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Solution Manual for HR 4th Edition DeNisi Griffin

1337116386 9781337116381

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Chapter 5

Information for Making Human Resource Decisions

The following items questions appear on the in-text Instructor Prep Cards. These notes and suggested talking points should help instructors conduct these exercises with the students.

Discussion Questions

1. Describe the essential elements of forecasting the supply of and demand for human resources.

When forecasting the supply of human resources, a company can use the internal records found in the human resource management system, track the labor market trends, utilize various mathematical models, and perform a succession assessment for executive positions. When forecasting the demand for personnel, a company’s strategy must be referenced and evaluated, and an assessment of economic patterns should be made.

2. Summarize the basic implications of three different strategies for human resource decisionsfor human resource decisions of three different strategies

Implementing a growth strategy usually requires a company to hire more personnel as the firm grows, and these individuals can be difficult to locate at times. Implementing a stability strategy is a far simpler approach because it does not need that many changes are needed; however, as people leave the firm, some amount of recruiting will be necessary. Implementing a reduction strategy is a highly challenging approach because the numbers of employees must be lowered with employee attrition, early individual retirements, and/or layoffs.

3. What are the basic economic conditions that are especially relevant to human resource managers?

The economy impacts affects the workforce by influencing the decisions that potential employees make about labor markets and work. The rate of unemployment can influence employment-related decisions. If unemployment is high, people often choose to stay in their current positions and are less likely to look for other job opportunities for work. If unemployment is low, people may try to find better work opportunities. Market wage rates will also impact affect the one’s decision to look for work as, with high wages attracting greater interest on the part of in potential employees. Pay and wage differences reflect the cost of living, but these differences are also based on labor market competitiveness. Some employers pay above-market wages. Individuals can make investments in their human capital that will make them make marketable more valuable to employers when they are lookingsearching for jobs. Such investments will often result in higher pay and can increase the likelihood that individuals will look for better work opportunities.

4. List the steps in job analysis.

The first step is to determining determine the organization’s precise information needs, depending on both the intended purposes of the job analysis information and the various constraints such as time and budget limitations. The second step is to determine how to collect the information, i.e.which involves selecting the method by which job- analysis information will be collected. The third step is to determining determine who is responsible for collecting the information, that is, for actually conducting the job analysis.

5. Compare and contrast job descriptions and job specifications.

A job description lists the tasks, duties, and responsibilities that a particular job entails. A job specification focuses more on the individual who will perform the job, including the knowledge, skills, abilities (KSA), and other characteristics that the individual must have in order to perform the job. In brief, the job description focuses on the tasks that should be performed in the job, while the job specification focuses on the characteristics of athe person holding the job.

6. Compare and contrast the major techniques that organizations use for job analysis.

Narrative job analysis is the most common approach to job analysis, in which one or more subject matter experts (SMEs) prepare a written narrative, or text description, of the job. These narratives are typically specific to the jobindividualistic, making it difficult to compare the tasks onof one job with the tasks onof to another. This method does not

require a great deal of training for someone to complete a narrative job analysis

The Fleishman job-analysis system relies on a the taxonomy of 52fifty-two abilities that presumably represents all the dimensions relevant to work. These abilities are presumed to reflect cognitive, psychomotor, and sensory abilities. The actual Fleishman scales consist of descriptions of each ability, followed by a behavioral benchmark example of the different levels of the ability on a seven-point scale. An organization using this jobanalysis technique relies on a panel of SMEs (again, incumbent workers or supervisors are most commonly used) to Experts indicate how important the ability is for the job, and the level that best represents the actual level of ability required for a particular job. Because of its complexity, job analysts who use this method require training, but it is also much closer in operation to the notion of competency modeling.This complex method requires training of the job analysts.

The task-analysis inventory method actually refers to a family of job-analysis methods, each with unique characteristics. However, each one that focuses on analyzing all the tasks performed in the focal job. SMEs generate a list of tasks performed in a job, and the job analyst subsequently evaluates each task on dimensions such as relative amount of time spent on the task, frequency with which the task is performed, the relative importance of the task, the relative difficulty of the task, and the time necessary to learn the task. Task inventories require time and effort to develop, but they are relatively easy to use once developed. Information generated by this approach to job analysis is often detailed, and it is very useful for establishing the knowledge, skills, and abilities (KSAs) requirements and the training needs of employees. It is more difficult, though, to make comparisons across job families, and this drawback reduces the usefulness of task inventories to some degree

In functional job analysis, all jobs can be described in terms of their level of involvement with people, data, and things. An exact definition of each term is provided to the job analyst, who judges the level of involvement. The U.S. Department of Labor relies on functional job analysis for some of its classifications of jobs, but This method it is not widely used in private industry. Nonetheless, this approach is important because it does represents the first attempt to develop a single instrument that can describe all jobs in common terms.

