DOCSLIB.ORG

Principles of Human Resource Management

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Principles of Human Resource Management EDITION 1 PRINCIPLES OF HUMAN RESOURCE MANAGEMENT Scott SnelL Professor of Business Administration, University of Virginia Professor Emeritus of Management, Arizona State University SOUTH-WESTERN CENGAGE Learning- Australia • Brazil 'Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States PART Human Resource Management in Perspective Chapter 1 The Challenge of Human Resources Management 2 Why Study Human Resources Management? 4 Competitive Challenges and Human Resources Management 5 Challenge 1: Competing, Recruiting, and Staffing Globally 5 Challenge 2: Embracing New Technology 7 Highlights in HRM 1: A Guide to HR Internet Sites 8 Highlights in HRM 2: Automation of Talent Management Functions 11 Challenge 3: Managing Change 12 Challenge 4: Managing Talent, or Human Capital 13 Challenge 5: Responding to the Market 15 Challenge 6: Containing Costs 17 Demographic and Employee Concerns 22 Demographic Changes 22 Highlights in HRM 3: Social Issues in HRM 23 Cultural Changes 28 Highlights in HRM 4: Why Diversity? 30 The Partnership of Line Managers and HR Departments 31 Responsibilities of the Human Resources Manager 32 Competencies of the Human Resources Manager 33 Highlights in HRM 5: SHRM Code of Ethical and Professional Standards in Human Resource Management 35 Role of the Line Manager 38 Summary 39 Key Terms 40 Discussion Questions 41 HRM Experience: Balancing Competitive Challenges and Employee Concerns 41 vii Contents Case Study 1: A Chip off the Rock: Outsourcing HR at Prudential 42 Case Study 2: Managing "Daddy Stress" at Baxter Healthcare 43 Notes and References 45 Chapter 2 Strategy and Human Resources Planning 48 Strategic Planning and Human Resources 50 Strategic Planning and HR Planning: Linking the Processes 51 Step One: Mission, Vision, and Values 51 Step Two: Environmental Analysis 53 Competitive Environment 53 Step Three: Internal Analysis 57 The Three Cs: Culture, Capabilities, and Composition 57 Forecasting: A Critical Element of Planning 61 Highlights in HRM 1: HR Planning and Strategy Questions to Ask Business Managers 64 Assessing a Firm's Human Capital Readiness: Gap Analysis 67 Highlights in HRM 2: Succession-Planning Checklist 68 Step Four: Formulating Strategy 70 Corporate Strategy 70 Business Strategy 72 Highlights in HRM 3: Key HR Activities Associated with Merger or Acquisition Phases 73 Functional Strategy: Ensuring Alignment 75 Step Five: Strategy Implementation 76 Taking Action: Reconciling Supply and Demand 77 Step Six: Evaluation and Assessment 79 Evaluation and Assessment Issues 79 Highlights in HRM 4: Ten Measures of Human Capital 80 Measuring a Firm's Strategic Alignment 81 Ensuring Strategic Flexibility for the Future 82 Summary 84 Key Terms 85 Discussion Questions 85 HRM Experience: Customizing HR for Different Types of Human Capital 86 Contents IX Case Study 1: Misplaced Affections: Discharge for Sexual Harassment 87 Case Study 2: A "Bad Hair Day" or Religious Custom? 89 Notes and References 90 Appendix: Calculating Turnover and Absenteeism 93 Employee Turnover Rates 93 Computing the Turnover Rate 93 Determining the Costs of Turnover 94 Employee Absenteeism Rates 94 Computing Absenteeism Rates 94 Highlights in HRM 5: Costs Associated with the Turnover of One Computer Programmer 95 Comparing Absenteeism Data 96 Costs of Absenteeism 96 Absenteeism and HR Planning 96 Notes and References 97 PART Meeting Human Resources Requirements Chapter 3 Equal Employment Opportunity and Human Resources Management 98 Historical Perspective of EEO Legislation 101 Changing National Values 101 Economic Disparity 102 Early Legal Developments 102 Government Regulation of Equal Employment Opportunity 102 Major Federal Laws 103 Highlights in HRM 1: Test Your Knowledge of Equal Employment Opportunity Law 104 Other Federal Laws and Executive Orders 114 Fair Employment Practice Laws 115 Other Equal Employment Opportunity Issues 116 Sexual Harassment 116 Highlights in HRM 2: Questions Used in Auditing Sexual Harassment 118 Contents Highlights in HRM 3: Basic Components of an Effective Sexual Harassment Policy 119 Sexual Orientation 120 Immigration Reform and Control 120 Uniform Guidelines on Employee Selection Procedures 121 Enforcing Equal Employment Opportunity Legislation 124 The Equal Employment Opportunity Commission 124 