JOB ANALYSIS

AND HUMAN
RESOURCE
PLANNING
 Chapter Objectives
 Describe why job analysis is a basic
human resource tool.
 Explain the reasons for conducting job
analysis.
 Describe the types of information
required for job analysis.
 Describe the various job analysis
methods.
 Chapter Objectives
(Continued)
 Describe the components of a well-
designed job description.
 Identify the other methods available
for conducting job analysis.
 Describe how job analysis helps
satisfy various legal requirements.
 Explain the human resource planning
process.
 Chapter Objectives
(Continued)
 Describe some human resource
forecasting techniques.
 Define requirements and availability
forecasts.
 Identify what a firm can do when
either a surplus or a shortage of
workers exists.
 Describe job design.
Job Analysis: A Basic
Human Resource Tool
 Job Analysis, Job and
Position
• Job analysis - Systematic process of
determining the skills, duties, and
knowledge required for performing jobs
in an organization
• Job - Consists of a group of tasks that
must be performed for an organization
to achieve its goals
• Position - Collection of tasks and
responsibilities performed by one person
 Questions Job Analysis
Should Answer
• What physical and mental tasks does the
worker accomplish?
• When does the job have to be completed?
• Where is the job to be accomplished?
• How does the worker do the job?
• Why is the job done?
• What qualifications are needed to perform
the job?
 When Job Analysis Is
Performed
• When the organization is
founded
• When new jobs are created
• When jobs are changed
significantly as a result of new
technologies, methods,
procedures, or systems
 Job
Descriptions/Specifications
• Job description - A document that
provides information regarding the
tasks, duties, and responsibilities
of the job
• Job specification - Minimum
acceptable qualifications that a
person should possess in order to
perform a particular job
Reasons For Conducting
Job Analysis
• Staffing
• Training and Development
• Compensation and Benefits
• Safety and Health
• Employee and Labor Relations
• Legal Considerations
 Job Analysis for Teams
• Historically, companies established
permanent jobs and filled these jobs
with people who best fit the job
description
• In some firms today, people are being
hired and paid on a project basis
• Today whenever someone asks "What is
your job description?" the reply might
well be "Whatever."
 Types of Job Analysis
Information
• Work activities
• Worker-oriented activities
• Machines, tools, equipment, and
work aids used
• Job-related tangibles and intangibles
• Work performance
• Job content
• Personal requirements for the job
Job Analysis Methods
• Questionnaires
• Observation
• Interviews
• Employee
recording
• Combination of
methods
Conducting Job Analysis
• Interested in gathering
data regarding what is
involved in performing a
particular job
• People who participate in
job analysis
People Who Participate in
Job Analysis Should
Include
(at a minimum)
• Employee
• Employee’s immediate
supervisor
• Job analyst
• Consultants
 Items Typically Included in
Job Descriptions
• Major duties performed
• Percentage of time devoted to each duty
• Performance standards to be achieved
• Working conditions and possible hazards
• Number of employees performing the job
and who they report to
• The machines and equipment used on the
job
Job Description

• Job Identification
• Date of the Job
Analysis
• Job Summary
• Duties Performed
• Job Specification
 Job Specification
Minimum Acceptable
Qualifications:

• Educational Requirements
• Experience
• Personality Traits
• Physical Abilities
 The Expanded Job
Description
• Jobs are changing
• Jobs are getting bigger
• Jobs are getting more complex
• Changes the way virtually
every HR function is performed
Timeliness of Job Analysis
• Need for
accurate job
analysis is
important
• Must be kept
relevant
 Other Job Analysis
Methods
• U.S. Department of Labor Job Analysis
Schedule
• Functional Job Analysis
• Position Analysis Questionnaire
• Management Position Description
Questionnaire
• Guidelines-Oriented Job Analysis
• Descriptions Now
Job Analysis and the Law
• Fair Labor Standards
Act
• Equal Pay Act
• Civil Rights Act
• Occupational Safety
and Health Act
• Americans with
Disabilities Act
 Strategic Planning
The process by which top
management determines
overall organizational
purposes and objectives and
how they are to be achieved
Human Resource Planning
The process of systematically
reviewing HR requirements to
ensure that the required
number of employees, with
the required skills, are
available when they are
needed
 Human Resource Planning Process
External Environment
Internal Environment
Strategic Planning

Human Resource Planning

Forecasting Comparing Forecasting

Human Requirements Human Resource
Resource Availability
Requirements and Availability

Demand = Surplus of Shortage of

Workers Workers

No Action Restricted Hiring, Recruitment

Reduced Hours,
Early Retirement, Selection
Layoff, Downsizing
HR Forecasting
Techniques
• Zero-based
forecasting
• Bottom-up
approach
• Use mathematical
models
• Simulation
 Forecasting HR
Requirements
• Estimate of numbers and kinds of
employees the organization will need at
future dates
• Demand for firm’s goods or services
must be forecasted
• Forecast is then converted into people
requirements
 Forecasting HR Availability
• Determining whether the firm will be
able to secure employees with the
necessary skills and from what
sources
• Show whether the needed employees
may be obtained from within the
company, from outside the
organization, or from a combination
of the two sources
Surplus of Employees
• Restricted
hiring
• Reduced hours
• Early
retirement
• Layoffs
Shortage of Workers
Forecasted
• Creative
recruiting
• Compensation
incentives
• Training
programs
• Different selection
standards
 Succession Planning and
Development
• Succession planning - Process of
ensuring that the qualified person is
available to assume a managerial
position once a position is vacant
• Succession development - Process of
determining a comprehensive job profile
of key positions and then ensuring that
key prospects are properly developed to
match these qualifications
 Job Design
• Process of determining the specific tasks to
be performed, the methods used in
performing these tasks, and how the job
relates to other work in the organization
• Job enrichment - Basic changes in the
content and level of responsibility of a job, so
as to provide greater challenge to the worker
• Job enlargement - Changes in the scope of a
job to provide greater variety to the worker
Total Quality Management
• A commitment to excellence by
everyone in an organization that
emphasizes excellence achieved by
teamwork and a process of
continuous improvement
 Re-engineering
• The fundamental rethinking
and radical redesign of
business processes to
achieve dramatic
improvements in critical
contemporary measures of
performance, such as cost,
quality, service, and speed