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

1、 Compare task-based job analysis with the competency approach of job analysis. Develop an organization chart using job families. Identify how job analysis information is used in four other HR activities. Explain how job analysis has both legal and behavioral aspects. List and explain four job analys

2、is methods. Identify the five steps in conducting a job analysis. Write a job description and the job specifications for it.HR TRANSITIONSMany organizations have examined the work process and tasks performed by secretaries and decided that fewer secretaries are needed.Decline of Secretaries, Growth

3、of Administrative Coordinators The changing nature of jobs is seen in many organizations and industries, especially those facing major changes due to external forces, such as financial services and telecommunications.But even in more stable industries, one of the most traditional jobs appears to be

4、changingthat known in many organizations as secretary and/or administrative assistant.Statistics from the U.S. government illustrate clearly that secretarial jobs are declining. For example, in 1983, secretary was the most common job for women, composing 8.7% of the jobs held by women in the civilia

5、n workforce. By the late 1990s, only 5.3% of the women working in the civilian labor force were secretaries, making it the fourth most common job for women. The three most common jobs for women had become sales, teaching, and food preparation. Further, the number of secretaries in the late 90s3.2 mi

6、llionwas a decrease of 700,000 from 1983. This statistic is even more significant when considering the rapid growth in jobs and organizations that has occurred in the United States since 1983.The traditional secretarial job has several common tasks associated with it. A look at typical secretarial t

7、asks and duties, along with how they are done today, illustrates how the secretary job has changed.Typing correspondence: Instead of giving handwritten correspondence to secretaries, many managers compose and transmit their own memos, letters, and reports via e-mail.Scheduling: With the advent of co

8、mputer scheduling systems, a growing number of organizations have all individuals schedules on network systems, and meetings can be scheduled electronically.Voice mail: The explosive growth of voice mail means that the messagetaking function of secretaries has declined. For employees who are away fr

9、om their desks frequently, messages can be retrieved while traveling or upon returning to the desk without human interface.Copying and filing: Rather than employing secretaries as generalists who perform a variety of tasks, firms have created office services centers.These centers include specialized

10、 high-speed equipment for mass copying. Specialized technicians complete much of the copying, report building, and other production activities.Some firms have eliminated most of the secretarial jobs. As an extreme example, the Chairman of a U.S. investment firm with 600 employees eliminated 85 secre

11、tarial jobs. All managers and executives now handle their own correspondence using e-mail and software, make and return their phone calls, and maintain their own schedules. For employees who were “technology deficient,” the firm offered training classes. Some executives had to learn to type; others

12、needed classes on sending and receiving e-mail messages and faxes, designing documents, learning presentation software, and using the companys voice mail system.Interestingly, the companys productivity initially dipped some, but then returned to the same levels. One side effect was that managers sta

13、rted prioritizing their activities more and letting nonessential tasks drift, because those “make-work” tasks could no longer be delegated to secretaries. Some of the former secretaries lost their jobs, while some others transferred to different jobs in the firm where they could use their capabiliti

14、es differently.While most organizations do not take such an extreme approach, many organizations have examined the work processes and tasks performed by secretaries and decided that fewer secretaries are needed. The office support functions that must be performed have transformed the traditional sec

15、retarial job into that of the administrative coordinator or executive assistant.The differences between these jobs in terms of responsibility, authority, and organizational input are considerable.These coordinative jobs are often performed for more than one boss.Yet, it is important to remember that

16、 in many organizations there is still considerable need for clerical and administrative support. Secretaries still compose about 17% of all office support staff. But even in these jobs, it likely will be important for organizations to continue analyzing and tracking the changing nature of secretaria

17、l jobs.“Many organizations are today well along the path toward being de-jobbed.” WILLIAM BRIDGESA primary focus of HR management is on the jobs and work performed by individuals in the organization. Because organizations are changing and jobs must fit so many different situations, managers and empl

18、oyees alike are finding that designing and analyzing jobs requires greater attention than in the past. As the opening discussion indicates, such changes are affecting secretarial jobs, as well as others.Much current interest in analyzing jobs results from the importance assigned to the activity by f

19、ederal and state courts. The legal defensibility of an employers recruiting and selection procedures, performance appraisal system, employee disciplinary actions, and pay practices rests in part on the foundation of job analysis. In a number of court cases, employers have lost because their HR proce

20、sses and practices were not viewed by judges or juries as sufficiently job related. Fundamentally, it is important to document that HR activities and the decisions resulting from them are clearly job-related and relatively consistent over time.Additionally, analyzing and understanding the work done

21、in the organization must be based on facts and data, not just personal perceptions of managers, supervisors, and employees. It has become evident in many organizations that analyzing both the way work is done and what employees do in their jobs is vital to maintaining organizational competitiveness.

22、Nature of Job AnalysisThe most basic building block of HR management, job analysis, is a systematic way to gather and analyze information about the content and human requirement of jobs, and the context in which jobs are performed. Job analysis usually involves collecting information on the characte

23、ristics of a job that differentiate it from other jobs. Information that can be helpful in making the distinction includes the following: Work activities and behaviors Interactions with others Performance standards Financial and budgeting impact Machines and equipment used Working conditions Supervi

24、sion given and received Knowledge, skills, and abilities neededWhat Is a Job?Although the terms job and position are often used interchangeably, there is a slight difference in emphasis. A job is a grouping of common tasks, duties, and responsibilities. A position is a job performed by one person. T

25、hus, if there are two persons operating word processing equipment, there are two positions （one for each person） but just one job （word processing operator）.Differentiating between Job Analysis and Job Design It is useful to clarify the differences between job design and job analysis. Job design is

26、broader in nature and has as its primary thrust meshing the productivity needs of the organization with the needs of the individuals performing the various jobs. Increasingly, a key aim for job design is to provide individuals meaningful work that fits effectively into the flow of the organization.

27、It is concerned with changing, simplifying, enlarging, enriching, or otherwise making jobs such that the efforts of each worker fit together better with other jobs.Job analysis has a much narrower focus in that it is a formal system for gathering data about what people are doing in their jobs. The i

28、nformation generated by job analysis may be useful in redesigning jobs, but its primary purpose is to get a clear understanding of what is done on a job and what capabilities are needed to do a job as it has been designed. Documents that capture the elements identified during a job analysis are job

29、descriptions and job specifications.Job Analysis and the Changing Nature of JobsIncreasingly, commentators and writers are discussing the idea that the nature of jobs and work is changing so much that the concept of a “job” may be obsolete for many people. For instance, in some high-technology indus

30、tries employees work in cross-functional project teams and shift from project to project. The focus in these industries is less on performing specific tasks and duties and more on fulfilling responsibilities and attaining results. For example, a project team of eight employees developing software to

31、 allow various credit cards to be used with ATMs worldwide will work on many different tasks, some individually and some with other team members. When that project is finished those employees will move to other projects, possibly with other employers. Such shifts may happen several times per year. T

32、herefore, the basis for recruiting, selecting, and compensating these individuals is their competence and skills, not what they do. Even the job of managers changes in such situations, for they must serve their project teams as facilitators, gatherers of resources, and removers of roadblocks.However, in many industries that use lower-skilled worker