Record-Keeping and Posting Requirements 125 Highlights in HRM 4: 2007 EEO-1 Survey 127 Processing Discrimination Charges 128 Highlights in HRM 5: EEOC Poster 129 Highlights in HRM 6: EEOC Guidelines on Retaliation 131 Preventing Discrimination Charges 132 Diversity Management: Affirmative Action 133 Establishing Affirmative Action Programs 133 Highlights in HRM 7: Basic Steps in Developing an Effective Affirmative Action Program 134 Managing Diversity: Affirmative Action 135 Summary 137 Key Terms 138 Discussion Questions 138 HRM Experience: Sexual Harassment: A Frank Discussion 139 Case Study 1: Building a Stealth Fighter with Virtual Teams 140 Case Study 2: Empty Cubicles: How Would You Manage the Vacancy? 141 Appendix: Determining Adverse Impact 143 Notes and References 144 Chapter 4 Job Analysis, Employee Involvement, and Flexible Work Schedules 148 Relationship of Job Requirements and HRM Functions 150 Recruitment 150 Selection 151 Training and Development 151 Performance Appraisal 151 Compensation Management 151 Contents XI Job Analysis 152 Job Analysis and Essential Job Functions 152 Gathering Job Information 153 Controlling the Accuracy of Job Information 154 Approaches to Job Analysis 155 Job Descriptions 158 Highlights in HRM 1: Job Description for an Employment Assistant 159 Problems with Job Descriptions 161 Writing Clear and Specific Job Descriptions 161 , Job Design 162 Behavioral Concerns 162 Highlights in HRM 2: Empowered Employees Achieve Results 165 Industrial Engineering Considerations 166 Ergonomic Considerations 167 Designing Work for Group/Team Contributions 168 Flexible Work Schedules 174 Highlights in HRM 3: How to Request a Flexible Work Schedule 175 Summary 179 Key Terms 180 Discussion Questions 180 HRM Experience: Establishing Ground Rules for Team Success 180 Case Study 1: Human Resources Planning at Donna Karan International 182 Case Study 2: Moen's Recruiting Faucet 183 Notes and References 184 PART Developing Effectiveness in Human Resources Chapter 5 Expanding the Talent Pool: Recruitment and Careers 186 Recruiting Talent Externally 188 Highlights in HRM 1: Marriott's Recruitment Principles 189 Outside Sources for Recruitment 190 The Global Labor Market 198 Improving the Effectiveness of External Recruitment 198 Recruiting Talent Internally 200 Xii Contents Advantages and Limitations of Recruiting from Within 201 Methods for Identifying Qualified Candidates 202 Career Management: Developing Talent over Time 205 The Goal: Matching Individual and Organizational Needs 206 Identifying Career Opportunities and Requirements 207 Highlights in HRM 2: Career Path of Jeffrey Immelt, CEO, General Electric 210 Career Development Initiatives 214 Developing a Diverse Talent Pool 220 Recruiting and Developing Women 221 Eliminating Women's Barriers to Advancement 221 Glass Ceiling Audits 223 Preparing Women for Management 223 Accommodating Families 224 Recruiting and Developing Minorities 224 Providing Minority Internships 225 Advancing Minorities to Management 225 Highlights in HRM'3: Diversity Recruitment That Works 226 Other Important Talent Concerns 227 Recruiting the Disabled 227 Less Publicized Disadvantages 229 Highlights in HRM 4: Resources and Tips for Hiring and Retaining Employees with Disabilities 229 Employing the Older Workforce 231 Employing Dual Career Couples 232 Summary 233 Key Terms 234 Discussion Questions 234 HRM Experience: Career Management 235 Case Study 1: Nike: Hiring Gets Off on the Right Foot 235 Case Study 2: Small Companies Need Diversity Too 237 Notes and References 238 Appendix: Personal Career Development 241 Developing Personal Skills and Competencies 241 Choosing a Career 241 Highlights in HRM 5: Career Competencies at Caterpillar 242 Contents Use of Available Resources 242 Accuracy of Self-Evaluation 243 The Significance of Interest Inventories 243 Highlights in HRM 6: Campbell Interest and Skill Survey: Individual Profile 244 Evaluating Long-Term Employment Opportunities 246 Choosing an Employer 246 Questions to Ask Yourself Before You Accept a Job Offer 247 Becoming an Entrepreneur 247 Keeping a Career in Perspective 248 Developing Off-the-Job Interests 248 Balancing Marital and/or Family Life 249 Planning for Retirement 249 Key Term 250 Notes and References 250 Chapter 6 Employee Selection 252 Matching People and Jobs 254 Person-Job Fit: Beginning with Job Analysis 255 Person-Organization Fit 255 The Selection Process 255 Obtaining Reliable