Human Resource Management PDF

## What is Human Resource Management (HRM)? Management of people to perform to the best of their abilities. To achieve better performance for the organization. ## Stakeholders vs Stockholders ## What is HRM? An empowered organization is one in which individuals have knowledge, skills, desires...

## What is Human Resource Management (HRM)? Management of people to perform to the best of their abilities. To achieve better performance for the organization. ## Stakeholders vs Stockholders ## What is HRM? An empowered organization is one in which individuals have knowledge, skills, desires and opportunities to personally succeed in a way that leads to collective organizational success. -Stephen Covey "Organizations can invest in material capital, which are buildings, tools, and machines, as well as in human capital." -Arthur Cecil Pigou ## A Brief History of HRM How did HRM get to where it is now? | Year | Historical Event | | :------- | :----------------------------------------------------------- | | 1900: | First Personnel management department | | 1920s: | Personnel departments clearly defined | | 1960s: | Social legislation prompts changes | | 1970s: | HRM developed | | 1990s: | Strategic HRM emerges | ## Strategic Human Resouce Management (HRM)? | Level | Description | | :---------------- | :--------------------------------------------------------------------------------------- | | Strategic | Linking human resource stagey with organizational mission and the work of people in the organization. | | Operational | Managing functional human resource activities and serving an 'employee champion.' | | Administrative | Recordkeeping, process administration and compliance efforts. | ## Strategic Human Resource Management (HRM)? | Level | Description | | :---------------- | :--------------------------------------------------------------------------------------- | | Strategic | Linking human resource stagey with organizational mission and the work of people in the organization. | | Operational | Managing functional human resource activities and serving an 'employee champion.' | | Administrative | Recordkeeping, process administration and compliance efforts. | **Present**: The three levels of HRM are shown in a pyramid shape with the Strategic layer at the top, followed by Operational and then Administrative layer at the bottom. **Past**: The three levels of HRM are shown in a pyramid shape with the Administrative layer at the top, followed by the Operational and then the Strategic layer at the bottom. ## What Exactly is Involved In Human Resource Management? <start_of_image> Schematic of 7 HR Management Basics: - HR Data & Analytics - Recruitment & Selection - HR Information Systems - Compensation & Benefits - Performance Management - Learning & Development - Succession Planning ## Careers in HRM | Job | Description | | :------------------------------ | :----------------------------------------------------------------------------------------------------------------- | | HR Generalist | Responsible for all aspects of human resources in an organization, including recruitment, training, and compensation. | | Labor Relations Specialist | Resolves labor disputes, interprets labor laws, and ensures compliance with labor regulations. | | Compensation Specialist | Develops and administers compensation programs, including salary, benefits, and incentive programs. | | Training Coordinator | Plans and implements training programs, including onboarding, professional development, and compliance training. | | Management | Leads and supervises teams, sets strategic direction, and manages organizational performance. | | Recruiter | Identifies and recruits qualified candidates for open positions, sources talent, and conducts interviews. | | Benefits Administrator | Administers employee benefits programs, including health insurance, retirement plans, and disability insurance. | | Human Resource Development | Designs and implements training and development programs to enhance the skills and knowledge of employees. | | HRIS Specialist | Manages human resource information systems, including payroll, benefits administration, and employee records. | | CHRO | Oversees all aspects of human resources, including strategy, operations, and compliance. | | Organization Development | Diagnoses organizational issues, develops strategies for improvement, and facilitates change. | | Director of Employee Experience | Focuses on creating a positive and engaging work environment for employees. | | Help Recruit New Employees | Assists with the recruitment process by sourcing candidates, screening applications, and scheduling interviews. | | Updating Company Policies | Ensures that company policies are up-to-date, compliant with labor laws, and aligned with business objectives. | | Diversity and Inclusion | Promotes diversity and inclusion in the workplace, ensuring equal opportunities for all employees. | | Managing Payroll | Processes payroll, ensuring accurate and timely payment to employees. | | Dispute Resolution Specialist | Investigates and resolves employee disputes, ensuring a fair and impartial process. | | Employment Specialist | Handles all aspects of the employment process, including hiring, onboarding, and termination. | | Payroll Specialist | Focuses on managing payroll, benefits, and other financial aspects of