人力資源英文版ppt課件

1、McGraw-Hill/IrwinCopyright 2021 by The McGraw-Hill Companies, Inc. All rights reserved.Chapter 6Job Analysis and Design任務(wù)分析和設(shè)計(jì) IntroductionOrganizations evolved because組織演化的緣由是：The mission and objectives of most institutions are too large for any one person to accomplish 大多數(shù)機(jī)構(gòu)的整體使命和目的太大，不能夠由任何單個(gè)的個(gè)人來

2、完成 There must be a systematic way to determine which employees should perform which tasks組織必需有一套系統(tǒng)的方法來決議由哪些員工來完成一個(gè)特定的需求完成的功能或義務(wù) The cornerstone of an organization is the set of jobs performed by its employees組織的根底就是一系列由員工完成的任務(wù) Introduction任務(wù)分析回答了以下這些問題 完成一些重要的義務(wù)需求多數(shù)時(shí)間？哪些義務(wù)可以組合起來并作為一項(xiàng)任務(wù)？如何設(shè)計(jì)和構(gòu)造一項(xiàng)任務(wù)以使

3、員工的績(jī)效得到提高？需求什么樣的人來做這項(xiàng)任務(wù)？什么樣的人在技藝和閱歷方面最適宜這項(xiàng)任務(wù)？任務(wù)分析中獲得的信息如何運(yùn)用于人力資源管理工程的開展？任務(wù)分析的概念Many use the terms of job analysis interchangeably人們經(jīng)常交替運(yùn)用許多術(shù)語Experts use them precisely, to avoid confusion and misinterpretation 專業(yè)人員更準(zhǔn)確地運(yùn)用它們以防止沖突與誤解 Precision is required by federal and state legislation 準(zhǔn)確地運(yùn)用這些術(shù)語也是法律的

4、要求 Definitions provided by the federal government: 聯(lián)邦政府提供這些定義任務(wù)分析 :對(duì)一項(xiàng)任務(wù)相關(guān)的重要方面搜集信息的有目的的系統(tǒng)的過程 任務(wù)描畫:任務(wù)分析的主要成果。它是作為一個(gè)組織特定的單位的任務(wù)的書面總結(jié) 任務(wù)分析的概念任務(wù)闡明書:有效完成一項(xiàng)特定的任務(wù)所必需的知識(shí)、技藝、才干和其它特征的書面闡明義務(wù):產(chǎn)出一項(xiàng)成果對(duì)顧客的一件產(chǎn)品或一項(xiàng)效力的一系列協(xié)作的集合的任務(wù)元素 職位:單個(gè)個(gè)人所完成的義務(wù)與職責(zé)的組合。在一個(gè)組織里，有多少員工就有多少個(gè)職位 任務(wù):具有類似的職責(zé)的一些職位的集合。如計(jì)算機(jī)程序員和薪酬專員任務(wù)簇:兩個(gè)以上具有類似職責(zé)的

5、任務(wù)的集合 The Steps in Job Analysis任務(wù)分析的步驟 The Steps in Job Analysis任務(wù)分析的步驟搜集到的數(shù)據(jù)是其他人力資源管理活動(dòng)的根底招募任務(wù)設(shè)計(jì)與再設(shè)計(jì)選拔薪酬與福利培訓(xùn)績(jī)效評(píng)價(jià)The Uses of Job Analysis任務(wù)分析的作用There may no longer be a choice about whether job analysis should be conducted能否需求進(jìn)展任務(wù)分析這個(gè)問題上不存在選擇 Guidelines and judicial recommendations regarding civil

6、rights and EEO laws are clear行政法規(guī)、各種公民權(quán)益、EEO法規(guī)和法院判例都規(guī)定得很清楚 The question is how to conduct a legally defensible job analysis如今的問題是怎樣去進(jìn)展一場(chǎng)可受法律維護(hù)的任務(wù)分析 Job analysis plays an important role in the Uniform Guidelines on Employee Selection Procedures (1978)任務(wù)分析在中有著重要位置 (1978)A set of policies designed to m

7、inimize or prevent workplace discrimination practices為減少和消除任務(wù)領(lǐng)域中的歧視行為而設(shè)計(jì)的一系列政策 The Uses of Job Analysis任務(wù)分析的作用組織進(jìn)展任務(wù)分析的質(zhì)量經(jīng)常是它能否適當(dāng)允許的根本決議要素 應(yīng)該生成一個(gè)全面的明晰的任務(wù)描畫 它必需可以對(duì)一項(xiàng)任務(wù)所要求的知識(shí)、技藝、才干和其它特征做出準(zhǔn)確的估計(jì) 必需評(píng)價(jià)任務(wù)行為的經(jīng)常性和重要性 一項(xiàng)能視為良好的任務(wù)分析必需可以提供下面的作用 它必需求清楚地判別哪些知識(shí)、技藝、才干和其它特征對(duì)一項(xiàng)任務(wù)職責(zé)是重要 The Uses of Job Analysis任務(wù)分析的作用在下

