人力资源管理双语教学课件02工作分析

HumanResourceManagementChapter2JobAnalysis引导案例：工作职责分歧

一个机床操作工把大量的机油洒在他机床周围的地面上。车间主任叫操作工把洒在地上的机油清扫干净，操作工拒绝执行，理由是工作说明书里并没有包括清扫的条文。车间主任顾不上去查工作说明书上的原文，就找一名服务工来做清扫。但服务工同样拒绝，他的理由是其工作说明书里也没有包括这一类工作。车间主任威胁说要把他解雇。因为这种服务工是分配到车间来做杂务的临时工。服务工勉强同意，但是干完之后立即向公司投诉。有关人员看了投诉后，审阅了三类人员的工作说明书：机床操作工、服务工和勤杂工。机床操作工的工作说明书规定：操作工有责任保持机床的清洁，使之处于可操作状态，但并未提及清扫地面。服务工的工作说明书规定：服务工有责任以各种方式协助操作工，如领取原材料和工具，随叫随到，即时服务，但也没有明确写明包括请扫工作。勤杂工的工作说明书中确实包含了各种形式的清扫，但是他的工作时间是从正常工人下班后开始。LearningObjectives:2-1JobandJobAnalysis2-1-1Job2-1-2JobAnalysis2-1-3FunctionsofJobAnalysis2-2JobAnalysisMethods2-2-1QualitativeTechniques2-2-2QuantitativeTechniques2-3JobDesign2-3-1JobscopeandJobdepth2-3-2JobAnalysisToday2-1JobAnalysisDefined2-1-1Job

Ajobisasetofcloselyrelatedactivitiescarriedoutforpay.Micromotion微动作Element元素Task任务Duty职责Position职位Occupation职业JobsinOrganization组织目标分工（任务结构）分权（权力结构）标准程度结果性质形式大小职责职权岗位体系组织结构差异性相关性横-类型纵-水平相似性互补性

Thinking:What’stheAdvantagesofJobSpecialization?RelationshipamongDifferentJobComponents职业职业运动员职业足球运动员职业篮球运动员职业棒球运动员职业曲棍球运动员工作棒球手内野手外野手接投球手第一垒第二垒第三垒游击手左野手中野手右野手接球手投球手职责一些防守任务职位职位职位RelationshipamongDifferentJobComponents2-1-2JobanalysisDefinition–Processofdeterminingandreportingpertinentinformationrelatingtothenatureofaspecificjob.Itisthedeterminationofthetaskswhichcomprisethejobandoftheskills,knowledge,abilities,andresponsibilitiesrequiredoftheholderforsuccessfuljobperformance.InformationProvidedbyaJobAnalysisContentofjobWhenWhoWhat(thetaskandthedutyofjob)Where(surrounding)How(tool/equipment)RequirementofjobKnowledgeSkillAbilityQualificationExperiencePersonality（1）职务名称；（2）直接上级职位； （3）所属部门；（4）工资等级；（5）工资水平； （6）所辖人员；（7）定员人数；（8）工作性质。工作概要工作活动内容：活动内容；时间百分比；权限等工作职责工作结果工作关系：受谁监督；监督谁；可晋升、可转换的职位及可升迁至此的职位；与哪些职位有联系。工作人员运用设备和信息说明