employee compensation. | | Internal Recruitment | Sources and recruits candidates from within the organization for open positions. | | Talent Manager | Focuses on attracting, developing, and retaining top talent. | ## **Careers in HRM** The locations with the highest salaries for Human Resources Officer jobs. | Location | Average Salary | Job Ads | | :--------------- | :------------- | :--------- | | Makati City | P27,500 | View Jobs | | Paranaque City | P27,500 | View Jobs | | Taguig City | P27,500 | View Jobs | | Pasig City | P26,000 | View Jobs | | Manila City | P24,000 | View Jobs | | Pampanga | P24,000 | View Jobs | | Quezon City | P24,000 | View Jobs | ## **Careers in HRM** Highest paying cities for Recruiters near Philippines | Location | Average Salary | Salary Reported | | :--------------- | :------------- | :-------------- | | Taguig | P27,482 / month | 274 | | Angeles | P26,827 / month | 34 | | Manila | P25,953 / month | 312 | | Mandaluyong | P23,752 / month | 138 | | Pasay | P23,616 / month | 93 | | Pasig | P23,553 / month | 343 | | Parañaque | P22,531 / month | 56 | | Makati | P22,015 / month | 613 | | Cebu City | P21,885 / month | 124 | ## **Careers in HRM** Recruiter Salary in United States Average base salary: $56,876 per year Average: $56,876 Low: $23,791 High: $135,973 The average salary for a recruiter is $56,876 per year in the United States. 14.5k salaries reported, updated at August 26, 2024 ## **Careers in HRM** Job Openings in United States: - Acquisition Specialist L4 at Na Oiwi Kane in Colorado Springs, CO. $170,000 - $185,000 a year. Full-time. - Safety Recruiter at Environmental and Safety Solutions, Inc. in Cincinnati, OH. Full-time. - Talent Acquisition Specialist - Human Resources at St. Francis Medical Center in Lynwood, CA. Full-time. ## Top 10 Employers in PH Here are the top 10 companies in 2024: 1. Unilever Philippines 2. Emerson Manila 3. Unilab 4. Oracle Philippines 5. AboitizPower 6. Home Credit Philippines 7. Security Bank Corporation 8. Emma - The Sleep Company 9. Meralco 10. Nestle Philippines ## What HRM Trends Do You See Coming Up in the Future? ## Phillipline Labor Code - Comprehensive legal framework designed to regulate employment practices, labor relations, and company standards within the Philippines. - Established to protect the rights and welfare of workers, the Code sets forth the legal standards for wages, working hours, benefits, and conditions of employment. ## Who Is Covered under The Labor Code? - Regular employees - Project employees - Seasonal employees - Casual employees - Probationary employees ## What are The Key Provisions of The Labor Code? - Minimum Wage - Working Hours (48hrs a week) - Night Shift Differential (10PM to 6AM) - Rest Days (One rest day every six consecutive days) - Maternity & Paternity Leave (105 Days) - Parental Leave (Solo parent 15 days) - 13th Month Pay - Special Leaves for Women (2 Months) Gynaecological Disorders - Service Incentive Leave ## What are The Three Ways of Termination Under The Labor Code? - Termination for Just Cause - Termination for Authorized Cause - Termination Based on Serious Diseases or Health Conditions ## Legal Environment, Equal Employment Opportunity, and Safety **Page 15** - **Learning Objectives**: - Explain how the three branches of government regulate human resource management. - Identify the federal agencies that enforce equal employment opportunity and describe each role. - Understand the major federal laws requiring equal employment opportunity. - Describe ways employers can avoid illegal discrimination and provide reasonable accommodation. - Define sexual harassment and tell how employers can eliminate or minimize it. - **Introduction**: Several environmental factors affect an organization's HRM functions, particularly the laws affecting the management. - **Equal Employment Opportunity**: Refers to the government's attempt to ensure that all individuals have an equal chance for employment, regardless of race, color, religion, sex, age, disability or national origin. To accomplish this, the government has used constitutional amendment, legislation and executive orders, as well as court decisions that interpret laws. - **Three Branches of Government**: 1. Executive Branch 2. Legislative Branch 3. Judicial Branch - **Separation of Powers**: One basic corollary in a presidential system of government is the principle of separation of powers wherein legislations belong to Congress, execution to the Executive and settlement of legal controversies to the judiciary. - **The Legislative Branch**: Is authorized to make laws, alter, and repeal them through the power vested in the Philippine Congress. - **The Executive Branch**: Carries out laws. It is composed of the President and the Vice-President who are elected by direct popular vote and serve a term of six years. - **The Judicial Branch**: Evaluates laws. It holds the power to settle controversies involving rights that are legally demandable and enforceable. - **Major EEO Laws and Regulations**: - Constitutional Amendments - Thirteenth Amendment - Fourteenth Amendment - Legislation - Civil Right Acts (CRAs) of 1866 and 1871 (as amended) - Equal Pay Act of 1973 - Title VII of Civil Right Act - Summary of Major EEO Laws and Regulations - Age Discrimination in Employment Act in 1967 - Vocational Rehabilitation Act of 1973 - Pregnancy Discrimination Act of 1978 - Americans with Disabilities Act of 1990 - Civil Rights Act of 1991 - Uniformed Services Employment and Reemployment Rights Act of 1994 - Genetic Information Non-discrimination Act of 2008 - Vietnam Era Veterans Readjustment Act Of 1974 - Executive Order - Executive Order 11246 - **Discrimination**: The unjust or prejudicial treatment of different categories of people especially on the grounds of race, age, or sex, and others. - **Three Theories of Discrimination**: 1. **Disparate Treatment**: Exists when individuals in similar situations are treated differently and the different treatment is based on the individual's race, color, religion, sex, national origin, age, or disability status. 