and Valid Information 256 Sources of Information about Job Candidates 259 Application Forms 260 Online Applications 262 Biographical Information Blanks 262 Background Checks 263 Highlights in HRM 1: Sample Reference-Checking Questions 265 Polygraph Tests 267 Honesty and Integrity Tests 267 Graphology 268 Medical Examinations 269 Drug Testing 269 Employment Tests 271 Nature of Employment Tests 271 Highlights in HRM 2: Best Practices for Employee Testing and Selection 272 Classification of Employment Tests 272 Contents The Employment Interview 277 Interviewing Methods 277 Highlights in HRM 3: Sample Situational Interview Question 279 Highlights in HRM 4: iring Managers Reveal Top Five Biggest Mistakes Candidates Make During Job Interviews in CareerBuilder. com Survey 280 Guidelines
Load more

Recommended publications
  • Managing for Productivity in the Hospitality Industry © Robert Christie Mill
    Managing for Productivity in the Hospitality Industry © Robert Christie Mill This work is licensed under a Creative Commons-ShareAlike 4.0 International License Contents About the author ............................................................................................................1 Robert Christie Mill ..................................................................................................................1 Preface .............................................................................................................................2 Why should we be concerned about productivity and what can we do about it?............2 How do we hire productive employees? ...............................................................................3 How can workplaces and jobs be designed to maximize employee productivity? .........3 How can employees be motivated to be productive? ..........................................................4 Chapter 1 Defining productivity ...................................................................................7 1.1 The challenges of productivity ..........................................................................................7 Impact on the hospitality industry .................................................................................7 Life cycle of the hospitality industry ..............................................................................7 Nature of the industry .....................................................................................................8
    [Show full text]
  • Job Evaluation Guidelines
    Job Evaluation Guidelines All rights, including translation into other languages, reserved. No part of this publication may be reproduced in print, by photostatic means or in any other manner, or stored in a retrieval system, or transmitted in any form, or sold without the express written permission of the International Council of Nurses. Short excerpts (under 300 words) may be reproduced without authorisation, on condition that the source is indicated. Copyright © 2010 by ICN - International Council of Nurses, 3, place Jean-Marteau, CH-1201 Geneva (Switzerland) ISBN: 978-92-95094-16-1 Printing: 2 Table of Contents Introduction 5 Definition and Importance of Job Evaluation 7 Steps in the Job Evaluation Process 8 Avoiding gender bias 9 Job Evaluation Methods 10 Ranking method 10 Classification method 11 Factor comparison method 12 Point-rating method 13 Definition of Remuneration Factors for Nursing 16 Equal Remuneration and Job Evaluation 18 International Classification of Nursing 19 Taxonomy for Job Evaluation 20 National Nurses Association Role in Job Evaluation 21 Conclusion 23 References 24 Appendices Appendix I: Job Evaluation Questionnaire 25 Appendix II: Job Description for Nurses 32 Appendix III: Factors Definition 34 3 4 Introduction "Never doubt that a small group of thoughtful, concerned citizens can change the world. Indeed it is the only thing that ever has." — Margaret Mead Nurses have a right to practice in an environment that is conducive to quality care; to expect competitive wages/benefits and to work in a family-friendly environment that promotes the occupational safety and health of its employees. …The work of nursing personnel and its importance for the life, personal safety and health of persons in their care demands measures that encourage and promote the full development and implementation of negotiating mechanisms between employers, nurses and their representatives.