工作场所

工作环境的危险性

职业病

工作时间特征

工作的均衡性

工作环境的舒服程度

基本资料工作描述任职资格说明工作环境

最低学历；所需培训的时间和科目；从事本职工作和其他相关工作的年限和经验。一般能力兴趣爱好个性特征性别、年龄特征。体能要求：

工作姿势

对视觉、听觉、嗅觉有何特殊要求

精神紧张程度

体力消耗大小。 ContentsofJobAnalysis：2-1-2ProductsofJobAnalysis

Jobdescription工作描述Definition1：Alistofatasks,dutiesandresponsibilities(TDRs)thatajobentails.Definition2：Alistofajob'sduties,responsibilities,reportingrelationships,workingconditions,andsupervisoryresponsibilities.Itconcentratesonthedutiesandresponsibilitiesandgeneralworkingconditions.Jobspecification工作规范Definition1：Alistoftheknowledge,skills,abilitiesandothercharacteristics(KSAOs)thatanindividualmusthavetoperformthejobs.Definition2：Alistofajob's"humanrequirements,"thatis,therequisiteeducation,skills,personality,andsoon.Itconcentratesoncharacteristicsneededtoperformthejob.直属部门：行政部直属上级：行政部经理

适用范围：门店电脑主管岗位职责：1）负责店内电脑数据的管理；

2）负责店内各种销售表格打印、分发；

3）协助店内商品盘点工作；

4）更改电脑库存；

5）负责店内商品价格更改；

6）店内ＰＯＳ机和电脑的维护。主要工作：1）检查员工出勤状况，合理调度人力，控制人事成本；

2）检查报表的夜间打印和分发、反馈；

3）检查库存更正、价签打印、传真订单、临时变价等工作情况；

4）督促店内盘点的计划、安排、组织、实施和总结；

5）督促楼面各部门正确、及时处理各类报表；

6）负责电脑设备的维修、保养和正常运行；

7）与总部电脑部保持工作联系。辅助工作：1）负责电脑办公室的清洁卫生工作；

2）传达部门经理的要求，共同达成部门目标；

3）协助做好顾客服务。

Example：超市电脑主管工作描述工作名称：秘书资格条件：1.教育程度：大学专科，接受过秘书技能培训2.工作经验：三年相关工作经验3.知识要求：经济与行政管理的基本知识4.技能要求：

1）熟练运用计算机进行文字处理、基本绘图和通讯联系；

2）具备基本的公文写作技能，起草简单的常见公文；

3）具有一定的信息处理能力，能有效管理有关文件资料；

4）具备良好的判断能力，恰当安排上司的工作时间；

6）具有良好的人际关系和沟通技能。Exampleofjobspecification

工作规范范例Ajobdescription

shouldbeaformal,writtendocument,usuallyfromonetothreepageslong.Itshouldincludethefollowing:-Datewritten.编写日期-JobStatus(full-timeorpart-time;salaryorwage).工作状态-Positiontitle.职位名称-Jobsummary(asynopsisofthejobresponsibilities).工作概况-Detailedlistofdutiesandresponsibilities.详细职责-Supervisionreceived(towhomthejobholderreports).受监督情况-Supervisionexercised,ifany(whoreportstothisemployee).监督情况-Principalcontacts(inandoutsidetheorganization).主要工作联系-Relatedmeetingstobeattendedandreportstobefiled.相关会议与报告-Competencyorpositionrequirements.能力或职位要求-Requirededucationandexperience.教育和经验要求-Careermobility(position[s]forwhichjobholdermayqualifynext).ContentsofaJobDescriptionP94166.117-018MANAGER,PERSONEL(profess,&kin)alternatetitles:manager,humanresourcesPlansandcarriesoutpoliciesrelatingtoallphasesofpersonnelactivity:Recruits,interviews,andselectstofillvacantpositions.Plansandconductsnewemployeeorientationtofosterpositiveattitudetowardcompanygoals.Keepsrecordofinsurancecoverage,pensionplay,andpersonneltransactions,suchashires,promotion,transfers,andterminations.Investigatesaccidentsandpreparesreportsforinsurancecarrier.Conductswagesurveywithinlabormarkettodeterminecompetitivewagerate.Preparesbudgetofpersonneloperations.Meetswithshopstewardsandsupervisorstoresolvegrievances.Writesseparationnoticesforemployeesseparatingwithcauseandconductsexitinterviewstodeterminereasonsbehindseparations.Preparesreportsandrecommendsprocedurestoreduceabsenteeismandturnover.Representscompanyatpersonnel-relatedhearingsandinvestigations.Contractswithoutsidesupplierstoprovideemployeeservices,suchascanteen,transportation,orrelocationservice.Maypreparebudgeofpersonneloperations,usingcomputerterminal.Mayadministermanualanddexterityteststoapplicants.Maysuperviseclericalworkers.Maykeeprecordsofhiredemployeecharacteristicsforgovernmentalreportingpurpose.MaynegotiatecollectivebargainingagreementwithBUSINESSREPRESENTATIVE,LABORUNION部门：办公室职等：7职位：办事员职系：行政管理工作任务：负责公司人事及总务管理咨询1、人员招聘与训练2、人事资料登记与整理3、人事资料的统计4、员工请假、考勤管理5、人事管理规章草拟6、人员任免调动奖惩考勤薪酬等事项办理7、劳工保险加退保与理赔事宜8、文体活动与员工福利事项办理9、员工各种证明熟的核发10、文具设备事物用品的预算采购修善管理11、办公环境安全及卫生管理工作12、公司文书、信件等的收发事宜13、书报杂志的订购与管理14、接待来访人员任职资格：1、专科毕业，曾任人事及总务工作二年以上

