CANADIAN HUMAN RESOURCE MANAGEMENT

2
Job Analysis
and Design

Chapter
Krista Uggerslev, NAIT

Two

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-1

CANADIAN HUMAN RESOURCE MANAGEMENT

Job Analysis
• Systematic study of a job to discover its
specifications and skill requirements.
• Used for all HR functions:
– Wage-setting, recruitment, training, performance
management, job redesign

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-2

CANADIAN HUMAN RESOURCE MANAGEMENT

Job Analysis Terminology

• Job
– Group of related activities and duties
– May be held by one or several employees
• Position
– Collection of tasks and responsibilities performed by an
individual

Example: In a department with one supervisor, three animators, and

12 programmers, there are 16 positions, but only three jobs.

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-3

CANADIAN HUMAN RESOURCE MANAGEMENT
LO1 HRM Activities That Rely on Job Analysis
1. Careful study of jobs to improve employee productivity levels.
2. Elimination of unnecessary job requirements that can cause discrimination
in employment.

3. Creation of job advertisements used to generate a pool of qualified

applicants.
4. Matching of job applicants to job requirements.
5. Planning of future human resource requirements.
6. Determination of employee onboarding and training needs.
7. Fair and equitable compensation of employees.
8. Identification of realistic and challenging performance standards.
9. Redesign of jobs to improve performance, morale, and quality of work life.
10. Fair and accurate appraisal of employee performance.

Schwind 12th Edition, Figure 2-1

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-4
CANADIAN HUMAN RESOURCE MANAGEMENT
LO2
Steps in Job Analysis

Phase 1 • Preparation for Job Analysis

• Collection of Job Analysis

Phase 2
Information

• Use of Job Analysis

Phase 3
Information

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-5

CANADIAN HUMAN RESOURCE MANAGEMENT

Contents of a Typical Job

Description

• The key parts of a job description:

– Job identity
– Job summary
– Duties and responsibilities
– Working conditions
– Approvals

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-6

CANADIAN HUMAN RESOURCE MANAGEMENT

Job Identity
• Job title, job location, job code
• National Occupational Classification (NOC)
• Skill level and skill type
• Industry and occupational mobility

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-7

CANADIAN HUMAN RESOURCE MANAGEMENT

Job Summary and Duties

• Summarizes the job in a few sentences
– Indicates what the job is
– Indicates how the job is done
• Explains what the job requires
– Each major duty is described in terms of the actions
expected

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-8

CANADIAN HUMAN RESOURCE MANAGEMENT

Working Conditions and Approvals

• Working Conditions:
– May go beyond descriptions of the physical environment
– Hours of work, safety and health hazards, travel
requirements, and other features of the job
• Approvals:
– Reviewed by jobholders and supervisors

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-9

CANADIAN HUMAN RESOURCE MANAGEMENT

Job Specifications
• A written statement that explains the human
knowledge, skills, abilities, and other
characteristics (KSAOs) needed to do a job
• Includes experience, specific tools, actions,
education and training required
• Includes physical and mental demands on
jobholders

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-10

CANADIAN HUMAN RESOURCE MANAGEMENT

Job Performance Standards

• The performance level expected from an employee
– Objectives or targets for employee efforts
– Criteria for measuring job success
• Sources of standards:
– Job analysis information
– Alternative sources (e.g. industry standards)

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-11

CANADIAN HUMAN RESOURCE MANAGEMENT

Competency Models
• Competency
– Knowledge, skills, ability, or behaviour associated with
success on the job
– Broader in scope than KSAOs (e.g. communication)
• Competency Model (competency framework)
– Describes a group of competencies required in a particular job
• Competency Matrix
– A list of the level of each competency required for several
jobs at an organization

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-12

CANADIAN HUMAN RESOURCE MANAGEMENT

Employee Considerations
• Having control over one’s work &
Autonomy response to work environment

• Opportunity to use different skills or

Variety perform different activities

• Feeling of responsibility or pride from

Task Identity doing an entire piece of work

• Information that helps evaluate

Feedback success or failure

Task • Knowing that one’s work is important

Significance
© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-13
CANADIAN HUMAN RESOURCE MANAGEMENT

Job Specialization:
Increase Quality of Work Life

• Job Rotation
• Job Enlargement
• Job Enrichment
• Employee Involvement and Work Teams

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-14

CANADIAN HUMAN RESOURCE MANAGEMENT

Environmental Considerations
• Workforce Availability
– Abilities and availability of the people who will do the
work
• Social Expectations
– Expectations of larger society and workers
• Work Practices
– Set ways of performing work

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-15

CANADIAN HUMAN RESOURCE MANAGEMENT

3
Chapter
Human Resource Planning

Krista Uggerslev, NAIT

Three

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-16

CANADIAN HUMAN RESOURCE MANAGEMENT

Human Resource Planning

• Forecasts an organization’s future demand for and
supply of employees, and matches supply with
demand
• HR department contributes to success:
– Proper staffing is critical
– Different strategies require varying HR plans
– HR planning facilitates proactive responses
– Successful tactical plans require HR plans
– HR planning can vary (Levels 1-5)

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-17

CANADIAN HUMAN RESOURCE MANAGEMENT
LO1 Relationship Between Strategic and
Human Resource Plans

Schwind 12th Edition, Figure 3-1

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-18
CANADIAN HUMAN RESOURCE MANAGEMENT

The 5 Levels of Planning Activities

Schwind 12th Edition, Figure 3-2

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-19
CANADIAN HUMAN RESOURCE MANAGEMENT
LO2
The Human Resource Planning Process

Schwind 12th Edition, Figure 3-3

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-20
 Forecasting: Identifying the Causes
that will Drive Demand
Strategic Plan
Demographic Impacts
Turnover
Legal Changes
Technological Changes
Competitors
Budgets and Revenue Forecasts
New Ventures
Organizational and Job Design

© 2022 McGraw Hill Ltd. Schwind 13th Edition 2-21

CANADIAN HUMAN RESOURCE MANAGEMENT

Program Measurement and Evaluation

• The final step in the planning process is to
evaluate workforce planning activities against
organizational goals
– E.g., were vacancies in key roles reduced? Was
the target of internal or external recruits
achieved?
– Improvement should be measured year over year

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-22

 CANADIAN HUMAN RESOURCE MANAGEMENT
LO6
Human Resource Information Systems

• A Human Resource Information System (HRIS)

is used to collect record, store, analyse, and
retrieve data concerning an organization’s
human resources
• The major stakeholders who use the
information from an HRIS are HR
professionals, managers, and employees.

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-23

CANADIAN HUMAN RESOURCE MANAGEMENT
Components of a Human Resource
Information System with Relational Features

Schwind 12th Edition, Figure 3-12

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-24
CANADIAN HUMAN RESOURCE MANAGEMENT

HRIS Functions
• There are many different systems to choose
depending on organizational requirements.
• Key considerations:
 Size
 Information that needs to be captured
 Volume of information transmitted
 Firm’s objectives
 Technical capabilities
 Reporting capabilities

© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 2-25