Chapter 5: Human Resource Planning and Job Analysis
Chapter 5:
Human Resource Planning and Job Analysis
Learning Outcomes
After reading this chapter, students should be able to:
1. Describe the steps in the human resource planning process and how HRIS facilitates
planning.
2. Explain what job analysis is, the steps in the process, and how important information is
collected.
3. Explain the purpose, importance, and elements of job descriptions.
4. Explain how job design can contribute to employee job satisfaction, morale, and
productivity.
5. Explain flexible scheduling alternatives and their benefits.
Chapter Overview
Samsung has been extremely successful in its transition from a producer of low cost appliances
to a global leader in several different industries. HR strategy played an important part in that
transition with the creation of the Regional Specialists and the Global Strategy Group (GSG)
programs to recruit and prepare leaders with a global mindset. The chapter opener closes by
asking students how participation in such programs would affect job satisfaction and motivation.
The chapter opener on Samsung is a great introduction to the process of human resource
planning, and its connection to overall strategic organizational planning. The chapter also
explains that a firm must know its mission and goals, and its strengths, weaknesses,
opportunities, and threats (SWOT). Then human resources must describe jobs that will perform
tasks necessary to meet the goals. Factors to consider, such as the skills of current employees,
available tools, and management information systems, are presented in the discussion on how
labor supply and demand are matched. Job analysis, which is used to determine the knowledge,
skills and abilities required for each job, is described in detail. The chapter ends by stressing the
importance of job design, job enrichment, flexible work schedules and teamwork.
Additional features of this chapter:
Exhibits
5 – 1 The Strategic Direction – Human Resource Linkage.
5 – 2 HRIS Software
5 – 3 Employment Planning and the Strategic Planning Process
5 – 4 Steps in a Job Analysis
5 – 5 Department of Labor O*Net Job Content Model
5 – 6 PAQ Categories and Their Number of Job Elements
5 – 7 Example of a Job Description
5 – 8 The Foundation of Human Resources
5 – 9 Workplace Flexibility Options
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Chapter 5: Human Resource Planning and Job Analysis
5 – 10 Flexible Scheduling Advantages and Disadvantages
Boxed Features
These features are located within the text and address current issues in HRM within the context
of the relevant learning objectives. They are short and thought provoking with thought questions
at the end providing a great opportunity to provide a break in class lecture to check student
understanding. Questions may be posed to students individually, in small groups, as quick
cooperative learning assignments or as large group discussions.
Tips for Success – Where the Jobs Are page 106 List of the hardest jobs for HR to fill.
Ethical Issues in HRM – Shades of Green page 108 Employers sometimes stretch the
definition of a “Green” job.
Contemporary Connection – All Hands on Deck! Telecommuting in Transition page
119 Companies who have rethought telecommuting as an option.
Making Concepts Relevant in Your Classroom
In addition to the activities provided in the lecture notes, these suggested activities help students
apply chapter 5 concepts:
Environmental Scanning: Bring to class (or have students bring to class) news articles about
general trends in your community and region, as well as national and worldwide. These do
not necessarily have to be directly related to HR topics. Ask students in small groups to
review the articles and discuss how the information in them can be used by strategic human
resource planners. Articles might cover information on the cost of living, on community
political or educational issues, or on new technologies that may impact business. An
adaptation of this activity is to obtain clips of news broadcasts concerning business trends.
Small Business human resource planning: Discuss how even small businesses can
strategically plan to meet their human resource needs. Students probably have good
examples from their own experiences as customers and employees that illustrate effective
and ineffective planning by local organizations; for example, long waits in restaurants which
are understaffed; having to work consistent overtime; having to train unqualified coworkers.
Choose a well-known small business (e.g., McDonalds) or one of their examples and ask
students to provide specific suggestions on what the owner/manager should do to effectively
plan for HR needs. What information & data should be utilized? Who, if anyone, should
participate in planning with the manager or owner?
Chapter Outline And Lecture Suggestions
Introduction Slide 3
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Chapter 5: Human Resource Planning and Job Analysis
Human resource planning is linked to the organization’s overall strategy and planning to
compete domestically and globally. Overall plans and objectives must be translated into
the number and types of workers needed.
Linking Organizational Strategy to Human Resource Planning Slide 4
Learning Outcome 1: Describe the steps in the human resource planning process and
how HRIS facilitates planning.