2、高中毕业，曾任人事、总务工作六年以上

3、现任分类职务7职等以上

4、具有服务精神与善于处理人际关系者

5、男性为佳，女性亦可Exampleofjob工作说明书范例Exampleofjob工作说明书范例2-1-3FunctionsofJobAnalysis引导案例：科学管理的先驱泰勒在伯利恒钢铁厂运用工作描述设计流程与工作地点的布局，使劳动生产率得到很大提高。伯利恒钢铁厂的5座高炉由75名训练有素的生铁装卸工装车，他们的平均装车量为每人每天12.5吨，这在当时相对任何地方来说，都是速度最快和费用最低廉的。通过工作分析发现一流的生铁装卸工每人每天的装卸量不是12.5吨，而应该是它的近4倍，约为47吨或48吨。经过实施一个装卸工一天可以47.5吨的速度来装生铁，装卸工的工资比周围其他的工人多挣60%的工资。FunctionsofJobAnalysisJobanalysisPlaysacentralrole

inHRM.Itservesasthecornerstoneofallhumanresourcefunctions.RecruitmentSelectionandplacementOrientationandTrainingCareercounselingEmployeesafetyPerformanceappraisalCompensationJobdefinitionandJobdesignJobAnalysisPerformanceAppraisalJobDescriptionandJobSpecificationRecruitingandSelectionDecisionsJobEvaluationWageandSalaryDecisions(Compensation)TrainingRequirementsUsesofJobAnalysisInformation资料:

Henry.Ford一世不仅是一位家族老板，而且是企业工作分析的行家里手与始祖。他在自己的传记《我的生活和工作》中详细地叙述了T型轿车8000多道工序对工人的要求：

——949道工序需要强壮、灵活、身体各方面都非常好的成年男子；

——3338道工序需要普通身体的男工；

——剩下工序可由女工或年纪稍大的儿童承担，其中：

——50道工序由没有腿的人来完成；

——2637道工序由一条腿的人来完成；

——2道工序由没有手的人完成；

——715道工序由一只手的人完成；

——10道工序由失明的人完成。Jobanalysiscanhelpdiscoverunassignedduties遗漏的职责.Forexample,inanalyzingyoufindgthejobofyourcompany’sproductionmanager生产经理,youmayfindshereportsherselfasbeingresponsiblefortwodozenorsodutiesincludingplanningweeklyproductionschedules生产计划andpurchasingrawmaterials购买原材料.Missing,however,isanyreferencetomanagingrawmaterial原材料管理

