人力资源管理第十版英文版第七章笔记CHAPTER 7Analyzing and Identifying Jobs文档格式.docx

人力资源管理第十版英文版第七章笔记CHAPTER 7Analyzing and Identifying Jobs文档格式.docx

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●Comparetask-basedjobanalysiswiththecompetencyapproachofjobanalysis.

●Developanorganizationchartusingjobfamilies.

●IdentifyhowjobanalysisinformationisusedinfourotherHRactivities.

●Explainhowjobanalysishasbothlegalandbehavioralaspects.

●Listandexplainfourjobanalysismethods.

●Identifythefivestepsinconductingajobanalysis.

●Writeajobdescriptionandthejobspecificationsforit.

HRTRANSITIONS

Manyorganizationshaveexaminedtheworkprocessandtasksperformedbysecretariesanddecidedthatfewersecretariesareneeded.

DeclineofSecretaries,GrowthofAdministrativeCoordinators

Thechangingnatureofjobsisseeninmanyorganizationsandindustries,especiallythosefacingmajorchangesduetoexternalforces,suchasfinancialservicesandtelecommunications.

Buteveninmorestableindustries,oneofthemosttraditionaljobsappearstobechanging—thatknowninmanyorganizationsassecretaryand/oradministrativeassistant.

StatisticsfromtheU.S.governmentillustrateclearlythatsecretarialjobsaredeclining.Forexample,in1983,secretarywasthemostcommonjobforwomen,composing8.7%ofthejobsheldbywomeninthecivilianworkforce.Bythelate1990s,only5.3%ofthewomenworkinginthecivilianlaborforceweresecretaries,makingitthefourthmostcommonjobforwomen.Thethreemostcommonjobsforwomenhadbecomesales,teaching,andfoodpreparation.Further,thenumberofsecretariesinthelate‘90s—3.2million—wasadecreaseof700,000from1983.ThisstatisticisevenmoresignificantwhenconsideringtherapidgrowthinjobsandorganizationsthathasoccurredintheUnitedStatessince1983.

Thetraditionalsecretarialjobhasseveralcommontasksassociatedwithit.

Alookattypicalsecretarialtasksandduties,alongwithhowtheyaredonetoday,illustrateshowthesecretaryjobhaschanged.

Typingcorrespondence:

Insteadofgivinghandwrittencorrespondencetosecretaries,manymanagerscomposeandtransmittheirownmemos,letters,andreportsviae-mail.

Scheduling:

Withtheadventofcomputerschedulingsystems,agrowingnumberoforganizationshaveallindividuals’schedulesonnetworksystems,andmeetingscanbescheduledelectronically.

Voicemail:

Theexplosivegrowthofvoicemailmeansthatthemessagetakingfunctionofsecretarieshasdeclined.Foremployeeswhoareawayfromtheirdesksfrequently,messagescanberetrievedwhiletravelingoruponreturningtothedeskwithouthumaninterface.

Copyingandfiling:

Ratherthanemployingsecretariesasgeneralistswhoperformavarietyoftasks,firmshavecreatedofficeservicescenters.

Thesecentersincludespecializedhigh-speedequipmentformasscopying.Specializedtechnicianscompletemuchofthecopying,reportbuilding,andotherproductionactivities.

Somefirmshaveeliminatedmostofthesecretarialjobs.Asanextremeexample,theChairmanofaU.S.investmentfirmwith600employeeseliminated85secretarialjobs.Allmanagersandexecutivesnowhandletheirowncorrespondenceusinge-mailandsoftware,makeandreturntheirphonecalls,andmaintaintheirownschedules.Foremployeeswhowere“technologydeficient,”thefirmofferedtrainingclasses.Someexecutiveshadtolearntotype;

othersneededclassesonsendingandreceivinge-mailmessagesandfaxes,designingdocuments,learningpresentationsoftware,andusingthecompany’svoicemailsystem.

Interestingly,thecompany’sproductivityinitiallydippedsome,butthenreturnedtothesamelevels.Onesideeffectwasthatmanagersstartedprioritizingtheiractivitiesmoreandlettingnonessentialtasksdrift,becausethose“make-work”taskscouldnolongerbedelegatedtosecretaries.Someoftheformersecretarieslosttheirjobs,whilesomeotherstransferredtodifferentjobsinthefirmwheretheycouldusetheircapabilitiesdifferently.

Whilemostorganizationsdonottakesuchanextremeapproach,manyorganizationshaveexaminedtheworkprocessesandtasksperformedbysecretariesanddecidedthatfewersecretariesareneeded.Theofficesupportfunctionsthatmustbeperformedhavetransformedthetraditionalsecretarialjobintothatoftheadministrativecoordinatororexecutiveassistant.

Thedifferencesbetweenthesejobsintermsofresponsibility,authority,andorganizationalinputareconsiderable.

Thesecoordinativejobsareoftenperformedformorethanoneboss.

Yet,itisimportanttorememberthatinmanyorganizationsthereisstillconsiderableneedforclericalandadministrativesupport.Secretariesstillcomposeabout17%ofallofficesupportstaff.Buteveninthesejobs,itlikelywillbeimportantfororganizationstocontinueanalyzingandtrackingthechangingnatureofsecretarialjobs.