Human Resource Planning/Workforce Planning make sure the organization has the right
number and kinds of employees at the right place, at the right time, capable of effectively and
efficiently completing those tasks necessary to successfully accomplish the strategic
objectives.
Assessing Current Human Resources Slide 5
A human resources inventory report summarizes information on current workers
and their skills.
Human Resource Information Systems (HRIS) are increasingly popular
computerized databases that contain important information about employees.
Succession planning includes the development of replacement charts which
portray middle-to-upper level management positions that may become vacant in
the near future and lists information about individuals who might qualify to fill
the positions.
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 skills, knowledge, and ability.
Exhibit 5 – 2 HRIS Software on page 108 shows how a dashboard format illustrates
turnover and succession information.
Examining the Internal Labor Supply Slide 7
Employee turnover comes from a variety of factors.
Retirements
Dismissals
Transfers
Layoffs
Voluntary quits
Sabbaticals
Illness
Death
Predicting these can range from simple to complex.
Transfers are difficult to predict since they depend on actions in other
units.
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Chapter 5: Human Resource Planning and Job Analysis
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.
Larger organizations may be able to make statistical predictions.
Staffing tables list jobs, current job holders (incumbents) and possibly a
prediction of future needs.
Where Will New Workers Come From? Slide 8
Migration into a community
Recent graduates
Individuals returning from military service
Recently unemployed
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.
Matching Labor Demand and Supply Slide 9
Employment planning compares forecasts for demand and supply of workers.
Special attention should be paid to current and future shortages and overstaffing.
Overstaffing results in reduction in force (RIF) or downsizing.
Downsizing comes with a cost.
Severance packages
Remaining employees may suffer low morale and productivity
Exhibit 5 – 3 Employment Planning and the Strategic Planning Process page 110
illustrates how strategy and employment planning are linked processes
The Job Analysis Process Slide 11
Learning Outcome 2: Explain what job analysis is, the steps in the process and how
important information is collected.
Job analysis involves gathering data about the job and interpreting what it means about
the tasks and responsibilities of the position. It encompasses tracking employee’s tasks,
observing, and interviewing the employees that hold the position, and getting input from
those who manage or work with the person in the position
Job descriptions state what the job includes, created using information gained from the
job analysis.
Steps in a Job Analysis Slide 12
Understand the purpose of conducting the job analysis: recruiting, training,
performance standards, evaluation and compensation all rely on accurate and
thorough job analysis
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Chapter 5: Human Resource Planning and Job Analysis
Understand the role of jobs and values in the organization: all must have a
purpose with a link to strategy.
Benchmark positions: in relationship to other positions.
Determine how you want to collect job analysis information: several options are
listed in the next section.
Seek clarification, wherever necessary: thorough understanding of the position is
important.
Develop the first draft of the job description: using an appropriate format.
Review draft with the job supervisor: to ensure accuracy, supervisors and possibly
job incumbents should review the results.
Class Activity: Ethical Issues in HRM – Shades of Green page 108 As part of their
employment branding efforts many employers describe their jobs as “green”, meaning
that they are somehow beneficial to the environment, community or planet. Criteria for
“green” is subjective and the sincerity of some employers has been questioned. Ethical
questions at the end of this short feature provide examples and ask students to examine
the ethics.
Sources of Information Slide 14
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.
Structured questionnaire method – workers complete a specifically designed
questionnaire.
Technical conference method – uses supervisors with an extensive knowledge of
the job (subject matter experts).
Diary method – job incumbents record their daily activities.
The best results are usually achieved with some combination of methods.
Exhibit 5 – 4 Steps in a Job Analysis page 113 illustrates the flow of the job analysis
steps.
Structured Job Analysis Techniques Slide 16
O*Net and the Department of Labor
The database contains information on hundreds of careers, and is
continuously updated with no cost online access.
Careers are categorized using the Standard Occupational Classification
(SOC), which is used, by government and industry.
Includes:
Work Characteristics
Worker Requirements
Experience Requirements
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Chapter 5: Human Resource Planning and Job Analysis
Occupation-Specific Information
Workforce Characteristics
Occupational Requirements
Exhibit 5 – 5 Department of Labor O*Net Job Content Model page 114 describes the
different mix of knowledge, skills, and abilities needed and the activities and tasks
performed.
Position Analysis Questionnaire Slide 17
Position Analysis Questionnaire (PAQ)(developed at Purdue University)
The questionnaire allows HRM to scientifically and quantitatively group
interrelated job elements into job dimensions.