    [Show full text]
  • Block 1: the Foundations and Challenges of Hrm
    FUNDAMENTAL OF HUMAN RESOURCE AND ORGANIZATION BEHAVIOUR BTTM 501 BLOCK 1: THE FOUNDATIONS AND CHALLENGES OF HRM Uttarakhand Open University 1 FUNDAMENTAL OF HUMAN RESOURCE AND ORGANIZATION BEHAVIOUR BTTM 501 UNIT 1: DEFINITION OF HRM, ROLE, IMPORTANCE AND CHALLENGES OF HRM Structure: 1.1 Introduction 1.2 Objectives 1.3 Human Resource Management: concept 1.3.1. People who manage 1.3.2. People at work 1.3.3. Definitions of Human Resource Management 1.3.4. Management of Men is a challenging job 1.3.5. Features of Human Resource Management 1.4 Role of Human Resource Management 1.5 Importance of Human Resource Management 1.6 Challenges of Human Resource Management 1.7 Summary 1.8 Glossary 1.9 Answer to check your progress/Possible Answers to SAQ 1.10 References/Bibliography 1.11 Terminal Questions 1.1. INTRODUCTION As one author has rightly said 1+1 makes an organization, i.e., where there are two or more persons there is in effect and organization. Some individuals prefer to work independently in isolated circumstances. But the vast majority of all work in today’s environment takes place within the context of a structured organization- a grouping of individuals into a unified and common effort. To look after the various functions set for the organization adequate resources in men and materials have to be arranged by individuals who serve as managers or supervisors within organizations. Thus there emerged the term ‘Human Resource Management’. Uttarakhand Open University 2 FUNDAMENTAL OF HUMAN RESOURCE AND ORGANIZATION BEHAVIOUR BTTM 501 1.2. OBJECTIVE After reading this unit, you will be able to understand: Concept of HRM The role and importance of HRM The challenges of HRM 1.3.
    [Show full text]
  • Job Evaluation, Motion and Time Study, and Wage Incentives
    "LI B R.ARY OF THE U N 1 VERS ITY Of ILLINOIS 331.1 v\o. \- 2,5 V.53 ' m4 : Editorial Note This University of Illinois Bulletin is one of three to be published by the Institute of Labor and Industrial Relations on Industrial Engineering topics. The topics are Job Evaluation, Motion and Time Study, and Wage Incentives. These Bulletins are not intended to "promote" the use of these techniques, but to aid managements and unions which have decided to adopt them. The Institute of Labor and Industrial Relations was established at the University of Illinois in 1946 to "inquire faithfully, honestly, and im- partially into labor-management problems of all types, and secure the facts which will lay the foundation for future progress in the whole field of labor relations." The Bulletin series is designed to carry out these aims by presenting information and ideas on subjects of interest to persons active in the field of labor-management relations. These Bulletins are nontechnical, for general and popular use. Additional copies of this Bulletin and others listed on the inside back cover are available for distribution. Milton Berber Acting Director Donald E. Hoyt Editor I.L.I.R. Publications, Bulletin Series, Vol. 5, No. 3 UNIVERSITY OF ILLINOIS BULLETIN Volume 49, Number 36; January, 1952. Published seven times each month by the University of Illinois. Entered as second-class matter December 11, 1912, at the post office at Urbana, Illinois, under the Act of August 24, 1912. Office of Publication, 358 Administration Building, Urbana, Illinois. JOB EVALUATION by L.
