1. PowerPoint Presentation Design by Charlie Cook The University of West Alabama Prepared by Joseph B. Mosca, Monmouth University and Marla M. Kameny, Baton Rouge Community College © 2012 South-Western, Cengage Learning, Inc. All rights reserved.

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. 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. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.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. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–4 The Human Resource Planning Process

5. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–5 Beyond the Book: Planning Human Resource Programs

6. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–6 HR Information Systems Human Resource Information System  An integrated and increasingly automated system for maintaining a database regarding the employees in an organization. Human Resource Information System  An integrated and increasingly automated system for maintaining a database regarding the employees in an organization.

7. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–7 Labor 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 Labor 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. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–8 Executive Succession Systematically planning for future promotions into top management positions

9. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–9 Strategy as a Source of Information Growth strategy Stability strategy Reduction strategy Implications of the Chosen Strategy

10. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–10 Market wage rates Rate of unemployment Conditions in the Economy Economic Conditions as a Source of Information

11. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–11 Wages and Salaries Across the United States (Hourly Basis)

12. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–12 Strategy as a Source of Information Implications of a growth strategy:  Need to hire new employees Implications of a stability strategy:  Implement training to upgrade employee skills  Implement programs to help reduce turnover Implications of a reduction strategy:  Find ways to reduce workforce  Normal attrition processes  Retirement (including early retirement)  Layoffs Implications of a growth strategy:  Need to hire new employees Implications of a stability strategy:  Implement training to upgrade employee skills  Implement programs to help reduce turnover Implications of a reduction strategy:  Find ways to reduce workforce  Normal attrition processes  Retirement (including early retirement)  Layoffs

13. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–13 Economic Conditions as a Source of Information Rate 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 Rate  Is the prevailing wage rate for a given job in a given labor market. Rate 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 Rate  Is the prevailing wage rate for a given job in a given labor market.

14. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–14 Human Capital Investments  Are investments people makes in themselves to increase their value in the workplace.  Can take the form of additional education or training. Human Capital Investments  Are investments people makes in themselves to increase their value in the workplace.  Can take the form of additional education or training.

15. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–15 Job Analysis as a Source of Information Job 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. Job 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.

16. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–16 What Job Analysis Does? Job 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 Families  Are groups of jobs with similar task and KSA requirements. Job 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 Families  Are groups of jobs with similar task and KSA requirements.

17. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–17 The Job Analysis Process Job Analyst  Is the individual who performs job analysis in an organization. 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. Job Analyst  Is the individual who performs job analysis in an organization. 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.

18. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–18 Job Analysis and Other Human Resource Functions

19. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–19 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

20. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–20 Job Analysis Techniques Narrative Job Analysis  Has one or more SMEs prepare a written narrative or text description of the job. The 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 the dimensions relevant to work. Narrative Job Analysis  Has one or more SMEs prepare a written narrative or text description of the job. The 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 the dimensions relevant to work.

21. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–21 Job Analysis Techniques (cont’d) Task 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 Analysis  Attempts to provide a single job analysis instrument that can be used with a wide variety of jobs. Task 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 Analysis  Attempts to provide a single job analysis instrument that can be used with a wide variety of jobs.

22. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–22 Job Analysis Techniques (cont’d) 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)  Contains 197 items that analyze how managerial jobs are done in terms of 13 components considered essential to all managerial jobs. Critical Incidents Approach  Focuses on critical behaviors that distinguish between effective and ineffective performers. 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)  Contains 197 items that analyze how managerial jobs are done in terms of 13 components considered essential to all managerial jobs. Critical Incidents Approach  Focuses on critical behaviors that distinguish between effective and ineffective performers.

23. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–23 Steps in Job Analysis

24. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–24 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.

25. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–25 Example Job Description and Job Specification

26. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–26 Modeling Competencies and the End of the “Job” 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. 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.

27. © 2012 South-Western, Cengage Learning, Inc. All rights reserved.5–27 Legal Issues in Job Analysis Companies must provide clear and fair job analyses in order to avoid legal repercussions.