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, due to reading level required completing the questionnaire.
Exhibit 5 – 6 PAQ Categories and Their Number of Job Elements page 114 Jobs are
rated on 194 elements, grouped in six major divisions and 28 sections.
Job Descriptions Slide 19
Learning Outcome 3: Explain the purpose, importance, and elements of job
descriptions
Describe what the job holder (incumbent) needs to be able to do in order to successfully
complete the job responsibilities.
Parts of the Job Description
Identifying Information
Exempt or non-exempt
Full or part-time
Identification code
Location
Supervisor
Date of last revision
Salary
Supervisory Responsibilities
Does this position supervise any others? If so, whom?
Job Summary
Outline of responsibilities
Relationship to other jobs
Relationship to organizational mission
Essential Functions
Accuracy is important to avoid hiring mistakes.
Detailed list of tasks, duties and responsibilities:
Specific skills should be listed, such as:
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Chapter 5: Human Resource Planning and Job Analysis
Reading
Climbing
Math
Computer
Strength
Memorization
Accuracy
Any mental or physical requirements
ADA requires employers to make reasonable accommodations for
qualified individuals.
Job Specifications
Qualification necessary for the job:
Knowledge
Skills
Education
Experience
Certification
Disclaimer
“Other duties as assigned”
Maintaining Job Descriptions Slide 20
Should be reviewed at regular intervals, preferably annually.
Out of date job descriptions may no longer be relevant to the job, making good
hiring decisions difficult.
Job Evaluation
Specify relative value of each job in the organization.
Used to design equitable compensation program.
Exhibit 5 – 8: The Foundation of Human Resources illustrates how all HR functions
depend upon a good job analysis.
Job Design, Creating Better Jobs Slide 21
Learning Outcome 4: Explain how job design can contribute to employee job
satisfaction, morale, and productivity.
Job Design
How the job and tasks are organized.
Good job design provides:
Sense of accomplishment
Clear purpose
Relates to company mission
Should be considered for every position
Job Enlargement Slide 22
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Chapter 5: Human Resource Planning and Job Analysis
Adds related tasks to a position.
Intended to make jobs more interesting and provide motivation.
Often is seen as just more work.
Job Enrichment Slide 23
J. Richard Hackman and Greg R. Oldham’s model of how to design jobs that
provide motivation is based on five core characteristics:
Skill variety
Task identity
Task significance
Autonomy
Feedback from the job itself
Set stage for three psychological elements that influence motivation, performance
and satisfaction on the job.
Understanding that the work is meaningful
Feeling responsible for the results of the work
Knowing the results of work efforts
“If you want people to do a good job, give them a good job to do”
Frederick Herzberg.”
Flexible Work Schedules Slide 24
Learning Outcome 5: Explain flexible scheduling alternatives and their benefits.
Flexible Work Schedules
Employers find that employee loyalty and retention increase by allowing
employees to do their jobs with more.
These flexible schedules include:
Compressed workweek schedules – employees work longer days in
exchange for longer weekends or other days off.
Flex time – allows employees to schedule the time they begin their
working day within guidelines.
Job sharing – two or more employees share one job by splitting the
workweek and the responsibilities of the position.
Telecommuting – employees use technology to work in a location other
than the traditional workplace.
Exhibit 5 – 9 Workplace Flexibility Options page 120 details the advantages and
disadvantages of flexible scheduling
Job Design and Teams Slide 25
Globalization, quality initiatives, flexible scheduling, and teams require
organizations to rethink job design.
Today’s jobs often go beyond individual efforts; requiring the activities and
collaboration of a team.
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Chapter 5: Human Resource Planning and Job Analysis
Effective work teams require employees who are competent, flexible, able to
relate well to others, and can communicate well, especially in providing and
accepting feedback.
Class Activity: Contemporary Connection – All Hands On Deck! Telecommuting in
Transition on page 119 summarizes challenges that some companies have had with
telecommuting and changes they made as a result. Questions at the end of this short
feature ask if it’s possible that telecommuting just doesn’t work for some companies? If
students have taken online classes, they may have some ideas about the difference
between the online experience and face-to-face classes. Which did they feel was more
beneficial?
HRM Workshop
The HRM Workshop includes several different types of activities requiring students to apply
chapter concepts aligned with the learning objectives. Suggested answers are provided.
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