    [Show full text]
  • Effects of Job Evaluation on Employee Performance in The
    EFFECTS OF JOB EVALUATION ON EMPLOYEE PERFORMANCE IN THE PUBLIC SECTOR IN KENYA: A CASE OF THE DEPARTMENT OF IMMIGRATION BY CHIRCHIR KIPKEMBOI ABRAHAM REG. NO.: C153/CTY/PT/24846/2012 A RESEARCH PROJECT SUBMITTED TO THE DEPARTMENT OF PUBLIC POLICY AND ADMINISTRTATION IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREE OF MASTER OF PUBLIC POLICY AND ADMINISTRATION, KENYATTA UNIVERSITY MAY 2016 DECLARATION This research proposal is my original work and has not been presented for examination in any other university. Signature………………………………………… Date…………………………… CHIRCHIR KIPKEMBOI ABRAHAM C153/CTY/PT/24846/2012 This research proposal has been submitted for examination with our approval as the University Supervisors. Signature………………………………………… Date…………………………… Prof. DAVID MINJA DEPARTMENT OF PUBLIC POLICY AND ADMINISTRATION KENYATTA UNIVERSITY ii ACKNOWLEDGEMENTS I would like to express my thanks to the almighty God for his sufficient grace and knowledge that has enabled me to accomplish this project. This project would not have been possible without the kind support and help of family, my supervisor at my work place, and the many respondents who took their time to assist in the study. I wish to extend my sincere thanks to all of them. In addition I acknowledge the valuable guidance from my supervisors, Prof. David Minja amd Mr. Ng’eno, KWA who made it possible for me to complete this research. His constant guidance and willingness to share his vast knowledge helped me to complete this task. Although there may be many who remain unacknowledged in this humble note of gratitude there are none who remain unappreciated. iii TABLE OF CONTENTS DECLARATION.............................................................................................................
    [Show full text]
  • A Guide to Achieving Equal Pay Job Evaluation S&R TP 9/12/05 10:51 Am Page 1
    Job Evaluation S&R FB 9/12/05 10:51 am Page 1 Michael Armstrong Ann Cummins Sue Hastings Willie Wood JOB EVALUATION A Guide to Achieving Equal Pay job evaluation S&R TP 9/12/05 10:51 am Page 1 JOB EVALUATION A Guide to Achieving Equal Pay Michael Armstrong Ann Cummins Sue Hastings Willie Wood London and Sterling,VA First published in Great Britain and the United States in 2003 by Kogan Page Limited Paperback edition 2005 Apart from any fair dealing for the purposes of research or private study, or criti- cism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: 120 Pentonville Road 22883 Quicksilver Drive London N1 9JN Sterling VA 20166–2012 UK USA www.kogan-page.co.uk © Michael Armstrong, Ann Cummins, Sue Hastings and Willie Wood, 2003 The right of Michael Armstrong, Ann Cummins, Sue Hastings and Willie Wood to be identified as the authors of this work has been asserted by them in accordance with the Copyright, Designs and Patents Act 1988. ISBN 0 7494 4481 9 British Library Cataloguing in Publication Data A CIP record for this book is available from the British Library. Library of Congress Cataloging-in-Publication Data Job evaluation : a guide to achieving equal pay / Michael Armstrong … [et al.].
