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Study Guide

MHR 523- Final Exam Guide - Comprehensive Notes for the exam ( 41 pages long!)


Department
Human Resources
Course Code
MHR 523
Professor
Pat Sniderman
Study Guide
Final

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Ryerson
MHR 523
Final EXAM
STUDY GUIDE

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MHR523
Danielle Lamb
Winter 2017
MHR523 Lecture 2
WHAT IS JOB ANALYSIS?
Job Analysis process by which info about jobs is systematically gathered and organized
Job descriptions and job specifications
Uses: human resources planning, recruitment and selection, job evaluation, performance
appraisal, labour relations, training, development and career management, job design
STEPS IN JOB ANALYSIS
1. Review relevant background info
a. The function, goals, and objectives of the organization
b. Organization structure how information is gotten and how authority is
distributed
2. Select jobs to be analyzed
a. Job design the process of systematically organizing work into tasks that are
needed to perform a specific job
3. Collect job analysis information
a. Can collect through…
i. Interviews (individual, group, supervisory)
ii. Questionnaires
iii. Observations
iv. Participant diary/log
v. National Occupation Classification (NOC)
b. Note: objective is to get a better understanding of the job itself (not to give a
performance review)
c. National Occupation Classification (NOC) gives information about 40,000+
job descriptions
i. Reference tool for writing job descriptions and job specifications
ii. Compiled by federal government (HRSDC)
iii. Occupation collection of jobs that share some/all of a set of main duties
4. Verifying Information
a. Verify with:
i. Workers that are performing the job
ii. Supervisors
b. Verifying will increase validity and reliability
i. That way inconsistencies/concerns can be addressed
ii. Participants will be more honest
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5. Writing Job Descriptions and Job Specifications
a. Job description statement of duties, responsibilities, reporting relationships,
and working conditions of the job (focus on tasks)
b. Job specifications statement of requisite knowledge, skills and abilities needed
to perform the job (focus on person performing tasks)
6. Communication and Preparedness for Revisions
a. Communicate to all relevant stakeholders
b. Anticipate modifications
i. Restructuring
ii. New product development
iii. Technological changes
iv. Competitors
COMPETENCY-BASED JOB ANALYSIS
Competency-based job analysis job analysis that focuses on competencies
Competencies: demonstrate characteristics that enable performance of a job
E.g. general (reading, writing, math), leadership (strategic thinking), technical competencies
for specific jobs
PROBLEMS ASSOCIATED WITH JOB ANALYSIS
Job Analysis that is not updated or reviewed (will be outdated)
Job descriptions/specifications that are too vague (won’t really understand the job)
Contamination and deficiency (too much information)
Time and costs of job analysis
JOB DESCRIPTIONS AND JOB SPECIFICATIONS
If job descriptions and job specifications aren’t good, it will affect who will apply to the
company hinder organization’s success
Realistic job previews reduce the possibility of:
o Forming an inaccurate (psychological) contract
o Misrepresenting the job/duties
o Selecting the the wrong candidate
o Having to read through numerous applications
Legal considerations
o Human rights legislation
Not legally required
Essential job duties should be clearly identified (e.g. for a pilot you need
20/20 vision)
Only criteria examined should be knowledge, skills and abilities required
for the essential duties of the job
o Employment standards and health and safety
For entry-level (or very physical jobs), identify actual physical and mental
demands (e.g. lifting boxes around 20 pounds)
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