HC2101 Performance Management For HR代写

HC2101 Performance Management For HR代写
HC2101 Performance Management For HR Week 4 Job Analysis MethodsHolmes - S3 2016 2 Job Analysis – Objectives  Identify the challenges in selecting a data gathering method to understand task requirements  Outline and discuss eight decision making factors for choosing a JTR analysis technique  Explain the basic structure, function and purpose of eight of the most common Job Analysis methods used by organisations today.Holmes - S3 2016 3 Job Analysis & Performance Management JA is fundamental to Performance Management ‘Trying to manage your employees without knowing what tasks  they are supposed to perform is MBI  (Management by Ignorance)!’Holmes - S3 2016 4 Analysis and design of work Objectives:   Analyse a work-flow process, identifying the output,  activities and inputs in the production of a product or  service.  Understand the importance of job analysis in human  resource management.  Choose the right job analysis technique for a variety of  human resource activities.  Identify the tasks performed and the skills required in a  given job.Challenges in Collecting Data  Time-Determined Challenges  Person-Determined Challenges &  Situation-Determined Challenges. Holmes - S3 2016 5Checklist…  Before choosing a data gathering method, there  is a checklist of things to consider:  What do I want to do with the results?  What resources (money, programs, computer  support, expert personnel, time) are available to  me?  How many jobholders do I have to access?  What information is already available?  What methods are best to use? Holmes - S3 2016 6Job Analysis Holmes - S3 2016 7Job analysis Job analysis: • A systematic investigation of the tasks, duties and  responsibilities of a job and the necessary knowledge,  skills and abilities a person needs to perform the job  adequately.Job analysis Components: Job content • Duties • Responsibilities  of the job • Detailed  descriptions of  tasks and  procedural Job  requirements • Formal  qualifications, • knowledge,  skills, abilities • Personal  characteristics Job context • Situational and  supporting  information  regarding the  particular jobJob Analysis Process   Job Analysis Process   Overview of Process  Holmes - S3 2016 10The job analysis process  Job analysis objective The purpose of job analysis is collection for: • Job description • Job specification • Job design • HR activities: recruitment , selection Type of information to be collected • What is performed? • Where is it performed? • How is it performed? • Why is it performed? • When is it performed? Source of data • Job incumbent • Supervisor • Job analyst • Experts • Records/fiels/manuals • Plan and blueprints • HR information  management systerms Methods of data collection • Observation • Interviews • Questionnaires • Diaries/logs • Critical incident reports Form of data analysis • Qualitative • QuantitativeDecision Making Considerations  Orientation  Quantification  Structure  Packaging  Framework for deciding a JA method  Sophistication  Proximity to Jobs  Applicability  Sensitivity Holmes - S3 2016 121. Orientation  Is the method chosen a: Holmes - S3 2016 13 Worker  orientated  Task orientated  method2. Quantification  What form of results to I want to achieve?  Will I use Quantitative or Qualitative methods? Holmes - S3 2016 143. Structure  Will I use:  Open ended (for example, interviews) or  Closed methods (for example, job specific  checklists)? Holmes - S3 2016 15Open & Closed Questions   Example - Open Ended Question Holmes - S3 2016 164. Packaging  Will we use:  Pre-packaged (already designed) systems or  Devise our own self-designed / do it-yourself  methods? Holmes - S3 2016 175. Sophistication  Will our chosen methods be:  Sophisticated (requiring special training); or  Straight forward techniques? Holmes - S3 2016 186. Proximity to Jobs  How easily can I access the positions I need to  review?  Where are they located? – In the same building,  Interstate, Overseas?  Can I utilise technology in some way to analyse  a specific position? Holmes - S3 2016 197. Applicability  Do the JA methods chosen apply to all jobs in  the organisation?  Does this Job Analysis method have wide or  narrow application?  Will I have to utilise more than one JA method or  technique? Holmes - S3 2016 208. Sensitivity Is the method chosen:  Adaptable (able to cope with recording subtle  aspects of the jobs) or  Inflexible? Holmes - S3 2016 21Common Job Analysis Methods  Observation  Self-description - diaries/logs  Critical incident reports  Checklists/inventories  Hierarchal task analysis  Job-learning analysis  Work profiling system  The Position Analysis  Questionnaire (PAQ) Holmes - S3 2016 221. Observation   This is direct one-on one observation of an employee performing their job.  The analyst can interact with them whilst  observing their role. Holmes - S3 2016 232. Self-description (Diaries and log books)  This method requires the employee to document  all their daily actions and activities – where their  jobs/tasks are quite varied.   Reports are then reviewed.  Holmes - S3 2016 242. Self-description (Diaries and log books) Holmes - S3 2016 25Critical Incident Technique  This method is the process of describing and  analysing critical incidents in order to get an  insight into key aspects of a particular job.  This JA method is often used with large groups  of employees who perform the same roles.  It must be used in conjunction with another  method – as it is a measure of how well an  employee is performing and carrying out  selected aspects of their tasks. Holmes - S3 2016 26Critical Incident Technique  Thus the analyst needs to already have existing  data about the specified jobs on which to  measure the employees performance. Holmes - S3 2016 27Holmes - S3 2016 28Checklists/Inventories  These techniques are a very structured method.  The content of checklists can be made up by the  individual organisation (self-designed) or a pre- packaged ‘performance checklist’ computer software program that can be purchased for     various job roles and occupations. Holmes - S3 2016 29Holmes - S3 2016 30Hierarchical Task Analysis  Hierarchical Task Analysis is a method where  we break down jobs or areas of work into a  hierarchical set of tasks and sub-tasks.  These tasks are usually defined in terms of  objectives or end products (outcomes – what is  achieved). Holmes - S3 2016 31Job-Learning Analysis  JLA is a structured job-analysis questionnaire – describing the job in terms of nine (9) learning  skills which contribute to the satisfactory  performance of the job.  Physical Skills  Complex procedures required  Non-verbal skills  Memorising abilityHC2101 Performance Management For HR代写 Holmes - S3 2016 32Job-Learning Analysis  Planning ability  Pro-active - ability to forward plan  Self management / motivation  Interpretation ability  Ability to adapt to new ideas / systems. Holmes - S3 2016 33Work Profiling System  WPS is a pre-designed structured JA package  that consists of three (3) separate  questionnaires that relate to different categories  of work:  Managerial / Professional;  Service / Administrative;  Manual / Technical. Holmes - S3 2016 34Work Profiling System  Each questionnaire is structured in two parts.  Part One establishes the main tasks of the job  and  Part Two examines the work context in which  the job is performed. Holmes - S3 2016 35The Position Analysis Questionnaire (PAQ)  The PAQ is a structured questionnaire and the  most common packaged Job Analysis  Technique in use today.  It identifies 194 job elements grouped into 6  categories: 1. Information input 2. Mental Processes 3. Work output 4. Relationships with other persons 5. Job Context 6. Other job characteristics Holmes - S3 2016 36Holmes - S3 2016 37In Summary  Challenges involved in choosing the most  appropriate data gathering method to conduct a  job analysis.  Eight guidelines which form a framework for  choosing a JTR method.  Eight common job analysis methods in use in  organisations today. HC2101 Performance Management For HR代写