02模块二：人力资源管理与劳资关系 模板ppt课件

1、Human Resources Management & Industrial Relations人力资源管理与劳资关系Learning ObjectivesTo understand how companies analyze jobsTo learn how to use the information gathered from a job analysisTo discuss trends in “job designDefining WorkDuring the course of a “career, a person may have held several “jobs in

2、a specific field/occupation (e.g., Marketing, Finance, Sales, HR, etc.)Traditional Career Job title drivenCompensation AnalystSr. Compensation AnalystCompensation ManagerCompensation DirectorCompensation & Benefits DirectorCompensation VPNon-Traditional Work ExperienceRole driven across multiple fun

3、ctions (e.g., HR, Marketing, Production, Finance, R&D, Sales, etc.)Operational SpecialistTacticalStrategicJob Analysis What is it?What is a “job analysis?Why do we conduct job analyses?Which jobs are we going to analyze?Job Analysis DefinedJob analysis is the process of obtaining information about j

4、obs to use for a multiple purposesWe want to hire an accountant How would I select someone?We want to determine pay for a Marketing Manager position what would I need to know about the job which impacts pay decisions?I want to move from my current job as a Production Engineer to a Production Supervi

5、sor what would I need to learn/what skills do I need to make this move?In-Class ActivityExercise DebriefKSAJob Analysis, Descriptions & SpecificationsJob AnalysisThe process of gathering information related to the activities performed on a job and the qualifications required to perform these activit

6、iesJob descriptionA summary of the tasks and duties which are performed on the job. E.g.: Emptying all garbage cans on the 2nd floorCoordinating meetings schedulesDeveloping a marketing strategyJob Analysis, Descriptions & SpecificationsJob specificationA list of qualifications that are required to

7、perform the job correctly. E.g.: Knowledge of spreadsheet software programsSkill in the repair of copiersAbility to work cooperatively in small groupsThe job description and job specification are the result of job analysis.Talent Management Strategy ModelAttractRetainEngageSelectDevelopRewardsTalent

8、 StrategyBusiness ResultsWhy Conduct Job Analyses? Recruiting and Selecting EmployeesDeveloping and Appraising EmployeesCompensationJob and Organizational DesignHuman resource planningIdentifying internal labor marketsRecruitmentSelectionPlacementEqual employment opportunity Realistic job previewsJo

9、b training and skill developmentRole clarificationEmployee career planningPerformance appraisalDetermining pay rates for jobsEnsuring equal pay for equal workEnsuring equal pay for jobs of comparable worthJob design/redesign to improve efficiency or motivationDetermining lines of authority and respo

10、nsibilityDetermining necessary relationships among work groupsCharacteristics of Good AnalysesContamination vs. deficiency (content validity)Contamination You are only measuring the specific job? Deficiency Everything that is done on the job is captured adequatelyConsistency (i.e. standardization) v

11、s. flexibilityConsistency Every time you measure the same job you do it the same wayFlexibility The analyst realizes that a job doesnt fit the system that was set up and can make adjustments)Cost vs. accuracyLow cost Achieved through simplification and streamlining (Your measurement of KSAs doesnt t

12、ake fifty people working around the clock for a year)Accuracy Achieved by ensuring youre measuring job-relevant content (The job analysis is actually measuring the job as can be verified by multiple data collection techniques.)Getting Information: O*NETStandardized source of information like O*NETCo

13、ntamination vs. deficiency More deficient; the measures were created to apply across settings as much as possible so they tend to concentrate on a small number of omnipresent characteristicsConsistency vs. flexibility Very consistent no matter who looks it up, but almost certainly misses specific el

14、ements of the job as it is defined at your particular organizationCost vs. accuracy Very low cost to the firm, and may be very accurate description of the knowledge skills and abilities to perform the job because of the massive background workBest for Organization that cannot afford to conduct local

15、 descriptions or for very standard jobs.Getting Information: Observation OTJContamination vs. deficiency Highly deficient. Only captures what you can see, thereby misleading the investigator about cognitive processes underlying performance. Uncontaminated, though.Consistency vs. flexibility Consiste

16、nt if a protocol is established and sufficient behavior is observed to get past low base rates for some actions. Because inferences are not made, it is not very flexible. Cost vs. accuracy May be quite costly to engage in long-term observations, while shorter term observations are likely to be more

17、expensive. Best for Manual labor jobs or those which have mostly physical tasks involvedGetting Information: Interviews w/ Job Incumbents/SupervisorsContamination vs. deficiency May be contaminated because people are trying to talk up their positions for supervision. Too much information if people f

18、eel like “ventingConsistency vs. flexibility Very inconsistent in application, but supremely flexibleCost vs. accuracy Costly to have people who can go through all this information and make sense of it. High variable costs. Takes time to evaluate and compare jobs during the compensation processBest

19、for Highly idiosyncratic jobs or in organizations/divisions with few individuals.Getting Information: Task QuestionnairesTask questionnaire (Do you do _? How often _?)Contamination vs. deficiency Depends on how honest respondents are, and if questions prompt them to “over-describe how difficult thei

20、r jobs areConsistency vs. flexibility Very consistent, totally inflexible unless comments are allowed (at which point it starts to become more like the diary or interview method)Cost vs. accuracy High fixed cost to establish the system, but low variable costs. Accuracy depends on how well the job fi

21、ts what is in the databaseBest for Very large firms with multiple jobs that are very standardTrends for “Jobs “Jobs are disappearing, usually replaced by “RolesAs organizations restructured in the 80s and 90s and became flatter, traditional jobs were given broader roles Recent terms“Free Agent sell skills and attitudes to highest bidder“Employability having the skills and attitudes that an ER needs at the moment“Career Guide for 21xt Century Worker William Bridges, JobShiftI was used to working in the corporate environment and giving my total loyalty to the company. I feel like Ri