2. **Disparate Impact**: Occurs when a facially neutral employment practice disproportionately excludes a protected group from employment opportunities. 3. **Reasonable Accommodation**: Presents a relatively new theory of discrimination. - **Avoiding Discrimination**: - Disparate Treatment - Bona fide occupational qualification (BFOQ) - Disparate Impact - Fourth-Fifth Rule - EEO Policy - Affirmative Action and Reverse Discrimination - Reasonable Accommodation - Religious Accommodation - Disability Accommodation - **Current Issues Regarding Diversity, and Equal Employment Opportunity**: - Sexual Harassment - Prevention on Sexual Harassment - Developing a policy that defines and forbids sexual harassment - Train employees to recognize and avoid this behavior - Provide a means for employees to complain and be protected - Sexual Harassment refers to unwelcome sexual advance. **Page 16** - **Unwelcome Sexual Advances**: Requests for sexual favors, and other verbal or physical contact of a sexual nature constitute sexual harassment when; - The behavior is a term of condition of an individual's employment - The behavior is used as the basis for employment decisions affecting such individual - The behavior unreasonably interferes with an individual's work performance or creates an intimidating, hostile, or offensive working environment. ## Human Resource Functions Management **Page 25** - **Learning Objectives**: - Explain the different human resource functions. - Identify the skills requirements in human resource management. - Describe in detail the basic concepts in human resource management. - Give and explain the different approaches in human resource management. - Identify the weaknesses in human resource management. - **The Nature of Human Resources Management**: HUMAN RESOURCE MANAGEMENT (HRM) is coordinative as it brings together the viewpoints of the personnel staff and the line supervisors in the effort to get the most effective workers through the various selection process in the organization. HRM is integrative because it tries to fit the personnel actions to the organizational objective of the different departments and divisions. - **The Human Resource Functions**: 1. **Forecasting and Planning**: The configuration of the personnel in the whole organization must be known approximately to the personnel staff through forecasting. 2. **Job Analysis**: HRM must state, define and prescribe the different positions and jobs in the organization by showing what are the tasks and activities that must be performed. This analysis leads to the specifications of the skills that the job occupant must possess. 3. **Recruitment and Selection of Personnel**: HRM must get to the source of entrants to employment and get them to compete for selection in the firm or government office. 4. **Orientation and Training of Personnel**: Hiring is the start of an employee's absorption into the culture of the organization. 5. **Performance Evaluation**: HRM is charged with the appraisal of the performance of the personnel and how their traits contribute to better performance. 6. **Career Guidance and Planning**: People who join a firm or a government office are in search of a career. 7. **Handling Discipline and Grievance**: HRM goes beyond monitoring the rules and regulations in the workplace. 8. **Compensation and Wage Benefit Planning**: HRM is inevitably linked to compensation planning and management because the classification of positions and the assignments of the salary grade to them is a personnel management activity. 9. **Collective Bargaining and Union Relations**: HRM is tasked by top management to go over the existing collective bargaining agreement (CBA) prior to renegotiation. 10. **Retirement Planning and Guidance**: Progressive HRM provides services from entry to exit of the personnel. - **Skills Requirement in HRM**: 1. **Computerization**: Much data on personnel and personnel matters must be gathered, kept, or transmitted. 2. **Written Communication**: The preparation of communication to transmit policy as well as to convey information regarding the company and the personnel requires competence in communication on the part of the staff in HRM. 3. **Social and Labor Legislation Knowledge**: HRM requires the applications of labor laws and other social legislations. 4. **Statistics**: The assembly and analysis of personnel data is part of the back-up and advisory functions of HRM to top management. 5. **General and Industrial Psychology**: Relationships which are the subject of the study in the work environment requires a good background in general and industrial psychology. 