Fundamentals of
Human Resource Management 11e
Chapter 5
Human Resource Planning and Job Analysis
Introduction
Human resource planning is a process by
which an organization ensures that
It has the right number and kinds of people
At the right place
At the right time
Capable of effectively and efficiently completing those tasks
that will help the organization achieve its overall strategic
objectives
Fundamentals of Human Resource Management 11e 2
Introduction
HR planning must be
• Linked to the organization’s overall strategy to
compete domestically and globally
• Translated into the number and types of workers
needed
Senior HRM staff need to lead top
management in planning for HRM issues.
Fundamentals of Human Resource Management 11e 3
An Organizational Framework
A mission statement defines what business
the organization is in, including
• Why it exists
• Who its customers are
• Strategic goals set by senior management to
establish targets for the organization to achieve
Goals are generally defined for the next 5-20 years.
Fundamentals of Human Resource Management 11e 4
Linking Organizational Strategy to
HR Planning
During a corporate assessment:
• SWOT Analysis determines what is needed to meet
objectives
Strengths
Weaknesses
Opportunities
Threats
HRM determines what knowledge, skills, and abilities are needed by
the organization’s human resources through a job analysis.
Fundamentals of Human Resource Management 11e 5
Linking Organizational Strategy to
HR Planning
STRATEGIC DIRECTION HR LINKAGE
mission determining organization’s
business
setting goals and
objectives and goals
objectives
strategy determining how to attain
goals and objectives
determining what jobs need to be
structure
done and by whom
matching skills, knowledge,
people and abilities to required jobs
Fundamentals of Human Resource Management 11e 6
Linking Organizational Strategy to
HR Planning
HR must ensure staff levels meet strategic
planning goals.
• An HR inventory report summarizes information
on current workers and their skills
• HR information systems (HRIS)
Process employee information
Quickly generate analyses and reports
Provide compensation/benefits support
Fundamentals of Human Resource Management 11e 7
Linking Organizational Strategy to
HR Planning
Succession planning includes the development
of replacement charts that
• Portray middle- to upper-level management positions that
may become vacant in the near future
• List information about individuals who might qualify to fill
the positions
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Linking Organizational Strategy to
HR Planning
HR must forecast staff requirements:
HR creates an inventory of future staffing needs for
job level and type, broken down by year
Forecasts must detail the specific knowledge, skills,
and abilities needed, not just “we need 25 new
employees”
Fundamentals of Human Resource Management 11e 9
Linking Organizational Strategy to
HR Planning
HR predicts the future labor supply:
A unit’s supply of human resources comes from:
• New hires
• Contingent workers
• Transfers-in
• Individuals returning from leaves
Predicting these can range from simple to complex
Transfers are more difficult to predict since they depend on
actions in other units
Fundamentals of Human Resource Management 11e 10
Linking Organizational Strategy to
HR Planning
Decreases in internal supply come about through:
retirements easiest to forecast
dismissals possible to forecast
transfers possible to forecast
layoffs possible to forecast
sabbaticals possible to forecast
voluntary quits difficult to
forecast
prolonged illnesses difficult to forecast
11
deaths
Fundamentals of Human Resource Management 11e
hardest to forecast
Linking Organizational Strategy to
HR Planning
Candidates come from
• Migration into a community
• Recent graduates
• Individuals returning from military service
• Increases in the number of unemployed and employed
individuals seeking other opportunities, either part-time or
full-time
The potential labor supply can be expanded by formal or
on-the-job training.
Fundamentals of Human Resource Management 11e 12
Linking Organizational Strategy to
HR Planning
To match labor demand and supply, HR
Compares forecasts for demand and supply of
workers
Monitors current and future shortages, and
overstaffing. Sometimes, strategic goals must change
as a result
Uses downsizing to reduce supply and balance
demand
Fundamentals of Human Resource Management 11e 13
Linking Organizational Strategy to
HR Planning
Employment Planning and the Strategic Planning
Process
Outcomes
demand exceeds recruitment
assess current supply
define establish human resources compare demand
organization corporate goals -- - - - - - - - - - - - - for and supply of
mission and objectives HRMS: human resources
job analysis supply exceeds
demand decruitment
supply of
human resources
Fundamentals of Human Resource Management 11e 14
Job Analysis
Job analysis is a systematic exploration of the
activities within a job.