orfinishedgoodsinventories制成品库存.Onfurtherinvestigation进一步的调查

youfindthatnoneoftheothermanufacturingpeople生产员工

isresponsibleforinventorymanagement存货管理

either.Yourjobanalysis(basednotjustonwhatemployeesreportastheirduties,butonwhatyouknowthesedutiesshouldbe)hasidentifiedadutytobeassigned.Missingdutieslikethisareoftenuncoveredthroughjobanalysis.背景资料：1883年，美国开始实行文官制度，19世纪末20世纪初，第二次科技革命带来社会经济的迅猛发展，政府职能进一步扩大，文官人数增至30万人。他们在各种类型的政府机构工作，按不同新姿标准支付工资，出现很多混乱和不合理现象，如同公不同酬、同酬不同工等，早在1836年，美国联邦政府与五个部门所雇用的336名书记员就因工资不公平向国会提出请愿书，要求改变现状。如何将工作与薪金标准化、合理化成为迫切要解决的问题。1923年，美率先制定了第一个联邦政府职位分类方案，并以此为基础开展薪酬管理。2-2JobAnalysisMethods

Observation

观察法TimeandmotionstudyTimestudyWorksampling

Interview访谈法ParticipantDiary/Log工作日志法Questionnaire问卷法PositionAnalysisQuestionnaire(PAQ)ManagementPositionDescriptionQuestionnaireFunctionalJobAnalysis(FJA)功能性工作分析法DOT/ONETDictionaryorOccupationalTitles文献法2-2-1ObservationObservationmethodsMotionstudyTimestudyWorksamplingUsefulwhenjobsconsistmainlyofobservablephysicalactivity

Janitor看门人Assembly-lineworker流水线工人Accountingclerk会计员Nurse护士2-2-2InterviewInterviewTypes:individualinterviewsgroupinterviewssupervisorinterviewsPROSANDCONSMostwidelyusedmethodAllowstheworkertoreportactivitiesandbehaviorthatmightnototherwisesurfaceSimpleandQuickWaystoCollectInformationMajorproblemisdistortionofinformationWhatisthejobbeingperformed?Whatexactlydoyoudo?Whatareyourmajorduties?TypicalInterviewQuestionsInclude:Whatisthejobbeingperformed?Whatarethemajordutiesofyourposition?Whatphysicallocationsdoyouworkin?Whataretheeducation,experience,skill,and(whereapplicable)certificationandlicensingrequirements?Whatactivitiesdoyouparticipatein?Whatarethejob’sresponsibilitiesandduties?Whatarethebasicaccountabilitiesorperformancestandardsthattypifyyourwork?Whatareyourresponsibilities?Whataretheenvironmentalandworkingconditionsinvolved?Whatarethejob’sphysicaldemands?Theemotionalandmentaldemands?Whatarethehealthandsafetyconditions?Areyouexposedtoanyhazardsorunusualworkingconditions?2-2-3ParticipantDiary/Logs

Foreveryactivitytheemployeeengagesin,heorsherecordstheactivity,alongwiththetimeinalog.Thiscanproduceaverycompletepictureofthejob,especiallywhensupplementedwithsubsequentinterviewswiththeworkerandhisorhersupervisor.2-2-4QuestionnaireAtypicaljobanalysisquestionnairewouldhaveamixofopen-endedandstructuredquestions.Page111givesanexampleofajobquestionnaire.ProsandConsQuickEfficientAlargenumberofemployeesLowcostMainproblem:Developingthequestionnaireandtestingitcanbeexpensiveandtimeconsuming.Complex2-2-5QuantitativeTechniquesPositionAnalysisQuestionnaire(PAQ)

AnexampleshowsaportionofaPAQ.AnexampleshowsasampleofaPAQ.ManagementPositionDescriptionQuestionnaire

AnexampleshowscategoriesofMPDQ.FunctionalJobAnalysis(FJA)AnexampleshowslevelsofdifficultyforworkerinFJA.CategoryInformationinput信息输入Mentalprocesses智力过程Physicalactivities体力活动Relationshipswithotherpeople与他人关系Jobcontext工作背景OtherjobCharacteristics其他工作特征