The Position Analysis Questionnaire (PAQ) is a standardized job analysis instrument that consists consisting of 194 items that reflecting work behavior, working conditions, orand job characteristics that are assumed to be generalizable across apply to a wide variety of jobs.

The items that make up the PAQ are organized into six sections: The six sections of the PAQ are information inputs, mental processes, work output, relationships with other

people, job context, and other characteristics. The analyst rates each item on six scales: extent of use, amount of time, importance of the job, possibility of occurrence, applicability, and special code. The PAQ focuses on what a worker does on the job, rather than on what gets done. Another strength of the PAQ is the fact that, because it has been widely used for many years, a considerable database of information exists that attests to its validity and reliability.Its length allows a much richer picture of what happens on the job, and a considerable database from past use attests to its reliability and validity. However, the instrument itselfIt is relatively complex, however, and an employee must have the reading level of requires a college- graduate reading level to complete it.

The critical incidents approach focuses on examples of effective or ineffective performance and the critical behaviors that distinguish between effective performers and from ineffective performersones. It is most widely used in connection with the development of appraisal instruments.

7. Can all jobs be analyzed? Why, or why not?

All jobs can be analyzed to some extent. However, some jobs are easier to analyze than others. Simple jobs or jobs requiring observable behaviors such as mechanical skills are much easier to analyze, because their components can be readily observed and recorded. Knowledge jobs, on the other hand, do not have easily observed components, so it is much more difficult to identify the tasks of the job as well as the knowledge, skills, and abilities (KSA) necessary to carry them out. In addition, many jobs today are becoming much more flexible, meaning that their content is not specific. Instead, the employee is instead expected to change tasks as and when needed. A job with flexible content would be extremely difficult to analyze with any precision. However, to some extent all jobs have defined content that may be analyzed to some extent The specificity of the content may vary, but job analysts will be able to generally define the tasks, duties, and responsibilities that an employee should carry out in his or her position.

8.

Are there circumstances in whichwhen managers might choose not to have job descriptions or job specifications?

Managers may choose not to have job descriptions or job specifications for some jobs, but it is probably not a good idea. Jobs that have flexible tasks, duties, and responsibilities, for instance, may be difficult to analyze. Managers may feel that developing specific descriptions and specifications may limit a job’s flexibility by defining what is involved while excluding other unforeseen tasks that may be needed in the future. However, to some extent every job has definitive content that can be described and analyzed to some extent. Jobs that are not analyzed and given a description and specification may not be filled

optimally, because management will not know the particular knowledge, skills, and abilities (KSA) that they need to look for when filling the position. Therefore, the recruitment and selection process may not be adequately designed, and the ultimate hiring decision could be less than optimal.

9. Distinguish between job behaviors and job competencies.

Job behaviors describe the actions that workers will take up as they fulfill their jobs. Job behaviors would include items such as preparing reports, welding, or administering medication. Job behaviors would be an important part of a job description, which lists the tasks, duties, and responsibilities for a particular job.

In contrast to this, job competencies, in by contrast, describe broad or deep abilities or characteristics that workers should possess in order to successfully fulfill a job’s requirements. Job competencies might include a tolerance for ambiguity, creativity, or a talent for resolving conflicts. Job competencies would be included in the job specification, which indicates the characteristics that an individual must possess to have to be able to perform the job.

Behaviors focus on the job itself. Workers who can perform job behaviors should be successful in that particular job. Competencies focus on the worker. Workers who possess competencies should be successful in the wide variety of jobs that call on those competencies.

10. Summarize the basic legal issues related

to job analysis.

Most of the federal regulations governing human resource management practices require that any action undertaken by an organization must be for job-related reasons. That is, employees can only be hired, promoted, compensated, and terminated for reasons related to their job performance. They should, not be hired for any personal characteristics, such as race, gender, age, disability status, and so on. Thus appropriate job analysis and design is absolutely fundamental to avoiding avoid charges of discrimination or disparate impact, because the job analysis and description establish the job-related behaviors and requirements. For example, an applicant can be legally terminated for being unable or unwilling to lift heavy equipment, only if lifting heavy equipment was listed in the job analysis and description.

Job analysis also affects the determination of essential functions, which is very important in compliance with the Americans with Disabilities Act (ADA). Careful job analysis can uncover even the most subtle forms of discrimination , for example, women earn less

Discussion QuestionsChapter 5: Information for Making Human Resource Decisions

than what men earn for the same job,in which jobs traditionally held by women are paid less than jobs traditionally held by men, although the duties and responsibilities of the job may be approximately about equal.

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