Human Resource Planning and Job Analysis in HRM Fundamentals

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This document provides an overview of Human Resource Planning (HRP) and Job Analysis, key components of Human Resource Management (HRM). It explains the importance of aligning HR strategies with organizational goals, emphasizing the need for forecasting labor demand and supply. The document covers various aspects of job analysis, including methods like observation, interviews, and questionnaires, along with tools like O*NET and the Position Analysis Questionnaire (PAQ). It also discusses job descriptions, job design, and job enrichment strategies to motivate employees. Furthermore, it touches upon flexible work schedules and the role of teams in effective job design. The document concludes with a True/False quiz to test understanding of the concepts.
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Fundamentals of
Human Resource Management 11e
Chapter 5
Human Resource Planning and Job Analysis
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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
2Fundamentals of Human Resource Management 11e
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HR planning must be
Linked to the organization’s overall strategy to
compete domestically and globally
Translated into the number and types of workers
needed
Introduction
3Fundamentals of Human Resource Management 11e
Senior HRM staff need to lead top
management in planning for HRM issues.
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An Organizational Framework
4Fundamentals of Human Resource Management 11e
Goals are generally defined for the next 5-20 years.
A mission statement defines what business
the organization is in, including
Why it exists
Who its customers are
Strategic goals set by senior management to
establish targets for the organization to achieve
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During a corporate assessment:
SWOT Analysis determines what is needed to meet
objectives
Strengths
Weaknesses
Opportunities
Threats
Linking Organizational Strategy to
HR Planning
5Fundamentals of Human Resource Management 11e
HRM determines what knowledge, skills, and abilities are needed by
the organization’s human resources through a job analysis.
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Linking Organizational Strategy to
HR Planning
Fundamentals of Human Resource Management 11e 6
mission
objectives and goals
strategy
structure
people
STRATEGIC DIRECTION HR LINKAGE
determining organization’s
business
setting goals and
objectives
determining how to attain
goals and objectives
determining what jobs need to be
done and by whom
matching skills, knowledge,
and abilities to required jobs
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HR must ensure staff levels meet strategic
planning goals.
An HR inventory report summarizes information
on current workers and their skills
HR information systems (HRIS)
Process employee information
Quickly generate analyses and reports
Provide compensation/benefits support
Linking Organizational Strategy to
HR Planning
7Fundamentals of Human Resource Management 11e
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Succession planning includes the development
of replacement charts that
Portray middle- to upper-level management positions that
may become vacant in the near future
List information about individuals who might qualify to fill
the positions
Linking Organizational Strategy to
HR Planning
8Fundamentals of Human Resource Management 11e
Carolyn
Beth Carlos Gus
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HR must forecast staff requirements:
HR creates an inventory of future staffing needs for
job level and type, broken down by year
Forecasts must detail the specific knowledge, skills,
and abilities needed, not just “we need 25 new
employees”
Linking Organizational Strategy to
HR Planning
9Fundamentals of Human Resource Management 11e
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HR predicts the future labor supply:
A unit’s 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
HR Planning
10Fundamentals of Human Resource Management 11e
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Linking Organizational Strategy to
HR Planning
11Fundamentals of Human Resource Management 11e
Decreases in internal supply come about through:
retirements easiest to forecast
dismissals possible to forecast
transfers possible to forecast
layoffs possible to forecast
sabbaticals possible to forecast
voluntary quits difficult to forecast
prolonged illnesses difficult to forecast
deaths hardest to forecast
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Candidates come from
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
Linking Organizational Strategy to
HR Planning
12Fundamentals of Human Resource Management 11e
The potential labor supply can be expanded by formal or
on-the-job training.