6. **Oral Communication**: Those in the HR staff have much person-to-person contact with employees. This is in connection with interviewing for personnel actions, solicitation of ideas on organizational climate, and getting feedback on policy. 7. **Records Management**: There is a network of records that needs to be installed and maintained in the HR office. - **Basic Concepts in HRM**: - **Paternalistic management**: Is offensive in HRM. - **Productivity**: Is limited by technology. - **It pays well to pay well**: The receptiveness of employees to change, their adherence to company or office policies are influenced by their job satisfaction. - **The employer has social responsibility**: The concept of social responsibility in business has generally referred to the need for the enterprise to provide fair practices and good products to the products market and to deal with the community in a non-exploitive manner. - **The employer is obliged to train**: The entrant to the job has with him his bundle of characteristics as a worker - **Performance evaluation**: Is a control devise. - **Labor and management are partners**: The sale of time, effort, and skill on the part of labor is not the sale of the human side of the person. - **Personnel policies need to be reiterated**: To think that policies affecting employees in the enterprise or the government office will be pervasively present in the mind of those concerned is wrong. - **Work supervision as HRM function**: The personnel management function in the organization is not the exclusive domain of the HR staff. - **Labor is not a commodity**: Despite the large number of job applicants for very few openings and the willingness of workers to sell their skills at very cheap price. **Page 26** - **Approaches in Human Resource Management** - **Participatory Management**: As applied in HRM, participatory management refers to the involvement of the rank and file in the making of policies, programs, and methods to be applied in personnel management. - **Conflict Reduction**: Every organization is a potential location of conflicts – between labor and management, between the individual workers, between the individual and the group, or between the objectives of the worker and the objectives of his position. - **Feedback and Control**: HRM is supposed to provide information to the management for the enhancement of organizational control, and at the same time devise the means to carry out management control with respect to the management aspects covered by the HRM functions. - **Incentives and Punishment**: The effort to bring about compliance to the rules and regulations may, by policy or by managerial style, may emphasize either incentives to behave well or punishment for infractions committed by the employees. - **Employee self-evaluation**: The humanist concept of management has led to many developments that include the carrying out of performance evaluation wherein the employee rates himself or herself in relation to previously agreed criteria. - **Theory Z**: The Japanese notion in organization and management that the company is family permeated the realm of HRM. - **Synergy in the workplace**: HRM is being utilized to enhance the effectiveness of people in their respective assignments by inculcating in them that cooperation and coordination lead to integration of efforts. - **Psycho-cybernetics**: In HRM, the individuals are viewed as units with the frame of mind to pursue their respective goals while in the organization, and with the use of the means afforded and available in the organization. - **Management by objectives**: This concept of managing the organization by the context and thrust of objectives is the core idea behind the performance appraisal system in government and business. - **Life-long education**: HRM has taken the concept of lifelong education as the basis for the progression of training of manpower in the private and public sectors. - **Weaknesses in HRM**: - **Failure to Harness the HRM Contribution of Line Supervisors**: When the HRM staff think that they have the first and the last word on the personnel functions, they get into the pitfall of disregarding the valuable contribution of line supervisors. - **Doing HRM By Ear**: There are heads of HR staff or department who do not see any reason to plan. - **Assigning HRM to the Mediocre**: In the organization where the view of top management is such that HRM is not as important, the HR staff becomes the dumping pit of those who have been found mediocre in other units. - **Methods Saturation in HRM**: There are organizations where HRM has been recognized in inflated proportions. - **Doing What is Popular**: The field of management is sometimes hit by a wave of action that almost everybody is doing. - **Maintaining an Anti-Union Posture**: When the company has a stand to block the efforts of the union to get the benefit that the employees desire or when there is an evident stance of management to undermine or even bust the union, HRM is weakened. - **Excessive Flexibility in Policy Implementation**: There are companies and government offices where personnel actions are compromised for social, cultural, economic, and political considerations. **Page 27** - **Learning Assessment**: - What is human resource management? How important is human resource in the organization? - What are the human resource practices? Cite examples. - Discuss the human resources functions. How