DescriptionWhereandhowdoestheemployeegettheinformationusedinperformingthejob?Whatreasoning,decision-making,planning,andinformation-processingactivitiesareinvolvedinperformingthejob?Whatphysicalactivitiesdoestheemployeeperform,andwhattoolsordevicesareused?Whatrelationshipswithotherpeoplearerequiredinperformingthejob?Inwhatphysicalorsocialcontestistheworkperformed?Whatactivities,conditions,orcharacteristicsotherthanthosedescribedabovearerelevanttothejob?ExamplesUseofwrittenmaterials.Near-visualdifferentiation.Levelofreasoninginproblemsolving.Coding/decoding.Useofkeyboarddevices.Assembling/disassembling.Instructing.Contactswithpublic,and/orcustomers.Hightemperature.Interpersonalconflictsituations.Specifiedworkpace.Amountofjobstructure.EmployeeActivityCategoriesUsedinthePAQSource:E.J.McCormick,P.R.Jeanneret,andR.C.Mecham,PositionAnalysisQuestionnaire.Copyright1969byPurdueResearchFoundation,WestLafayette,Ind.Reprintedwithpermission.Informationinput信息输入I.ISourcesofJobInformation工作信息来源Rateeachofthefollowingitemsintermsoftheextenttowhichitisusedbytheworkerasasourceofinformationinperformingthejob.I.I.IVisualSourcesofJobInformation直观来源

1 Writtenmaterials(books,reports,officenotes,articles,jobinstructions,signs,etc.) 2 Quantitativematerials(materialswhichdealwithquantitiesoramounts,suchasgraphs,accounts,specifications,tablesofnumbers,etc.) 3 Pictorialmaterial(picturesorpicturelikematerialsusedassourcesofinformation,forexample,drawings,blueprints,diagrams,maps,tracings,photographicfilms,x-rayfilms,TVpictures,etc.) 4 Patterns/relateddevices(templates,stencils,patterns,etc.,usedassourcesofinformationwhenobservedduringuse;donotincludeherematerialsdescribedinitem3above)Code代码

ExtentofUse使用程度NDoesnotapply不使用1Nominal/veryfrequent很少用2Occasional偶尔用3Moderate一般使用4Considerable比较多使用5Verysubstantial经常使用SamplepagefromthePositionAnalysisQuestionnaireSource:W.B.TornovandP.R.Pinto,“TheDevelopmentofaManagerialJobTaxonomy:ASystemforDescribing,Classifying,andEvaluatingExecutivePositions,”JournalofAppliedPsychology61,no.4(1976),p.414.

1. Product,marketing,andfinancialstrategyplanning.计划

2. Coordinationofotherorganizationalunitsandpersonnel.组织

3. Internalbusinesscontrol.控制

4. Productsandservicesresponsibility.服务

5. Publicandcustomerrelations.公共关系

6. Advancedconsulting.咨询

7. Autonomyofactions.自主性

8. Approvaloffinancialcommitments.财务承诺

9. Staffservice. 10. Supervision.监督

11. Complexityandstress.压力

12. Advancedfinancialresponsibility.财务责任

13. Broadpersonnelresponsibility.人事责任ManagementPositionDescriptionQuestionnaireCategoriesSource:U.S.DepartmentofLabor,RevisedHandbookforAnalyzingJobs(Washington,D.C.:U.S.GovernmentPrintingOffice,1991),p.73.

