as a Source of Information Rate of UnemploymentRate of Unemployment  Is calculated by the Bureau of Labor Statistics as the percentage of individuals looking for and available for work who are not presently employed. Market Wage RateMarket Wage Rate  Is the prevailing wage rate for a given job in a given labor market.

15. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–15 Human Capital Investments Human Capital InvestmentsHuman Capital Investments  Are investments people makes in themselves to increase their value in the workplace.  Can take the form of additional education or training.

16. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–16 Job Analysis as a Source of Information Job AnalysisJob Analysis  Is the process of gathering and organizing detailed information about various jobs within the organization so that managers can better understand the process through which they are performed most effectively.

17. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–17 What Job Analysis Does? Job AnalysisJob Analysis  Provides fundamental input to the HR manager such as knowledge, skills, and abilities (KSAs) which are the fundamental requirements necessary to perform a job. Job FamiliesJob Families  Are groups of jobs with similar task and KSA requirements.

18. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–18 The Job Analysis Process Job AnalystJob Analyst  Is the individual who performs job analysis in an organization. Subject Matter Experts (SMEs):Subject Matter Experts (SMEs):  Are individuals presumed to be highly knowledgeable about a job and who provides data for job analysis.  May be an existing job incumbent, supervisor, or other knowledgeable employee.

19. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–19 Job Analysis and Other Human Resource Functions

20. Occupational Information Network O*NETO*NET  A database of the KSAs required for jobs in the U.S. economy. Standard Occupational ClassificationStandard Occupational Classification  Cognitive abilities  Psychometric abilities  Physical abilities  Sensory abilities © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–20

21. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–21 Specific Job Analysis Techniques Functional Job Analysis Position Analysis Questionnaire Management Position Description Questionnaire Job Analysis Techniques Narrative Job Analysis Fleishman Job Analysis System Task Analysis Inventory Critical Incidents Approach

22. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–22 Job Analysis Techniques Narrative Job AnalysisNarrative Job Analysis  Has one or more SMEs prepare a written narrative or text description of the job. The Fleishman Job-Analysis SystemThe Fleishman Job-Analysis System  Defines abilities as enduring attributes of individuals that account for differences in performance.  Relies on a taxonomy of abilities that presumably represents all of the dimensions relevant to work.

23. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–23 Job Analysis Techniques (cont’d) Task Analysis InventoryTask Analysis Inventory  Is a family of job analysis methods, each with unique characteristics; each focuses on analyzing all the tasks performed in the focal job. Functional Job AnalysisFunctional Job Analysis  Attempts to provide a single job analysis instrument that can be used with a wide variety of jobs.

24. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–24 Job Analysis Techniques (cont’d) Position Analysis Questionnaire (PAQ)Position Analysis Questionnaire (PAQ)  Consists of 194 items reflecting work behavior, working conditions, or job characteristics that are assumed to be generalizable across jobs. Management Position Description Questionnaire (MPDQ)Management Position Description Questionnaire (MPDQ)  Contains 197 items that analyze how managerial jobs are done in terms of 13 components considered essential to all managerial jobs. Critical Incidents ApproachCritical Incidents Approach  Focuses on critical behaviors that distinguish between effective and ineffective performers.

25. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–25 Steps in Job Analysis

26. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–26 What Does a Job Description Do? Lists the tasks, duties, and responsibilities for a particular job. It specifies the major job elements, provides examples of job tasks, and provides some indication of their relative importance in the effective conduct of the job.

27. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–27 What Does a Job Specification Do? Focuses on the individual who will perform the job and indicates the knowledge, abilities, skills, and other characteristics that an individual must have to be able to perform the job.

28. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–28 Example Job Description and Job Specification

29. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–29 Modeling Competencies and the End of the “Job” The traditional view of jobs and work is no longer applicable.The traditional view of jobs and work is no longer applicable.  People today work on teams that focus on getting tasks accomplished rather than on specific task requirements.  Employees often rotate tasks and responsibilities. There is a clear need for an alternative to traditional job analysis.There is a clear need for an alternative to traditional job analysis.

30. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 5–30 Legal Issues in Job Analysis Firms must provide clear and fair job analyses in order to avoid legal repercussions.Firms must provide clear and fair job analyses in order to avoid legal repercussions.  Albermarle v. Moody  ADA and ADAA  Gender discrimination  Autonomous work teams and unions