人力资源管理第十版英文版第七章笔记CHAPTER 7Analyzing and Identifying Jobs.docx
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人力资源管理第十版英文版第七章笔记CHAPTER 7Analyzing and Identifying Jobs.docx
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人力资源管理第十版英文版第七章笔记CHAPTER7AnalyzingandIdentifyingJobs
CHAPTER7AnalyzingandIdentifyingJobs
Afteryouhavereadthischapter,youshouldbeableto:
●Discusswhyjobanalysisischangingasorganizationschange.
●Comparetask-basedjobanalysiswiththecompetencyapproachofjobanalysis.
●Developanorganizationchartusingjobfamilies.
●IdentifyhowjobanalysisinformationisusedinfourotherHRactivities.
●Explainhowjobanalysishasbothlegalandbehavioralaspects.
●Listandexplainfourjobanalysismethods.
●Identifythefivestepsinconductingajobanalysis.
●Writeajobdescriptionandthejobspecificationsforit.
HRTRANSITIONS
Manyorganizationshaveexaminedtheworkprocessandtasksperformedbysecretariesanddecidedthatfewersecretariesareneeded.
DeclineofSecretaries,GrowthofAdministrativeCoordinators
Thechangingnatureofjobsisseeninmanyorganizationsandindustries,especiallythosefacingmajorchangesduetoexternalforces,suchasfinancialservicesandtelecommunications.
Buteveninmorestableindustries,oneofthemosttraditionaljobsappearstobechanging—thatknowninmanyorganizationsassecretaryand/oradministrativeassistant.
StatisticsfromtheU.S.governmentillustrateclearlythatsecretarialjobsaredeclining.Forexample,in1983,secretarywasthemostcommonjobforwomen,composing8.7%ofthejobsheldbywomeninthecivilianworkforce.Bythelate1990s,only5.3%ofthewomenworkinginthecivilianlaborforceweresecretaries,makingitthefourthmostcommonjobforwomen.Thethreemostcommonjobsforwomenhadbecomesales,teaching,andfoodpreparation.Further,thenumberofsecretariesinthelate‘90s—3.2million—wasadecreaseof700,000from1983.ThisstatisticisevenmoresignificantwhenconsideringtherapidgrowthinjobsandorganizationsthathasoccurredintheUnitedStatessince1983.
Thetraditionalsecretarialjobhasseveralcommontasksassociatedwithit.
Alookattypicalsecretarialtasksandduties,alongwithhowtheyaredonetoday,illustrateshowthesecretaryjobhaschanged.
Typingcorrespondence:
Insteadofgivinghandwrittencorrespondencetosecretaries,manymanagerscomposeandtransmittheirownmemos,letters,andreportsviae-mail.
Scheduling:
Withtheadventofcomputerschedulingsystems,agrowingnumberoforganizationshaveallindividuals’schedulesonnetworksystems,andmeetingscanbescheduledelectronically.
Voicemail:
Theexplosivegrowthofvoicemailmeansthatthemessagetakingfunctionofsecretarieshasdeclined.Foremployeeswhoareawayfromtheirdesksfrequently,messagescanberetrievedwhiletravelingoruponreturningtothedeskwithouthumaninterface.
Copyingandfiling:
Ratherthanemployingsecretariesasgeneralistswhoperformavarietyoftasks,firmshavecreatedofficeservicescenters.
Thesecentersincludespecializedhigh-speedequipmentformasscopying.Specializedtechnicianscompletemuchofthecopying,reportbuilding,andotherproductionactivities.
Somefirmshaveeliminatedmostofthesecretarialjobs.Asanextremeexample,theChairmanofaU.S.investmentfirmwith600employeeseliminated85secretarialjobs.Allmanagersandexecutivesnowhandletheirowncorrespondenceusinge-mailandsoftware,makeandreturntheirphonecalls,andmaintaintheirownschedules.Foremployeeswhowere“technologydeficient,”thefirmofferedtrainingclasses.Someexecutiveshadtolearntotype;othersneededclassesonsendingandreceivinge-mailmessagesandfaxes,designingdocuments,learningpresentationsoftware,andusingthecompany’svoicemailsystem.
Interestingly,thecompany’sproductivityinitiallydippedsome,butthenreturnedtothesamelevels.Onesideeffectwasthatmanagersstartedprioritizingtheiractivitiesmoreandlettingnonessentialtasksdrift,becausethose“make-work”taskscouldnolongerbedelegatedtosecretaries.Someoftheformersecretarieslosttheirjobs,whilesomeotherstransferredtodifferentjobsinthefirmwheretheycouldusetheircapabilitiesdifferently.
Whilemostorganizationsdonottakesuchanextremeapproach,manyorganizationshaveexaminedtheworkprocessesandtasksperformedbysecretariesanddecidedthatfewersecretariesareneeded.Theofficesupportfunctionsthatmustbeperformedhavetransformedthetraditionalsecretarialjobintothatoftheadministrativecoordinatororexecutiveassistant.
Thedifferencesbetweenthesejobsintermsofresponsibility,authority,andorganizationalinputareconsiderable.
Thesecoordinativejobsareoftenperformedformorethanoneboss.