It defines and documents the duties, responsibilities,
and accountabilities of a job and the conditions under
which a job is performed
Click here to see a sample job analysis
Fundamentals of Human Resource Management 11e 15
Job Analysis
Job Analysis Methods
observation– job analyst watches employees directly or reviews film of
workers on the job
individual interview– a team of job incumbents is selected and
extensively interviewed
group interview– a number of job incumbents are interviewed
simultaneously
structured questionnaire– workers complete a specifically designed
questionnaire
technical conference– uses supervisors with an extensive knowledge of
the job
diary– job incumbents record their daily activities
The best results are usually achieved with some combination of methods.
Fundamentals of Human Resource Management 11e 16
Job Analysis
understand the purpose review draft
of the job analysis with supervisor
understand the roles of
develop draft
jobs in the organization
seek clarification
determine how to collect
job analysis information
Fundamentals of Human Resource Management 11e 17
Job Analysis
Occupational Information Network
• O*NET Content Model
See online at
http://online.onetcenter.org/
Fundamentals of Human Resource Management 11e 18
Job Analysis
Position Analysis Questionnaire (PAQ)
Jobs are rated on 194 elements, grouped in six major
divisions and 28 sections
The elements represent requirements applicable to all
types of jobs
Its quantitative structure allows many job
comparisons, however, it appears to apply to only
higher-level jobs
Fundamentals of Human Resource Management 11e 19
Job Analysis
Job descriptions list:
Job title
Job identification
Job duties/essential functions in order of importance
Job specifications - minimal qualifications for job
They are critical to:
Describing job to candidates
Guiding new-hires
Developing performance evaluation criteria
Evaluating job’s compensation worth
Fundamentals of Human Resource Management 11e 20
Job Analysis
Almost all HRM
activities are tied recruiting
to job analysis; it labor selection
relations
is the starting
point for sound
HRM. safety &
HR
planning
health
job analysis
job description
job specifications
employee
compensation development
performance employee
management training
career
development
Fundamentals of Human Resource Management 11e 21
Job Design
Job Design is how a position and its tasks are
organized. Every job should
• Be organized to provide a sense of purpose and
accomplishment
• Have a clear relationship to the organizational
purpose and mission.
Fundamentals of Human Resource Management 11e 22
Job Enrichment
If you want people to
do a good job,
give them a good job
Job Enrichment motivates through
to do…
Skill Variety Frederick
The degree to which a job requires a variety of different activities. Herzberg
Task Identity
The degree to which the job requires completion of a whole and identifiable piece of work.
Task Significance
The degree to which the job has a substantial impact on the lives or work of other people.
Autonomy
The degree to which the job provides substantial freedom and discretion to the individual in
scheduling the work and in determining the procedures to be used in carrying it out.
Feedback
The degree to which carrying out the work activities required by a job results in the individual
obtaining direct and clear information about the effectiveness of his or her performance.
Fundamentals of Human Resource Management 11e 23
Flexible Work Schedules
Types of flexible schedules:
• Compressed work week
• Flex time
• Job Sharing
• Telecommuting
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Job Design and Teams
Effective work teams
• Are flexible
• Continually make adjustments
• Have competent individuals with appropriate skills
Technical
Teamwork
Interpersonal
• Good feedback
Fundamentals of Human Resource Management 11e 25
True or False?
1. HR planning must be separate from the organization’s overall strategy.
False!
2. A mission statement defines what business the organization is in.
True!
3. To forecast staff requirements, HR creates an inventory of future
staffing needs for job level and type, broken down by decade.
False!
4. Job analysis is a systematic exploration of the activities within a job.
True!
5. A position analysis questionnaire is more qualitative than quantitative in
nature.
False!
6. Job design is how a position and its tasks are organized.
True!
Fundamentals of Human Resource Management 11e 26
