chapter 3 Job Performance Human Resources
This chapter covers Job Performance Human Resources.
Job Anaylisis
Systematic way of gathering and analyzing information about the content, context, and human requirements of a job (used for job descriptions and specifications)
Job Design Approaches
-Job enlargement
-Job enrichment
-Job sharing
-Work teams
-Job Rotation
-Job enlargement
Job Redesign
Changing an existing job to improve it
Ethics Programs
-A written code of ethics and standard of conduct
-Training on ethical behavior for all workers
-Advise to employees, often given by HR, on ethical situations they might face
Organizational Culture
The shared values and beliefs that give members of an organization meaning and provide them with rules for behavior
The desire within a person causing that person to act to reach a goal
Job enlargement
Adding more tasks
Job enrichment
-More responsibility
-More Tasks
Job Sharing
Splitting a job between 2 people
Worker Teams
-Groups doing a chunk of work
– More efficient
-Mutual Responsibility
Job Rotation
Helps employees see how the pieces of a job fit together, to see the big picture. Also helps to keep employee from becoming board and complacent in one position.
Job Design
Organizing tasks, duties, and responsibilities into a productive unit of work
Person-Job Fit
Matching characteristics of people with the characteristics of jobs
Implementing Job Analysis
1. Planning for job analysis
2.Preparing for & introducing job analysis
3. Conducting job analysis
4. Developing job descriptions & specifications
5. Maintaining & updating job descriptions and specifications
Performance Equation
P= Ability x Effort x Support
Motivating Individual Performance
-Consistency in organizational rewards
-Organizational support for employee efforts
Accurate measurement of employee performance
-Desirability of rewards by employees
Types of Turnover
-Involuntary
-Voluntary
-Functional
-Dysfunctional
-Uncontrollable
-Controllable
Computing Turnover Rate
Number of employee separation during the month/ Total number of employees at mid-month x 100
Turnover Costs
-Separation Cost
-Vacancy Cost
-Replacement Cost
-Training Cost
Hidden/indirect Cost
Drivers of Retention
-Org. & Management factors
-Rewards: compensation, benefits, performance
-Career Training and Development
-Employer policies & practices
-Job/ work-life balance
-Employee-supervisor relationships
Managing Retention
1.Employee surveys
2.Exit interviews
3.First-year-turnover
4.Realistic job previews
5.Recruiting and selection
Ways of Managing Surplus Talent
1.Reduction of work hours
2.Reduction in compensation
3.Attrition and hiring freeze
4.Voluntary departure
5.Workforce downsizing
Controllable Turnover
Things an organization CAN control to prevent turnover. Employees leaving for reasons that the employer could have changed
Outcomes of job analysis
1.Job description
2.Job specification
Ethics
Individual beliefs of right and wrong and what should be done
Performance Factors
1. Ability
2. Effort
3. Support
Assess internal and external environment that affects HR