Yet,itisimportanttorememberthatinmanyorganizationsthereisstillconsiderableneedforclericalandadministrativesupport.Secretariesstillcomposeabout17%ofallofficesupportstaff.Buteveninthesejobs,itlikelywillbeimportantfororganizationstocontinueanalyzingandtrackingthechangingnatureofsecretarialjobs.
“Manyorganizationsaretodaywellalongthepathtowardbeingde-jobbed.”WILLIAMBRIDGES
AprimaryfocusofHRmanagementisonthejobsandworkperformedbyindividualsintheorganization.Becauseorganizationsarechangingandjobsmustfitsomanydifferentsituations,managersandemployeesalikearefindingthatdesigningandanalyzingjobsrequiresgreaterattentionthaninthepast.Astheopeningdiscussionindicates,suchchangesareaffectingsecretarialjobs,aswellasothers.
Muchcurrentinterestinanalyzingjobsresultsfromtheimportanceassignedtotheactivitybyfederalandstatecourts.Thelegaldefensibilityofanemployer’srecruitingandselectionprocedures,performanceappraisalsystem,employeedisciplinaryactions,andpaypracticesrestsinpartonthefoundationofjobanalysis.Inanumberofcourtcases,employershavelostbecausetheirHRprocessesandpracticeswerenotviewedbyjudgesorjuriesassufficientlyjobrelated.Fundamentally,itisimportanttodocumentthatHRactivitiesandthedecisionsresultingfromthemareclearlyjob-relatedandrelativelyconsistentovertime.
Additionally,analyzingandunderstandingtheworkdoneintheorganizationmustbebasedonfactsanddata,notjustpersonalperceptionsofmanagers,supervisors,andemployees.Ithasbecomeevidentinmanyorganizationsthatanalyzingboththewayworkisdoneandwhatemployeesdointheirjobsisvitaltomaintainingorganizationalcompetitiveness.
NatureofJobAnalysis
ThemostbasicbuildingblockofHRmanagement,jobanalysis,isasystematicwaytogatherandanalyzeinformationaboutthecontentandhumanrequirementofjobs,andthecontextinwhichjobsareperformed.Jobanalysisusuallyinvolvescollectinginformationonthecharacteristicsofajobthatdifferentiateitfromotherjobs.Informationthatcanbehelpfulinmakingthedistinctionincludesthefollowing:
●Workactivitiesandbehaviors
●Interactionswithothers
●Performancestandards
●Financialandbudgetingimpact
●Machinesandequipmentused
●Workingconditions
●Supervisiongivenandreceived
●Knowledge,skills,andabilitiesneeded
WhatIsaJob?
Althoughthetermsjobandpositionareoftenusedinterchangeably,thereisaslightdifferenceinemphasis.Ajobisagroupingofcommontasks,duties,andresponsibilities.Apositionisajobperformedbyoneperson.Thus,iftherearetwopersonsoperatingwordprocessingequipment,therearetwopositions(oneforeachperson)butjustonejob(wordprocessingoperator).
DifferentiatingbetweenJobAnalysisandJobDesignItisusefultoclarifythedifferencesbetweenjobdesignandjobanalysis.Jobdesignisbroaderinnatureandhasasitsprimarythrustmeshingtheproductivityneedsoftheorganizationwiththeneedsoftheindividualsperformingthevariousjobs.Increasingly,akeyaimforjobdesignistoprovideindividualsmeaningfulworkthatfitseffectivelyintotheflowoftheorganization.Itisconcernedwithchanging,simplifying,enlarging,enriching,orotherwisemakingjobssuchthattheeffortsofeachworkerfittogetherbetterwithotherjobs.
Jobanalysishasamuchnarrowerfocusinthatitisaformalsystemforgatheringdataaboutwhatpeoplearedoingintheirjobs.Theinformationgeneratedbyjobanalysismaybeusefulinredesigningjobs,butitsprimarypurposeistogetaclearunderstandingofwhatisdoneonajobandwhatcapabilitiesareneededtodoajobasithasbeendesigned.Documentsthatcapturetheelementsidentifiedduringajobanalysisarejobdescriptionsandjobspecifications.
JobAnalysisandtheChangingNatureofJobs
Increasingly,commentatorsandwritersarediscussingtheideathatthenatureofjobsandworkischangingsomuchthattheconceptofa“job”maybeobsoleteformanypeople.Forinstance,insomehigh-technologyindustriesemployeesworkincross-functionalprojectteamsandshiftfromprojecttoproject.Thefocusintheseindustriesislessonperformingspecifictasksanddutiesandmoreonfulfillingresponsibilitiesandattainingresults.Forexample,aprojectteamofeightemployeesdevelopingsoftwaretoallowvariouscreditcardstobeusedwithATMsworldwidewillworkonmanydifferenttasks,someindividuallyandsomewithotherteammembers.Whenthatprojectisfinishedthoseemployeeswillmovetootherprojects,possiblywithotheremployers.Suchshiftsmayhappenseveraltimesperyear.Therefore,thebasisforrecruiting,selecting,andcompensatingtheseindividualsistheircompetenceandskills,notwhattheydo.Eventhejobofmanagerschangesinsuchsituations,fortheymustservetheirprojectteamsasfacilitators,gatherersofresources,andremoversofroadblocks.
However,inmanyindustriesthatuselower-skilledworker
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