Data数据

People人员

Things事件

0 Synthesizing综合

0 Mentoring辅导0Settingup安装

1 Coordinating协调

1 Negotiating谈判1Precisionworking精密作业

2 Analyzing分析

2 Instructing指导2Operating-controlling运行控制

3 Compiling编辑

3 Supervising监督3Driving-operating驱动运行

4 Computing计算

4 Diverting转变4Manipulating操作

5 Copying复制

5 Persuading劝导5Tending看管

6 Comparing比较

6 Speaking-signaling交流

6Feeding-offbearing进料清货

7 Serving服务

7 Handling处理

8 Takinginstructions-helping

接受指示LevelsofDifficultyforWorkerFunctionsinFJA2-2-6DictionaryofOccupationalTitles353.367-018GUIDE,PLANT(anyindustry)alternatetitles:planttourguide

Escortsgroupofpeoplethroughindustrialestablishment,anddescribesfeaturesofinterest:Leadswayalongspecifiedrouteandexplainsvariousprocessesandoperationofmachines.Answersquestionsandsuppliesinformationonworkofdepartmentordepartmentsvisited.

GOE:09.01.02STRENGTH:LGED:R3M2L3SVP:3DLU:77

NineOccupationalCategories

UsedbytheDOTProfessional,technical,andmanagerial专业技术及管理人员Clericalandsales办事员与销售员carpenterService服务Agriculture,fishing,forestry,andrelated农林渔及相关行业Processing加工Machinetrades机械贸易Benchwork法律事务Structuralwork建筑Miscellaneous其他HumanResourcesManagerasClassifiedbytheDOT观察法能较多、较深刻地了解工作要求不适用于高层领导、研究工作、耗时长或技术复杂的工作、不确定性工作面谈法效率较高面谈对象可能持怀疑、保留态度；对提问要求高；易失真 问卷调查法费用低；速度快，调查面广；可在业余进行；易于量化；可对调查结果进行多方式、多用途的分析对问卷设计要求高；可能产生理解上的不一致实践法短期内可掌握的工作不适用于需进行大量训练或危险的工作典型事例法可揭示工作的动态性，生动具体费时；难以形成对一般性工作行为的总的概念各种工作分析方法的优缺点2-3JobDesign2-3-1DefinitionProcessofstructuringworkanddesignatingthespecificworkactivitiesofanindividualorgroup.ProcesscanbedividedintothreephasesSpecificationofindividualtasksSpecificationofthemethodofperformingeachtaskCombinationofindividualtasksintospecificjobsWhatHow2-3-2DimensionsofJobDesignJobscope

工作广度referstothenumberandvarietyofdifferenttasksperformedbyjobholder.JobenlargementJobrotationJobdepth

工作深度referstothejobholder’sfreedomtoplanandorganizehis/herownworkandworkpace,andtomovearoundandcommunicateasdesired.JobenrichmentSocio-technicalApproach

社会技术toJobDesignWorkteamPhysicalEnvironment物理环境AlternativeWorkSchedulesFlextimeTelecommutingJobSharingCondensedworkweek2-3-3JobAnalysisTodayToday’sbusinessinaglobalmarketplace(revolutionaryforces):AcceleratingproductTechnologicalchangeGlobalizedcompetitionDeregulationPoliticalinstabilityTrendstoservicesocietyandinformationageToday’sorganizationmustbe

responsive,Flexible,andcapableofcompeting.Asaresult:JobAnalysisina"Jobless"WorldFromSpecializedtoEnlargedJobs从亚当斯密到赫兹伯格Organization:pyramid-shapedtoflatterWork:specializedfunctionstoWorkteamsandprocessesTheboundarylessorganizationsReengineering“Insuchasituationpeoplenolongertaketheircuesfromajobdescriptionorasupervisor’sinstructions.Signalscomefromthechangingdemandsoftheworkthatneedsdoing,changingasthatchanges.Managerslosetheir‘jobs’,too…”CaseIncident:Hurricane飓风

BonnieInAugust1998HurricaneBonniehitNorthCarolinaandtheOptimaAirFilerCompany.Manyemployees’homesweredevastated毁坏

andthefirmfoundthatithadtohirealmost30completelynewcrews新员工,oneforeachofitsshifts离职者.Theproblemwasthatthe“oldtimers”hadknowntheirjobssowellthatnoonehadeverb