HC2101 Performance Management For HR代写

  • 100%原创包过,高质量代写&免费提供Turnitin报告--24小时客服QQ&微信：273427

    • 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