What Can Managers Do to Improve Employee Engagement?

• being psychologically involved in, connected to, and committed to getting one’s jobs
done.
• drives performance and productivity.
• associated with significant increases in sales, product quality, productivity, safety incidents at
work, retention and absenteeism, and revenue growth.

02 04 06
Contribution Accomplish Responsible

Employees Employees get a Managers should

understand how their sense of hold responsible
departments accomplishment. for employee
contribute engagement

30%

50%
Supervision Goal Involvement
Provide Employees Employees 20%
supportive efforts contribute highly involved
supervision to the – self-
achievement of management
the company’s teams EE means being psychologically involved in,
goal. connected to, and committed to getting one’s
jobs done.

01 03 05

LAST WEEK
 CHAPTER 4
JOB ANALYSIS & TALENT MANAGEMENT PROCESS

Learning Objectives
PROCESS WRITE
Discuss the Job description &
importance Job specification

4.1 4.3 4.5

4.2 4.4

DEFINE METHODS COMPETENCY-BASED

JOB ANALYSIS
Talent management & Collecting job analysis
what talent information
management oriented
managers do

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Learning Objective 4.1: Define Talent Management, and Explain What Talent Management-Oriented Managers Do

Steps in the Talent Management Process

APPRAISAL
COMPENSATION
Performance 08
07 To maintain motivation
06 ORIENT/TRAIN/DEVELOP
OFFER
Decide who 05 New recruitments

TOOLS
04
Selection
FORMS
03
Applications

POOL
02
Job candidates

DECIDE
What positions to fill? 01

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Copyright © 2020 Pearson Education Ltd. All Rights Reserved
Copyright © 2020 Pearson Education Ltd. All Rights Reserved
Copyright © 2020 Pearson Education Ltd. All Rights Reserved
Copyright © 2020 Pearson Education Ltd. All Rights Reserved
Copyright © 2020 Pearson Education Ltd. All Rights Reserved
Copyright © 2020 Pearson Education Ltd. All Rights Reserved
Copyright © 2020 Pearson Education Ltd. All Rights Reserved
 Learning Objective 4.2: Discuss the Process of Job Analysis, Including Why It Is Important

The Basics of Job Analysis

JOB • Work activities including how, why and
when to perform the activities.
ANALYSIS
The procedure • Human behaviors that the job requires.
through which you • Materials: Machines, tools, equipment,
determine a job’s and work aids needed.
duties & skill • Performance standards. Quantity &
requirements and quality of each job duty.
the kind of person
• Job context. Information about the job’s
who should be performance standard.
hired for it.
• Human requirements. Information on
KSA
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 Learning Objective 4.2: Discuss the Process of Job Analysis, Including Why It Is Important

Uses of Job Analysis Information

It supports just about all human resource management activities
Figure 4-2 Uses of Job Analysis Information

What duties the job
entails and what
human characteristics
are required to perform
these activities helps
managers decide what
sort of people to recruit
and hire.
Job analysis is crucial Compares each Usually depends on the The job description lists the
for validating all major employee’s actual job’s required skill and job’s specific duties and
human resources performance with his or education level, safety requisite skills—thus
practices her duties and hazards, degree of pinpointing what training
performance standards responsibility, and so the job requires.
on—all factors you
assess through job
analysis.

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 Conducting a Job Analysis
1. Identify how will
information be
used
JOB REDESIGN – LOWERED COST
01 Redesign jobs using methods of 2. Review relevant
job enlargement, job rotation & background
job enrichment information
BUSINESS PROCESS JOB ENLARGEMENT

REENGINEERING 02 Assigning workers 3. Select

additional same-level representative
activities
positions
JOB ROTATION
03 Systematically move-ing 4. Collect and analyze
workers from one job to data
another.
JOB ENRICHMENT/EMPOWERED 5. Verify
04 Increases the opportunities for the
worker to experience feelings of 6. Develop job
responsibility, achievement, growth, and description and job
recognition—and therefore more
motivation. specification

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Learning Objective 4.3: Explain and Use at Least Three Methods of Collecting Job Analysis Information

Collecting Job Analysis Information

• Things to keep in mind
– A joint effort
– Clear questions and process
– Several methods

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Learning Objective 4.3: Explain and Use at Least Three Methods of Collecting Job Analysis Information

The Interview (Qualitative)

1. Typical Questions – general question
2. Structure Interviews – to guide the interview
3. Pros and Cons – simple & quick way to collect info
4. Interviewing Guidelines – establish rapport with the
interviewee and gain trust to get full cooperation

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Learning Objective 4.3: Explain and Use at Least Three Methods of Collecting Job Analysis Information

Questionnaires (Quantitative)
• Structured checklists – to be filled up/Likert scale
• “Describe the major duties” – to get additional input
• Pros and cons – quick, efficient & less costly, however time
consuming in developing it.