    [Show full text]
  • Executive Job Evaluation Insurance Industry1
    EXECUTIVE JOB EVALUATION IV t h b INSURANCE INDUSTRY1 DISSERTATION Presented In Partial Fulfillment of tha Raqulramants for tha Degree of Dootor of Philosophy In tha Graduate School of Tha Ohio Stata University By EDWARD HARRY BOWMAN, S. B., M. B. A. Tha Ohio Stata University 1954 Approved by: i AcoowLEDonoarrB A word of thanks oust be given. to all of tha insuranca executives who so halpfully gave of thalr time and affort to this study* Insuranca company execu­ tives saara uniformly willing to devote tine to interviews devoted to research. Tha questionnaire used in this study was a relatively long one, and executives of sixty Insuranca companies ware willing to make tha affort to complete these questionnaires. Especial thanks are due an axaoutlva of the company used as the intensive observational study. Professor Ralph C. Davis, the advisor, was helpful in the Initial structuring of the research project, and in the formulation of the questionnaire. The author is indebted to him also for much of the conceptual manage­ ment framework underlying this study. For the typing and retyping, always associated with this type of study, thanks are due Sally Cummings, Esther Merrill, and Ann Bowman* TABLE OP c o m m Prafaca Part I............. ................. Tha EXacutiva..... ..................... Job Evaluation and Salary Administration Wag a Economics......................... Tha Insuranca Industry ........... Organisation Analysis......... ......... Exaoutiva Job Analysis and Dascrlptlon.. Exaoutiva Job Evaluation............... Exaeutlva
    [Show full text]
  • UNIT : I Lesson 1 Introduction to Job Evaluation
    UNIT : I Lesson 1 Introduction to Job Evaluation O u t l i n e o f t h e l e s s o n 1. Terminologies of job evaluation 2. Concepts of job and evaluation 3. Objectives of job evaluation 4. Principles of job evaluation 5. JOB Evaluation criteria 6. Job Evaluation process 7. Computerized job evaluation L e a r n i n g O b j e c t i v e s After studying this lesson, you should be able to: 1. Understand the various terms of job evolutions 2. Define the term job evolution 3. Outline the objectives of job evolution 4. List the principles of job evaluation 5. Identify the criteria for job evaluation 6. Observe the process of job evaluation 7. Look into the computerized job evaluation 1 Introduction Once a right candidate is placed on a right job, the person needs to be duly compensated for the job he/she performs. In the pursuit of equal payment, there should be established a consistent and systematic relationship among base compensation rates for all the jobs within the organizations. The process of such establishment is termed „job evaluation‟. Different jobs in an organization need to be valued to ascertain their relative worth so that jobs are compensated accordingly and an equitable wage and salary structure is designed in the organization. This is necessary for sustaining cordial relations within and between employees and employer. Hence, there is a need for appreciation of intricacies of the job evaluation in the modern organizations. This lesson, as a first steps, dedicated to discuss the various fundamental aspects of job evolution.
    [Show full text]
  • Job Evaluation in Organizations
    mywbut.com Job Evaluation in Organizations 1 mywbut.com 1. INTRODUCTION Why is it that Sam Jones, engineer, makes more money than Ann Banks, who is also an engineer in the same company? Is this an example of sex discrimination in wages? What if we were also to report that Ann Banks makes more money in her engineering job than Ted Adams, an entry-level programmer? Would this lessen your suspicions about the wage-setting practices of our fictitious company? If your response is one of uncertainty, then you probably recognize that several factors need to be considered in determining wages for individuals. First, any wages paid to employees should satisfy an internal consistency criterion. Jobs inside an organization are compared to a set of standards and each other to determine their relative contributions to the organization’s objectives. To satisfy employee expectations about fairness, more valuable jobs should receive higher ‘‘scores’’ in the comparison process. In our example above, internal consistency triggers the question: How does the work of an engineer compare with that of an entry-level computer programmer? The second wage-determination factor is external competitiveness. Wages for jobs inside an organization should be compared against wages outside the organization paid by competitors. How much do other em- ployers pay engineers, and how much do we wish to pay our engineers in comparison to what other employers would pay them? Finally, wages are also a function of the distinctive contributions that individual employees make on their jobs. The level of individual contributions depends on an as- sessment of performance and/or seniority of people doing the same job or possessing the same job skills.
