Fundamentals of Human

Resource Management

Chapter 5
Human Resource Planning and Job Analysis
 Introduction
Human resource planning
is a process by which an
organization ensures that
it has the right number and
kinds of people
at the right place
at the right time
capable of effectively and
efficiently completing those
tasks that will help the
organization achieve its overall
strategic objectives.
 Introduction
Linked to the organizations
overall strategy and planning to
compete domestically and
globally.
Overall plans and objectives must
be translated into the number and
types of workers needed.
Senior HRM staff need to lead top
management in planning for HRM
issues.
 An Organizational
Framework
A mission statement defines what
business the organization is in, including
why it exists and who its customers are.
Strategic goals
Set by senior management to establish
targets for the organization to achieve.
Generally defined for the next 5-20 years.
 An Organizational
Framework
Corporate assessment
Gap or SWOT (Strengths-Weaknesses-
Opportunities-Threats) analysis determines
what is needed to meet objectives.
Strengths and weaknesses and core
competencies are identified.
HRM determines what knowledge, skills and
abilities are needed by the organizations
human resources.
An Organizational
Framework
Linking Organizational Strategy to
Human Resource Planning
Ensures that people are available
to meet the requirements set
during strategic planning.
Assessing current human
resources
A human resources inventory report
summarizes information on current
workers and their skills.
 Tailor the Compensation System to the Strategy
Business HR Program Compensation
Strategy Response Alignment System
Innovator: Product Committed to Reward Innovation
Leadership Agile, Risk Taking, in Products and
Increase Product Processes
Innovative People
Complexity and Shift to Mass
Market-Based Pay
Shorten Product Customization and
Life Cycle Innovation Flexible Generic
Cycle Time Job Descriptions

Cost Cutter: Operational Focus on

Excellence Competitors Labor
Focus on Costs
Pursue Cost- Do More With Less Increase Variable
Efficiency
effective Solutions Pay
Emphasize
Productivity
Focus on System
Control and Work
Specifications

Customer Customer Intimacy Delight Customer, Customer

Satisfaction
Focused: Deliver Solutions to Exceed
Incentives
Customers Expectations
Increase Value of Job and
Customer Speed to Market Skills Based on
Expectations Customer Contact
Linking Organizational Strategy to
Human Resource Planning
Human Resource Information
Systems (HRIS) are
increasingly popular
computerized databases that
contain important information
abut employees.
Linking Organizational Strategy to
Human Resource Planning
Assessing current human resources
Succession planning
includes the development of replacement charts
portray middle-to-upper level management
positions that may become vacant in the near
future
lists information about individuals who might
qualify to fill the positions
Linking Organizational Strategy to
Human Resource Planning
Determining the Demand for Labor
A human resource inventory can be
developed to project year-by-year estimates
of future HRM needs for every significant job
level and type.
Forecasts must be made of the need for
specific knowledges, skills and abilities.
?
Linking Organizational Strategy to
Human Resource Planning
Predicting the Future Labor Supply
A units supply of human resources comes
from:
new hires
contingent workers
transfers-in
individuals returning from leaves
Predicting these can range from simple to
complex.
Transfers are more difficult to predict since
they depend on actions in other units.
Linking Organizational Strategy to
Human Resource Planning
Predicting the Future Labor Supply
Decreases in internal supply come about
through:
Retirements
Dismissals
Transfers-out
Lay-offs
Voluntary quits
Sabbaticals
Prolonged illnesses
Deaths
Linking Organizational Strategy to
Human Resource Planning
Retirements are the easiest to forecast.
Other factors are much more difficult to
project.
Dismissals, transfers, lay-offs, and sabbaticals
are more easily controlled by management.
Linking Organizational Strategy to
Human Resource Planning
Where Will We Find Workers
migration into a community
recent graduates
individuals returning from military service
increases in the number of unemployed and
employed individuals seeking other
opportunities, either part-time or full-time
The potential labor supply can be
expanded by formal or on-the-job training.
Linking Organizational Strategy to
Human Resource Planning
Matching Labor Demand and Supply
Employment planning compares forecasts for
demand and supply of workers.
Special attention should be paid to current
and future shortages and overstaffing.
Decruitment or downsizing may be used to
reduce supply and balance demand.
Rightsizing involves linking staffing levels to
organizational goals.
 Balancing HR Supply and Demand

Copyright 2002 South- 518

Western. All rights reserved.
Linking Organizational Strategy to
Human Resource Planning