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Learning Objective 4.3: Explain and Use at Least Three Methods of Collecting Job Analysis Information

Observations
• Useful with observable physical activities
• Not appropriate when the job entails a lot of mental activity
• Reactivity

Participant Diary/Logs
• Record of an activity
• Pocket dictating machines

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 Learning Objective 4.4: Explain How You Would Write a Job Description, and What Sources You Would Use

Job Description Sections

• Job identification
• Job summary
• Responsibilities and duties
• Authority of incumbent
• Standards of performance
• Working conditions
• Job specifications

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 Learning Objective 4.4: Explain How You Would Write a Job Description, and What Sources You Would Use

Job Identification
Figure 4-7 Sample Job Description, Pearson Education
Job Title: Telesales Respresentative Job Code: 100001
Recommended Salary Grade: Exempt/NonExempt Status: Nonexempt
Job Family: Sales EEOC: Sales Workers
Division: Higher Education Reports To: District Sales Manager
Department: In-House Sales Location: Boston
Blank Date: April 2013

Source: Reprinted and electronically reproduced by permission of Pearson Education, Inc.,

Upper Saddle River, New Jersey.

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 Learning Objective 4.4: Explain How You Would Write a Job Description, and What Sources You Would Use

Job Summary
Summary (Write a brief summary of job.)
The person in this position is responsible for selling college
textbooks, software, and multimedia products to professors,
via incoming and outgoing telephone calls, and to carry out
selling strategies to meet sales goals in assigned territories
of smaller colleges and universities. In addition, the
individual in this position will be responsible for generating a
designated amount of editorial leads and communicating to
the publishing groups product feedback and market trends
observed in the assigned territory.

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 Learning Objective 4.4: Explain How You Would Write a Job Description, and What Sources You Would Use

Relationships
• Inside and outside the organization
• Reports to: Vice president of employee relations.
• Supervises: Human resource clerk, test administrator,
labor relations director, and one secretary.
• Works with: All department managers and executive
management.
• Outside the company: Employment agencies, executive
recruiting firms, union representatives, state and federal
employment offices, and various vendors.

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 Learning Objective 4.5: Explain How to Write a Job Specification

Writing Job Specifications

• “What human traits and experience are required to do this
job effectively?”
• Shows what kind of person to recruit and what qualities you
should test that person for

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 Learning Objective 4.5: Explain How to Write a Job Specification

Specifications for Trained Versus

Untrained Personnel
• Trained/experienced people
– Length of service
– Quality of relevant training
– Previous job performance
• Untrained people
– Specify qualities
such as physical traits, personality, interests, or sensory skills that imply some potential for
performing the job or for trainability.

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 Learning Objective 4.6: Give Examples of Competency-Based Job Analysis

Competencies Models
The manager hires new employees using tests that measure the profile’s list of competencies, trains
employees with courses that develop these competencies, and appraises performance by assessing the
worker’s competencies.
Figure 4-10 H R Manager Competency Model The competency model
Instead of listing the or profile then becomes
job’s duties, they are the guidepost for
listing, in competency recruiting, selecting,
models (or profiles), training, evaluating, and
the knowledge, skills, developing employees
and experience for each job. For
someone needs to instance, the manager
do the job. Such hires new employees
models or profiles using tests that
(see Figure 4-10 measure the profile’s
shown) list the list of competencies,
competencies trains employees with
employees must be courses that develop
able to exhibit to get these competencies
their jobs done. and appraises
performance by
assessing the worker’s
competencies.

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 Learning Objective 4.6: Give Examples of Competency-Based Job Analysis

Chapter 4 Review
4-1. Define talent management and explain what talent
management-oriented managers do.

4-2. Discuss the process of job analysis, including why it is important.

4-3. Explain and use at least three methods of collecting job analysis
information.

4-4. Explain how you would write a job description, and what sources
you would use.

4-5. Explain how to write a job specification.

4-6. Give examples of competency-based job analysis.

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