“Manyorganizationsaretodaywellalongthepathtowardbeingde-jobbed.”WILLIAMBRIDGES

AprimaryfocusofHRmanagementisonthejobsandworkperformedbyindividualsintheorganization.Becauseorganizationsarechangingandjobsmustfitsomanydifferentsituations,managersandemployeesalikearefindingthatdesigningandanalyzingjobsrequiresgreaterattentionthaninthepast.Astheopeningdiscussionindicates,suchchangesareaffectingsecretarialjobs,aswellasothers.

Muchcurrentinterestinanalyzingjobsresultsfromtheimportanceassignedtotheactivitybyfederalandstatecourts.Thelegaldefensibilityofanemployer’srecruitingandselectionprocedures,performanceappraisalsystem,employeedisciplinaryactions,andpaypracticesrestsinpartonthefoundationofjobanalysis.Inanumberofcourtcases,employershavelostbecausetheirHRprocessesandpracticeswerenotviewedbyjudgesorjuriesassufficientlyjobrelated.Fundamentally,itisimportanttodocumentthatHRactivitiesandthedecisionsresultingfromthemareclearlyjob-relatedandrelativelyconsistentovertime.

Additionally,analyzingandunderstandingtheworkdoneintheorganizationmustbebasedonfactsanddata,notjustpersonalperceptionsofmanagers,supervisors,andemployees.Ithasbecomeevidentinmanyorganizationsthatanalyzingboththewayworkisdoneandwhatemployeesdointheirjobsisvitaltomaintainingorganizationalcompetitiveness.

NatureofJobAnalysis

ThemostbasicbuildingblockofHRmanagement,jobanalysis,isasystematicwaytogatherandanalyzeinformationaboutthecontentandhumanrequirementofjobs,andthecontextinwhichjobsareperformed.Jobanalysisusuallyinvolvescollectinginformationonthecharacteristicsofajobthatdifferentiateitfromotherjobs.Informationthatcanbehelpfulinmakingthedistinctionincludesthefollowing:

●Workactivitiesandbehaviors

●Interactionswithothers

●Performancestandards

●Financialandbudgetingimpact

●Machinesandequipmentused

●Workingconditions

●Supervisiongivenandreceived

●Knowledge,skills,andabilitiesneeded

WhatIsaJob?

Althoughthetermsjobandpositionareoftenusedinterchangeably,thereisaslightdifferenceinemphasis.Ajobisagroupingofcommontasks,duties,andresponsibilities.Apositionisajobperformedbyoneperson.Thus,iftherearetwopersonsoperatingwordprocessingequipment,therearetwopositions（oneforeachperson）butjustonejob（wordprocessingoperator）.

DifferentiatingbetweenJobAnalysisandJobDesignItisusefultoclarifythedifferencesbetweenjobdesignandjobanalysis.Jobdesignisbroaderinnatureandhasasitsprimarythrustmeshingtheproductivityneedsoftheorganizationwiththeneedsoftheindividualsperformingthevariousjobs.Increasingly,akeyaimforjobdesignistoprovideindividualsmeaningfulworkthatfitseffectivelyintotheflowoftheorganization.Itisconcernedwithchanging,simplifying,enlarging,enriching,orotherwisemakingjobssuchthattheeffortsofeachworkerfittogetherbetterwithotherjobs.

Jobanalysishasamuchnarrowerfocusinthatitisaformalsystemforgatheringdataaboutwhatpeoplearedoingintheirjobs.Theinformationgeneratedbyjobanalysismaybeusefulinredesigningjobs,butitsprimarypurposeistogetaclearunderstandingofwhatisdoneonajobandwhatcapabilitiesareneededtodoajobasithasbeendesigned.Documentsthatcapturetheelementsidentifiedduringajobanalysisarejobdescriptionsandjobspecifications.

JobAnalysisandtheChangingNatureofJobs

Increasingly,commentatorsandwritersarediscussingtheideathatthenatureofjobsandworkischangingsomuchthattheconceptofa“job”maybeobsoleteformanypeople.Forinstance,insomehigh-technologyindustriesemployeesworkincross-functionalprojectteamsandshiftfromprojecttoproject.Thefocusintheseindustriesislessonperformingspecifictasksanddutiesandmoreonfulfillingresponsibilitiesandattainingresults.Forexample,aprojectteamofeightemployeesdevelopingsoftwaretoallowvariouscreditcardstobeusedwithATMsworldwidewillworkonmanydifferenttasks,someindividuallyandsomewithotherteammembers.Whenthatprojectisfinishedthoseemployeeswillmovetootherprojects,possiblywithotheremployers.Suchshiftsmayhappenseveraltimesperyear.Therefore,thebasisforrecruiting,selecting,andcompensatingtheseindividualsistheircompetenceandskills,notwhattheydo.Eventhejobofmanagerschangesinsuchsituations,fortheymustservetheirprojectteamsasfacilitators,gatherersofresources,andremoversofroadblocks.

However,inmanyindustriesthatuselower-skilledworker