does an organization apply these functions? - What are the skills requirement in HRM? How important are these skills? ## Human Resource Planning **Page 34** - **Learning Objectives**: - Explain what is plan and planning. - Identify the reasons on why to do human resource planning. - Give the different planning techniques as well as the weaknesses in human resource planning. - Enumerate vital factors that influence human resource planning and the skills required for planning. - **Plan and Planning Defined**: - **Plan**: A present representation of the actions that will be done in the future to attain the objectives of an organization through the application of a given combination of resources. - **Planning**: Is the process of combining the factors for attaining a changed situation or the establishment of condition in the physical or social environment. - **Rationale for Human Resource Planning**: Human resource planning (HRP) is undertaken by the enterprise or the government agency for the reason that the organization is supposed to do better than before in dealing with and using the capacities of the personnel. 1. **HRP must raise productivity**: The application of personnel skills, time, and efforts in the pursuit of the objectives of the organization should not be marginal, a situation wherein the cost of doing is only equalled by the output. 2. **HRP must improve the characteristics of the workplace**: Renewal and improvement of the characteristics of the employees in the organization is a process that cannot be done overnight. 3. **HRP means developing job satisfaction**: Job satisfaction is the psychological, physical and moral state of being contented with the terms and conditions of employment. 4. **HRP means improving personnel policies**: Rules and regulations affecting the personnel have to be improved. 5. **HRP means adopting the personnel to the organization**: The organization, is an organism that is made up of the structures that the personnel cause to become animate and alive through their actions. 6. **HRP is for competence reinforcement**: At any given time, the workplace of an organization has a level of competence that can be applied to activities pertaining to its objectives. 7. **HRP means allocating resource for human resource development**: The effort to bring about human resource development (HRD) is a process that involves the application of funds and other resources, which must be properly allocated. 8. **HRP means programming personnel development**: A plan to improve HRD cannot be done properly by merely picking up what appears to be in need of doing. 9. **HRP is to keep abreast of technological change**: One continuing occurrence in the world of work is the change of technology. - **Planning Techniques in Human Resource Management**: Human resource planning as a specialized area makes use of techniques derived from the general planning concepts as well as from planning techniques developed by human resource development specialists, especially from application in the personnel management area. 1. **Skill Inventory**: This approach involves the listing of all the skills possessed by the workforce and they are made to relate to the requirements of the organization. 2. **Ratio Analysis**: This is a technique wherein the personnel who are promotable to the higher position are identified together with their backup or understudy. 3. **Cascade approach**: Under this approach the setting of objectives flows from top to bottom in the organization. 4. **Replacement Approach**: Under this approach, HRP is that to have a body of manpower in the organization. 5. **Commitment planning approach**: This technique involves the supervisors and personnel in every component of the organization on the identification of manpower needs. 6. **Successor planning approach**: The approach known as successor planning, takes into consideration the different components of the old plan. - **Common Weaknesses in Human Resource Planning**: HRP is an area wherein the efforts to plan is highly vulnerable to problems that weaken the planning process and consequently the plan. 1. **Overplanning**: A plan is likely to fail through an inherent weakness of having covered too many aspects. 2. **Technique Overload**: There are so many ideas available for HRP application. 3. **Bias for the quantitative**: There are planners in HRM who sometimes make the mistake of being drawn towards emphasizing the quantitative aspects. 4. **Isolation of the planners**: When top management has a low regard for human resource activities and for the HR staff, they give little encouragement to HRP activities. 5. **Isolation from organization objectives**: When HRP is pursued for its own sake or for a narrow viewpoint. 6. **Lack of line supervisor's inputs**: The handling of personnel in the organization is by the line supervisors. - **Vital Factors that Influence Human Resource Planning**: HRP is not solely dependent upon the condition within the organization. There are also factors from outside which bear upon the plans for the human resource. 1. **Technological change**: The general change in technology has an influence on the planning done by an organization. 2. **Labor Legislation**: Every time a new labor law is passed the conditions of work is affected. 