    [Show full text]
  • Exploratory Analysis of Compensation and Employee Job Satisfaction
    Developing Country Studies www.iiste.org ISSN 2224-607X (Paper) ISSN 2225-0565 (Online) Vol.4, No.12, 2014 Exploratory Analysis of Compensation and Employee Job Satisfaction Emmanuel Erastus Yamoah, PhD (Can.) Senior Lecturer, School of Business, Valley View University, Accra, Ghana [email protected] Abstract Organizations are made up of people, and the success or failure of these organizations are dependent on the people in the organization. It has been proven time and again that one of the ways to get the best performance out of employees is to make them comfortable and happy. Workers of all ages and income brackets continue to grow increasingly unhappy at work - a long-term trend that should seriously concern employers. How then do managers create satisfied employees? Since compensation has been a major factor of motivating employees in an organization. This study examined the issue compensation and employee job satisfaction. Data was collected and analyzed in terms of descriptive statistics and Pearson chi square was used to test the significance of relationship between compensation and employee job satisfaction. The result indicated that there is no significant relationship between compensation and employee job satisfaction among the respondents. However components of compensation such as career development and job security were major contributing factors to employee job satisfaction. The study recommended that better carrier development opportunities should be given to the employees to increase job satisfaction. Keywords: Compensation, employee job satisfaction 1. Introduction 1.1 Background of the study Compensation is all employer provided tangible and intangible rewards an employee receives as part of the employment relationship.
    [Show full text]
  • JOB and WORK ANALYSIS Guidelines on Identifying Jobs for Persons with Disabilities
    JOB AND WORK ANALYSIS Guidelines on Identifying Jobs for Persons with Disabilities Robert Heron ILO Skills and Employability Department Copyright © International Labour Organization 2005 Publications of the International Labour Office enjoy copyright under Protocol 2 of the Universal Copyright Convention. Nevertheless, short excerpts from them may be reproduced without author- ization, on condition that the source is indicated. For rights of reproduction or translation, application should be made to the Publications Bureau (Rights and Permissions), International Labour Office, CH-1211 Geneva 22, Switzerland. The International Labour Office welcomes such applications. Libraries, institutions and other users registered in the United Kingdom with the Copyright Licensing Agency, 90 Tottenham Court Road, London W1T 4LP [Fax: (+44) (0)20 7631 5500; email: [email protected]], in the United States with the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923 [Fax: (+1) (978) 750 4470; email: [email protected]] or in other countries with associated Reproduction Rights Organizations, may make photocopies in accordance with the licences issued to them for this purpose. ISBN 92-2-117864-1 First published 2005 The designations employed in ILO publications, which are in conformity with United Nations practice, and the presentation of material therein do not imply the expression of any opinion what- soever on the part of the International Labour Office concerning the legal status of any country, area or territory or of its authorities, or concerning the delimitation of its frontiers. The responsibility for opinions expressed in signed articles, studies and other contributions rests solely with their authors, and publication does not constitute an endorsement by the International Labour Office of the opinions expressed in them.
    [Show full text]
  • Unit 2 Job Analysis and Job Design
    Human Resources UNIT 2 JOB ANALYSIS AND JOB DESIGN Structure 2.0 Objectives 2.1 Introduction 2.2 Job Analysis 2.2.1 Significance of Job Analysis 2.2.2 Components of Job Analysis 2.3 Methods of Job Analysis 2.4 Job Design 2.5 Methods of Job Design 2.6 Let Us Sum Up 2.7 Key Words 2.8 Answers to Check Your Progress 2.9 Terminal Questions 2.0 OBJECTIVES After studying this unit, you should be able to: ● explain the meaning and concept of job analysis, job description, job rotation, job enrichment and job enlargement ● describe the significance and components of job analysis ● discuss the methods of job analysis ● define the term ‘job design’ ● discuss the methods of job design 2.1 INTRODUCTION Human resource management aims at optimum utilization of available human potential. For this purpose, it is essential to make every one understand their job and expectations from the job. This enables them to charter their behaviour appropriately. Job analysis is a process of determining the essential characteristics that are necessary to perform the job effectively. A good job analysis conveys information to take a number of important decisions relating to human resources management. Job design is next to job analysis. Job design involves systematic attempts to organize tasks, duties and responsibilities into a unit of work to achieve certain objectives. Job design integrates the work content and qualifications required for each job that meets the needs of employee and the Organization. Designing a job analysis leads to preparation of job description and job specification.
    [Show full text]