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Lecture 3

MHR 523 Lecture 3.docx

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Department
Human Resources
Course
MHR 523
Professor
Al- Karim Samnani
Semester
Winter

Description
MHR 523 Lecture 3 Job Analysis  Systematic study of a job to discover its specifications and skill requirements  Gathering information tells HR about the job roles, tasks, and responsibilities  Usually done for companies that are just starting up or currently non-existent  Helps identify jobs that are required and how many employees are required  Important to know that jobs change a lot becoming enlarged. Employees often find themselves doing tasks that weren’t included in the job description  If employees are doing more work that they have agreed to do, their wages should also go up because the job has become more difficult  Used for: o Wage-setting, recruitment, training, or job-simplification ****HR Activities Relying on Job Analysis (Define 5 HR activities that influence job analysis) Improve productivity: high performers identified and analysed to be better than others Avoid discrimination in employment Person-job matching: characteristics required of employees required for job Planning : better suited jobs are given to another department’s employees. Other department many not require as many employees in the other department Training: methods of training that will help low performers become high performing. Compensation: same as wage setting Quality of work life: enjoying work. Performance standards: what makes employees work well? Set goals and standards to help people reach these goals. Re-design of jobs: Redesigning jobs as a result of job analysis. Performance appraisal : decisions made on subjectivity, whether or not the supervisor likes you. Steps in Job Analysis • Phase 1 Preparation for Job Analysis o Step 1: Familiarize with the organization and its job • How each job role helps the organization meet its goals and strategies. o Step 2: Determine uses of job analysis information • Communicate to employees the uses of job analysis (e.g. compensation: employees telling employer the jobs they do that deserves a wage increase) o Step 3: Identify jobs to be analysed • Not all jobs need to be analyzed. (e.g. janitor at Ryerson not helping organization meet its goals, therefore it does not need to be analyzed). • Phase 2 Collection of Job Analysis Information o Step 4: Determine sources of job data • Human and nonhuman o Step 5: Data collection instrument design • Questionaries used to collect information about each job. • We want consistency so that we can compare results • Job analysis schedules o Step 6: Choice of method for data collection • Interviews: require most time and company resources, but provide most in-depth answers • Mailed questionnaires • Employee log • Observation: require most time and company resources, but provide most in-depth answers • Combinations • Phase 3 Use of Job Analysis Information o HR Systems & Change: how should we train and select employees? o Job Descriptions and Specification: requirement of employee to perform job (e.g. high school diploma) o Job Performance Standards: high performers from low performers o Job Design Job Description  A recognized list of functions, tasks, accountabilities, working conditions, and competencies for a particular occupation or job
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