3. **Economic downtrend**: When the demand for the product or service of the firm goes down, the activities need to be scaled down in administration, production, and distribution. 4. **Change in the supply of recruits**: Even in the country where labor supply exceeds demand by the employment sector, the supply of recruits will change. 5. **New hiring arrangements**: The emergence of security agencies, janitorial service agencies, and messenger service companies has resulted in the abolition of new jobs. 6. **Inception of foreign investors' personnel management style**: The plan for human resource development and utilization is dependent in the management style of top management. - **Principles in Human Resource Planning**: Human resource should be the subject of planning for management and development. 1. **Plan along organizational objectives:** A plan for human resource management and development must necessarily contribute to the attainment of organizational development. 2. **Plan within affordable extent**: The human resource management and development plan should provide for programs that can be funded. 3. **Be guided by the previous plan**: The formulation of the plan for the human resource should incorporate the good aspects of the previous plan. 4. **Plan for a reasonable period**: The time coverage for the plan should not be too long. 5. **Formulate action programs**: The plan should consist of programs that can be carried out. 6. **Clarify the expected outcome of the plan**: Merely stating what should be done and how they should be done does not make much sense in planning. 7. **Install a system of control**: HRP must provide for devices that can be applied to control the cost, the process and the outcomes of the plan. - **Planning a Fair Deal of Labor**: The plan for human resource development has generally been oriented to installing the means to improve productivity of the workers. 1. **Compensation Adjustment**: As personnel development takes place to enhance worker productivity, there should be efforts to formulate new salary scales. 2. **Affirmative Action Planning**: There are times when the union becomes particularly sensitized to protect itself from some practices of management. 3. **Anti-sexual harassment planning**: Sexual harassment occurs in the workplace. 4. **Individual career planning**: Every employee is worth the attention of the HR staff. 5. **Stress management planning**: The incidence of stress in the workplace has done much to reduce productivity, increase absenteeism. **Page 35** - **Skills Required in Human Resource Planning**: 1. **Skill in the evaluation of plan implementation**: Since it is not most likely that the human resource plan to be made in an agency of the government. 2. **Skill in statistical projection**: New quantitative data are gathered to help understand the past performance of the organization in the use of resources. 3. **Project design**: The programs in the plan for the development of human resource are really projects that must be drafted. 4. **Systems knowledge**: The organization is operated on the systems basis. 5. **Industrial psychology**: The plan for personnel management and development involves the formulation of action programs. 6. **Skill in policy design**: The plan has to carry with it the policy proposals. 7. **Knowledge of training management**: A good part of the plan for the development of manpower in the organization is made up of programs for training. - **Learning Assessment**: - Discuss the effects that an impending labor shortage might have on the following three sub-functions of human resource management. - Discuss the costs and benefits associated with statistical versus judgmental forecasts for labor supply. - Recruiting people for jobs that entail international assignments is increasingly important. ## Job Analysis and Specifications **Page 41** - **Learning Objectives**: - Define what is job analysis. - Give and explain the content of job analysis. - Enumerate the components of the job design. - Identify common problems in job analysis. - Explain how employees react to job analysis. - Give the importance of using job description. - **The Nature of Job Analysis**: Job Analysis is basic to management of human resource because it involves knowing what the workforce will do, how the work is done, the conditions that surround job performance, and the skill that the worker should posses in order to do the job well. - **Job Analysis**: Is a detailed examination of the task, duties, and responsibilities to be performed by a worker or employee in a particular position. - **Job Design**: The process of stating the task, duties, and responsibilities of a job in accord with the methods and mechanics of work and considering the technology in use. - **Categorization of Positions**: Is on the basis of their operational characteristics. - **Rationale for Job Analysis**: 1. **To Specify The Duties And Responsibilities Of Each Position**: By examining what the employee will perform, what skills are needed, the condition under which work shall be done, and the range of difficulty or complexity of the action. 2. **To Provide Job-Oriented Recruitment And Selection Guide**: Those who perform the recruitment and selection task might be in the office and not the shop. 3. **To Have An Operation-Based Guide To Compensation Determination**: Job analysis which relate to skills, responsibility, complexity, level of technology, and hazard of the work is vital to determination of the compensation. 