Employment Planning and

the Strategic Planning Process
Design of Work Systems
 WHAT WORKERS DO
Job Specialization
Creates jobs with very narrow task (activity)
assignments.
Resulted in high efficiency, quickly achieved job
competency, low training costs, but also created
monotonous jobs.
Job Enlargement
An increase in task variety in an attempt to relieve
boredom.
Job Rotation
Employees are moved across different specialized
positions.
 WHAT WORKERS DO
Job Enrichment
Increasing the amount of responsibility
for quality and productivity that
employees have for their own work.
Vertical Loading
Is the reassignment of job responsibility
formerly delegated to the supervisor to
the employee.
 THE JOB CHARACTERSITIC
Skill variety
MODEL
Autonomy
The extent to which the work The extent to which the
allows an employee to use a
variety of acquired skills.
employee is able to
work and determine
Task identity
work procedure at
The extent to which work
her/his own discretion.
allows an employee to
complete a whole or Feedback
identifiable piece of work. The extent to which the
Task significance work allows the
The extent to which the employee to gain a
employee perceives that sense of how well job
his/her work is important and
responsibilities are
meaningful to those in the
organization or to those being met.
outside the organization.
 WHAT WORKERS NEED
Changing demographics and life styles
Worker needs vary by age, gender, race,
religion, physical abilities, sexual orientation,
and marital and family status.
Employee needs for work/life balance
Workers are less committed to organizations
today but also suffer from burnout and lower
performance.
Employee needs representation (voice)
Workers want to be involved in work-related
issues and expect the organization to listen to
their concerns and not being micromanaged.
Unions might not be the safe heaven
anymore.
Employee concerns about safety in the
 How Jobs Interface with
Other Jobs
Types of Task Interdependence
Pooled Interdependence
Individual employees work independently of each other in
performing tasks but utilize coordination of their activities.
Sequential Interdependence
The work in process flows from one individual to another,
where one individual depends on the timely completion of
quality work for another coworker.
Reciprocal Interdependence
Workflow is not linear as in sequential interdependence but
random. Work flow responds to immediate situation and
employees have joint and shared responsibilities for the
work.
 How Jobs Interface with
Other Jobs
Employee interface must ensure the efficient
work flow.
Higher levels of interdependence require
higher
level of coordination and attention.
Is the management large / strong enough to
monitor and supervise to ensure the efficient
flow
of work ?
 Redesign of Work Systems
Current and future work systems are more
broadly defined and more closely related
to strategic choices made by
management.
Workers are becoming more involved in
the design and reengineering of their jobs.
Cross-function teams are strategically
beneficial, but also create challenges in
effectively managing their activities.

628
The Employee Life
Cycle
The Employee Life
Cycle
 Job Analysis
Job Analysis is a systematic exploration
of the activities within a job.
It defines and documents the duties,
responsibilities and accountabilities of a
job and the conditions under which a job is
performed. ?
 Job Analysis
Job Analysis Methods
Observation method job analyst watches
employees directly or reviews film of workers
on the job.
Individual interview method a team of job
incumbents is selected and extensively
interviewed.
Group interview method a number of job
incumbents are interviewed simultaneously.
 Job Analysis
Job Analysis Methods
Structured questionnaire method workers
complete a specifically designed
questionnaire.
Technical conference method uses
supervisors with an extensive knowledge of
the job.
Diary method job incumbents record their
daily activities.
The best results are usually achieved with
some combination of methods.
Job Analysis
 Job Analysis
Structured Job Analysis Techniques
Department of Labors Job Analysis Process:
Information from observations and interviews is
used to classify jobs by their involvement with
data, people and things.
Information on thousands of titles available on
O*Net OnLine which is the Department of Labors
replacement for the Dictionary of Occupational
Titles.
 Job Analysis
Position Analysis Questionnaire
(PAQ)(developed at Purdue
University)
Jobs are rated on 194 elements, grouped
in six major divisions and 28 sections.
The elements represent requirements
that are applicable to all types of jobs.
This type of quantitative questionnaire
allows many different jobs to be
compared with each other, however, it
appears to be more applicable to higher-
level professional jobs.
 The Hay system
Know-how (the specific knowledge and skills
required to performed the job)
Problem solving (the decisions and problems
that must be successfully handled on the job)
Accountability (the jobholders responsibilities
for critical task completion and for
organizational resources, budgets,
supervisions)
Points are assigned to each factor for depth
and breadth
 Some common methods
Interview 360 degree
Observation direct (supervisor) or
indirect (videotape)
Questionnaire
Position description
Functional job analysis
Job diagnostic survey
Journals and diary
Output and production analysis
 Job Analysis
Job Descriptions
Written statement of what jobholder does, how it is
done, under what conditions and why.
Common format: title; duties; distinguishing
characteristics; environmental conditions; authority
and responsibilities.
Used to describe the job to applicants, to guide new
employees, and to evaluate employees.
Identification of essential job functions is needed to
assure compliance with Americans with Disabilities
Act.
 Job Analysis
Job Specifications
States minimum acceptable qualifications.
Used to select employees who have the
essential qualifications.
 Job Analysis
Job Evaluations
Specify relative value of each job in the
organization.
Used to design equitable compensation
program.
 Job Analysis
The Multi-faceted Nature of Job
Analysis
Almost all HRM activities are tied to job
analysis.
Job analysis is the starting point for sound
HRM.
 Job Analysis
Job Analysis and the Changing World of
Work
Globalization, quality initiatives,
telecommuting, and teams require
adjustments to the components of a job.
Todays jobs often require not only technical
skills but interpersonal skills and
communication skills as well.