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SM Chapter 4
| Term | Definition |
|---|---|
| Talent management | the holistic, integrated and results - and goal oriented process of planning, recruiting, selecting, developing, managing, and compensating employees |
| Talent management software | employers use it to ensure that their talent management activities are aimed in a coordinated way to achieve the company's HR aims |
| Job Analysis | the procedure through which you determine the duties of the company's positions and the characteristics of the people to hire for them |
| Job descriptions | a list of what the job entails |
| job (or person) specifications | what kind of people to hire for the job, asks what human traits and experience are required to do this job effectively |
| Work Activities | information about the job's actual work activities, such as cleaning, selling, teaching, or painting; this list may also include how, why, and when the worker performs each activity |
| Human Behaviors | information about human behaviors the job requires, like sensing, communicating, lifting weights, or walking long distancing |
| Machines, tools, equipment, and work aids | information regarding tools used, materials processed, knowledge dealt with or applied (such as finance or law), and services rendered (such as counseling or repairing) |
| Performance standards | information about the job's performance standards (in terms of quantity or quality levels for each job duty, for instance) |
| Job context | information about such matters as physical working conditions, work schedule, incentives, and, for instance, the number of people with whom the employee would normally interact |
| Human requirements | information such as knowledge or skills (education, training, work experience) and required personal attributes - aptitudes, personality, interests |
| Recruitment and selection | information about what duties the job entails and what human characteristics are required to perform these duties helps managers decide what sort of people to recruit and hire |
| EEO compliance | knowing a job's duties is necessary for determining whether a selection test is a valid predictor of success on the job |
| Performance Appraisal | compares an employee's actual performance or his or her duties with the job's performance standards |
| Compensation | depends on the job's required skill and education level, safety hazards, degree of responsibility, etc. |
| Training | the job description lists the job's specific duties and requisite skills - thus pinpointing what training the job requires |
| Step 1 of a job analysis | identify the use to which the information will be put because this will determine how you collect the information |
| Step 2 of a job analysis | Review relevant background information about the job, such as organizational charts and process charts |
| Organizational charts | show the organizationwide division of work, and where the job fits in the overall organization |
| Process Chart | provides a detailed picture of the workflow |
| Workflow analysis | a detailed study of the flow of work from job to job in one identifiable work process (such as processing a mortgage application) |
| Business process reengineering | means redesigning business processes, usually combining steps so that small multifunction teams, often using technology, do the jobs formerly done by a sequence of departments |
| Job enlargement | means assigning workers additional same-level activities |
| Job rotation | means systematically moving workers from one job to another |
| Job enrichment | means redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition, and therefore, more motivation |
| Step 3 of a job analysis | Select Representative Positions - manager selects a sample to focus on |
| Step 4 of a job analysis | Actually analyze the job - greeting each job holder, briefly explaining the job analysis process and the participants' roles in the process, 15 mins interviewing the employee to agree on the basic summary, etc. |
| Step 5 of a job analysis | Verify the job analysis information with the worker performing the job and with his or her immediate supervisor |
| Step 6 of a job analysis | develop of job description and job specification |
| Questionnaires | having employees fill out questionnaires to describe their job duties and responsibilities is another popular job analysis approach |
| Observation | direct observation is useful when jobs consists of observable physical activities |
| Diary/log | something workers keep to take note of every activity engaged in and the time |
| Position analysis questionnaire (PAQ) | a very popular quantitative job analysis tool, consisting of a questionnaire containing 194 items |
| PAQ basic activities | Having decision-making/communication/social responsibilities, performing skilled activities, being physically active, operating vehicles/equipment, and processing information |
| Most job descriptions contain... | job identification, job summary, responsibilities and duties, authority of incumbent, standards of performance, working conditions, and job specifications |
| Job summary | should summarize the essence of the job, and should include only its major functions or activities |
| Relationships statement | shows the jobholder's relationships with others inside and outside the organization |
| Responsibilities and Duties | the heart of the job description, should list the job's responsibilities and duties |
| Standard Occupational Classification (SOC) | classifies all workers into one of 23 major groups of jobs that are subdivided into minor groups of jobs and detailed occupations |
| A Standards of Performance section | lists the standards the company expects the employee to achieve for each of the job description's main duties and responsibilities |
| Specifications for trained and experienced employees | tend to focus on length of previous service, quality of relevant training, and previous job performance |
| Specifications for untrained people | specify qualities such as physical traits, personality, interests, or sensory skills that imply some potential for performing the job or trainability |
| Job specifications based on statistical analysis | the aim is to determine statistically the relationship between some predictor (human trait) and some indicator or criterion of job effectiveness (like performance) |
| Procedure for job specifications based on statistical analysis | analyze the job and decide how to measure job performance, select personal traits that you believe should predict performance, test candidates for these traits, measure these candidates subsequent job performance, & statistically analyze the relationship |
| Job-requirements matrix | a more complete description of what the worker does and how and why he or she does it; it clarifies each task's purpose and each duty's required knowledge, skills, abilities, and other characteristics |
| Column 1 of the Job-Requirements Matrix | Each of the job's four or five main job duties |
| Column 2 of the Job-Requirements Matrix | The task statements for the main tasks associated with each main job duty |
| Column 3 of the Job-Requirements Matrix | The relative importance of each main job duty |
| Column 4 of the Job-Requirements Matrix | The time spent on each main job duty |
| Column 5 of the Job-Requirements Matrix | The knowledge, skills, ability, and other human characteristics related to each main job duty |
| Task statement | Written item that shows what the worker does on one particular job task; how the worker does it; the knowledge, skills, and aptitudes required to do it; and the purpose of the task. |
| The three elements of a good competency statement | name and brief description of the competency, description of the observable behaviors that represent proficiency in the competency, and proficiency levels |
| Competency-based job analysis | describing the job in terms of measurable, observable, behavioral competencies |
| Proficiency Level 1 | Identify project risks and dependencies and communicate routinely to stakeholders |
| Proficiency Level 2 | Develop systems to monitor risks and dependencies and report changes |
| Proficiency Level 3 | Anticipate changing conditions and impact to risks and dependencies and take preventative action |
| Methods for collecting job analysis information | interviews, questionnaires, observation, participant diary/logs, and quantitative techniques such as position analysis questionnaires |
Created by:
calliemiller729