4. **To Have A Guide In The Construction Of Performance Evaluation Criteria**: The information generated and clarified by job analysis unveils the aspects of the job that are measurable. 5. **To Provide Information And Tools For Career Guidance And Counselling**: The HR staff has to provide career guidance. 6. **To Secure The Basis For Method Improvement In The Shop Or Office**: Supervisors and technology specialists are interested in improving the method of doing things. 7. **To Obtain Background Material For Working Condition Improvement**: Management is interested in the improvement of working condition. 8. **To Assist The Supervisor In The Conceptualizing The Supervisory Process**: Supervision is not merely looking at how the workers are doing the works. 9. **To Provide Inputs For The Construction Of Training Programs And Training Materials**: The developmental function of training new employees and upgrading the skills of those already on the job cannot be effectively pursued. 10. **To Provide The Conceptual Basis For Position And Job Classification**: Task, duties, and responsibilities become the basis. - **The Content of JOb Analysis**: Job Analysis is conducted to obtain vital information about the job, the doer of the job, the workplace supervision, the policies affecting the job, and the condition in the workplace. 1. **Task List Construction**: The job analyst must look into the various steps in the accomplishment. 2. **Skill Identification**: How the work is done in terms of the action required. 3. **Guide To Supervisory Facilitation**: The detailed aspects of the work when organized enables the supervisor to look at the method, the product, the working condition, and the policies. 4. **Assessment Of Working Conditions**: The job analyst makes an assessment of the physical environment of the job. 5. **Method Improvement Input**: There is a need to continuously improve the method of work in the workplace and in the office. - **Techniques In Job Analysis**: 1. **Task Listing**: This is a technique that is usually done by the employee in the case of jobs. 2. **Process Observation**: The analyst has to use process observation to confirm a task list. 3. **Interview of the worker**: The interview technique may be used by the job analyst. 4. **Checklist or questionnaire method**: The analyst may make use of a checklist to get information from the job analysts. 5. **Time and motion study**: There are two aspects of this study. 6. **Job enhancement**: The job analyst goes beyond merely knowing about the job. 7. **Job specialization**: When management would like to sharpen worker effectiveness by making them experts in performance. - **Components of the Job Design**: The crafting of the job of the individual in terms of the particular components of what must be perform. 1. **The worker**: The job analyst is tasked to gather the essential information about the worker. 2. **The tasks**: The tasks are the breakdown of activities in the performance. 3. **Working environment**: The workplace is an environment of work. 4. **The flow of works**: The analyst is supposed to scrutinize the job for the flow. 5. **Motivational technique**: The job analyst has to find out how the organization is motivating workers. 6. **Critical results**: When the job design has to be set up by the job analyst, the outcomes in term of worker productivity. - **Common Problems Encountered in Job Analysis**: 1. **Worker's non-cooperation**: A worker who do not cooperate with the job analyst in the preparation of the task list. 2. **Unclear objectives**: The job analysis is supposed to be done in line with the specific objectives. 3. **Underqualified job analyst**: The job analyst has to be a trained management technologist. 4. **Impermanent job scope**: In some organization, the scope of the job may be narrowed. 5. **Multiple unrelated assignments**: The job analyst is supposed to provide a job title. 6. **Excessive specialization**: In large organizations where the study of the time and motion has been emphasized. - **How Employees React to Job Analysis**: Employees in business and government have similarly varied reactions to job analysis. Such reactions not only affect the behavior of the workers but also the effort of the job analyst who needs the cooperation of the worker. - **The Usefulness of Job Description**: Job description is of tremendous value to management. 1. **The job description**: Is the basic information in the recruitment, selection and placement of the worker. 2. **It serves as the basis for distinguishing a job from others**: And at the same time provides the basis for the assignment of the job. 3. **It serves as a guide in the wage comparison**: The assignment of salary grades. 4. **It helps to identify other position**: From which individual may be promoted to fill a higher position. 5. **It helps in the construction**: Of the supervisory plan to be used by the line supervisor. 6. **It helps instruct the worker about his job**: The worker has a responsibility to know his job. 7. **It guides management**: In identifying workers who need to be trained. 8. **It aids in the preparation**: Of the job rotation plan. 9. **It is a resource in career guidance**: The human resource management function of guiding the worker. 10. **It is the basis for establishment**: Of the