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To match labor demand and supply, HR
Compares forecasts for demand and supply of
workers
Monitors current and future shortages, and
overstaffing. Sometimes, strategic goals must change
as a result
Uses downsizing to reduce supply and balance
demand
Linking Organizational Strategy to
HR Planning
13Fundamentals of Human Resource Management 11e
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Linking Organizational Strategy to
HR Planning
14Fundamentals of Human Resource Management 11e
Employment Planning and the Strategic Planning
Process
demand for labor
compare demand
for and supply of
human resources
recruitment
decruitment
define
organization
mission
establish
corporate goals
and objectives
demand exceeds
supply
supply exceeds
demand
assess current
human resources
-- - - - - - - - - - - - -
HRMS:
job analysis
Outcomes
supply of
human resources
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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
Click here to see a sample job analysis
Job Analysis
15Fundamentals of Human Resource Management 11e
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Job Analysis Methods
observation– job analyst watches employees directly or reviews film of
workers on the job
individual interview– a team of job incumbents is selected and extensively
interviewed
group interview– a number of job incumbents are interviewed
simultaneously
structured questionnaire– workers complete a specifically designed
questionnaire
technical conference– uses supervisors with an extensive knowledge of
the job
diary– job incumbents record their daily activities
Job Analysis
16Fundamentals of Human Resource Management 11e
The best results are usually achieved with some combination of methods.
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Job Analysis
17Fundamentals of Human Resource Management 11e
understand the purpose
of the job analysis
understand the roles of
jobs in the organization
seek clarification
develop draft
review draft
with supervisor
benchmark positions
determine how to collect
job analysis information
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Occupational Information Network
O*NET Content Model
Job Analysis
18Fundamentals of Human Resource Management 11e
See online at
http://online.onetcenter.org/
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Position Analysis Questionnaire (PAQ)
Jobs are rated on 194 elements, grouped in six major
divisions and 28 sections
The elements represent requirements applicable to all
types of jobs
Its quantitative structure allows many job
comparisons, however, it appears to apply to only
higher-level jobs
Job Analysis
19Fundamentals of Human Resource Management 11e
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Job descriptions list:
Job title
Job identification
Job duties/essential functions in order of importance
Job specifications - minimal qualifications for job
They are critical to:
Describing job to candidates
Guiding new-hires
Developing performance evaluation criteria
Evaluating job’s compensation worth
Job Analysis
20Fundamentals of Human Resource Management 11e
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Job Analysis
21Fundamentals of Human Resource Management 11e
labor
relations
safety &
health
HR
planning
Almost all HRM
activities are tied
to job analysis; it
is the starting
point for sound
HRM.
job analysis
job description
job specifications
performance
management
compensation
employee
training
employee
development
career
development
recruiting
selection
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Job Design is how a position and its tasks are
organized. Every job should
Be organized to provide a sense of purpose and
accomplishment
Have a clear relationship to the organizational
purpose and mission.
Job Design
22Fundamentals of Human Resource Management 11e
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Job Enrichment motivates through
Skill variety
Task identity
Task significance
Autonomy
Feedback from job itself
Job Enrichment
23Fundamentals of Human Resource Management 11e
If you want people to do a good job,
give them a good job to do…
Frederick Herzberg
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Types of flexible schedules:
Compressed work week
Flex time
Job Sharing
Telecommuting
Flexible Work Schedules
24Fundamentals of Human Resource Management 11e
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Effective work teams
Are flexible
Continually make adjustments
Have competent individuals with appropriate skills
Technical
Teamwork
Interpersonal
Good feedback
Job Design and Teams
25Fundamentals of Human Resource Management 11e
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True or False?
26Fundamentals of Human Resource Management 11e
1. HR planning must be separate from the organization’s overall strategy.
False!
2. A mission statement defines what business the organization is in.
True!
3. To forecast staff requirements, HR creates an inventory of future
staffing needs for job level and type, broken down by decade.
False!
4. Job analysis is a systematic exploration of the activities within a job.
True!
5. A position analysis questionnaire is more qualitative than quantitative in
nature.
False!
6. Job design is how a position and its tasks are organized.
True!
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