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C202:chap4 (hi)
Anaylzing Work& Human Resource Planning
| Question | Answer |
|---|---|
| strategic planning | is a process for making decisions about an organization’s long-term goals and how they are to be achieved |
| mission | is its basic purpose and the scope of its operations |
| vision | identifies the company’s long-term goals regarding what the organization wants to become and accomplish, and describes its image of an ideal future |
| core values | are the enduring beliefs and principles that guide its decisions and goals, including corporate social responsibility and environmental sustainability |
| business strategy | outlining how it will compete in a particular market |
| human resource planning | aligns the organization’s human resources to accomplish the organization’s strategic goals |
| forecasting labor demand and labor supply | identifies any expected labor shortages or surpluses. It is also important to determine whether any gaps are expected to be short-term or long-term in duration |
| leading economic index | a monthly composite economic index published by the Conference Board, is intended to signal peaks and troughs in the business cycle. |
| exchange rate index | reflect the cost of one country’s currency in terms of another currency. |
| trend analysis | using past patterns to predict a firm’s future labor needs |
| ratio analysis | using past relationships to forecast how many employees will be needed for different levels of business activity |
| judgmental forecasting | relying on the expertise of people in the organization to predict a firm’s future employment needs |
| talent inventories | are databases that summarize each employee’s competencies, qualifications, languages spoken, and anything else that can help the company understand how the employee can contribute |
| replacement chart | graphically shows current jobholders, possible successors, and each successor’s readiness to assume the job including their strengths, present performance, promotion readiness, and development needs |
| succession planning | identifying, developing, and tracking employees to enable them to eventually assume higher level positions |
| gap analysis | comparing labor and supply and demand forecasts identifies the firm’s future talent needs |
| action plan will | reinforce the firm’s business strategy, talent philosophy, and HR strategy |
| scientific management | breaks work down into its simplest elements and then systematically improves the worker’s performance of each element |
| job characteristic model | objective characteristics of the job lead to job satisfaction |
| job enrichment | increases a job’s complexity to give workers a greater sense of responsibility and achievement |
| job enlargement | adding more tasks at the same level of responsibility and skill related to an employee’s current position (horizontal job expansion) |
| job rotation | moving employees through a variety of jobs to increase their engagement and motivation |
| cross training | usually required to give employees the skills they need to do multiple jobs. |
| job analysis | a systematic process used to identify and describe the important aspects of a job and the worker characteristics needed to succeed |
| job description | written description of the duties and responsibilities of the job itself. |
| task statements | identify in specific behavioral terms the regular duties and responsibilities of a position |
| person specification | based on the job description that summarizes the characteristics of someone able to perform the job |
| essential criteria | Job holder characteristics vital to adequate job performance |
| desirable criteria | Job holder characteristics that enhance job success but that are not essential to adequate job performance |
| knowledge | organized factual or procedural information that can be used to perform a task |
| skill | the ability to use some sort of knowledge in performing a physical task |
| ability | is a stable and enduring capability to perform a variety of tasks. Abilities may be inherited, learned, or a combination of both |
| other characteristics | is a miscellaneous category for worker characteristics that are not knowledge, skills, or abilities, including personality traits, values, and work styles |
| Critical incidents technique | asks job experts to tell stories of good and poor performance to identify particularly desirable and undesirable competencies, behaviors, etc |
| Job elements method | is used primarily with industrial occupations and lesser skilled jobs. |
| skill variety | The degree to which the job requires a variety of activities, enabling the worker to use different skills and talents |
| task identity | The degree to which the job requires the worker to complete a whole and identifiable piece of work |
| task significance | The degree to which job performance is important and affects the lives or work of others |
| autonomy | The degree to which the job gives the worker freedom, discretion, and independence in scheduling the work and determining how to do the work |
| task feedback | The degree to which carrying out the job’s required activities results in the individual’s obtaining direct and clear information about the effectiveness of his or her performance |
| job’s motivating potential | skill variety, task identity, task significance, autonomy, task feedback |
| purposes of job analysis | •Determining hiring requirements •Developing a recruiting plan •Selecting job applicants for employment •Creating employee training plans •Designing compensation systems •Developing performance evaluation tools |
| elements of job description | •Job title, Department, Salary range •Position grade or level, supervisor •Summary of the main & occasional duties and responsibilities • special equipment used on the job •special working conditions “Other duties as assigned |
| Structured interview technique | asks job experts to provide information about the job during a structured interview |
| task inventory approach | relies on job experts to generate a list of tasks (typically 50–200) that are subsequently grouped in categories capturing major work functions |
| organizational chart | to illustrate the chain of command and reporting relationships in your company. |
| Formalization | reflects the degree to which organizational rules, procedures, and communications are documented |
| centralization | concentrating power and decision making authority at higher levels |
| division of labor | the degree to which employees specialize |
| span of control | the number of people who report directly to him or her |
| hierarchy | establishes the tallness or flatness of an organizational char |
| workflow | describes how work is organized to meet the organization’s goals |
| workflow analysis | investigates how work moves through an organization |
| business process reengineering | a more radical rethinking and redesigning of business processes to achieve large improvements in speed, service, cost, or quality |
| structured job analysis questionnaire | a list of pre-identified questions designed to analyze a job |
| Position Analysis Questionnaire | is a copyrighted, standardized structured questionnaire designed to be used for just about any job |
| Competency modeling | is a job analysis method that identifies the worker competencies characteristic of high performance. |
| Competencies | broadly defined worker characteristics that underlie successful performance or behavior on the job |
| job reward analysis | a job analysis technique that analyzes a job’s nonmonetary intrinsic and extrinsic rewards |
| intrinsic rewards | derived from the work itself; can include working with friendly colleagues and helping others |
| extrinsic rewards | include base pay, performance bonuses, and benefits |
| organizational design | Designing and redesigning the organization in response to internal and external changes is important to many firms’ survival and performance |
| organizational structure | the organization’s formal system of task, power, and reporting relationships |
Created by:
nashanta
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