8、面每一項(xiàng)領(lǐng)域都經(jīng)常用到 1. Recruitment and selection招聘和甄選 2. Training & career development培訓(xùn)和職業(yè)開展 3. Compensation報(bào)酬 4. Strategic planning戰(zhàn)略方案 為了減少以下阻力 ：1. Communicate why job analysis is important為什么溝通是很重要的任務(wù)分析2. Explain how the information will be used解釋如何運(yùn)用信息Who Should Conduct the Job Analysis?任務(wù)分析的主體Decided

9、during the planning process在規(guī)劃過程中決議利用主管、任職者或他們的組合來收集任務(wù)分析信息 從外部聘請(qǐng)暫時(shí)的任務(wù)分析人員 聘請(qǐng)全職的工作分析專家 Strengths and weaknesses優(yōu)點(diǎn)和缺陷 由任職者來從事任務(wù)分析難以到達(dá)客觀性 任職者是關(guān)于什么正在做而不是計(jì)劃做什么的信息的良好來源 參與任務(wù)分析過程能提高他們對(duì)任務(wù)分析結(jié)果帶來的任何任務(wù)改動(dòng)的接受 Who Should Conduct the Job Analysis?任務(wù)分析的主體由誰來進(jìn)展任務(wù)分析的決議要素 選擇的人應(yīng)該：需求分析的任務(wù) 的地點(diǎn)和復(fù)雜性； 任職者對(duì)外部分析 人員的接受程度 ；分析結(jié)果

10、的最終目的 全面了解人、任務(wù)和整個(gè)組織系統(tǒng) 相當(dāng)了解任務(wù)如何 在組織中運(yùn)轉(zhuǎn)的期望 The Use of Charts圖表的運(yùn)用不同的功能部門 必需對(duì)組織和它的任務(wù)有一個(gè)整體觀念 在進(jìn)展選擇之前 組織圖呈現(xiàn)了企業(yè)不同部門和單位間的關(guān)系 ，還包括：存在的正式報(bào)告關(guān)系 提供組織垂直層級(jí)數(shù)目 直線部門和顧問部門 可以為任務(wù)分析提供對(duì)組織整體任務(wù)流程的更好的了解 The Use of Charts圖表的運(yùn)用流程圖，表達(dá)了一系列特定的任務(wù)之間的相互關(guān)系 流程圖并不只是簡(jiǎn)單地 列出了各種任務(wù)稱號(hào)的 構(gòu)造關(guān)系 表達(dá)了消費(fèi)一項(xiàng)期望的 產(chǎn)品和效力所需的活動(dòng) 和任務(wù)流程 數(shù)據(jù)搜集的方法 任務(wù)經(jīng)過在職任務(wù)人員完成的義

11、務(wù)來進(jìn)展研討 (職務(wù)導(dǎo)向方法 )Collected搜集起來 Incumbent diaries or logs任務(wù)日志 Observation察看 Interview面談 搜集任務(wù)分析信息4種根本方法 在每一種方式里，任務(wù)信息 Questionnaires問卷經(jīng)過任務(wù)任職者的行為來進(jìn)展研討 (行為導(dǎo)向的任務(wù)分析 )數(shù)據(jù)搜集的方法它使得任務(wù)分析人員在搜集信息時(shí)對(duì)任務(wù)、任務(wù)職責(zé)和要求有一個(gè)全面的把握 他們提供的答案將用于最終采用的數(shù)據(jù)搜集技術(shù)的詳細(xì)架構(gòu)中 對(duì)不同的在職人員搜集信息 不能以為一切的在職人員和主管對(duì)任務(wù)同樣了解 任務(wù)分析信息表JAIF可以運(yùn)用在察看、面談、問卷和任務(wù)日志任何一種任務(wù)分析

12、方法里來搜集根本的關(guān)鍵信息 任務(wù)分析人員不能以為一切的在職人員和他們的主管以同樣的方法對(duì)待一項(xiàng)任務(wù) Direct Observation直接察看法 Used for jobs that require manual, standardized, and short-job-cycle activities用于規(guī)范的、任務(wù)周期短的膂力勞動(dòng) Not used if job involves significant mental activity不適用于涉及重要的腦力活動(dòng)的任務(wù) Job analysts must be trained to:察看技巧要求訓(xùn)練任務(wù)分析人員 Observe releva

13、nt job behaviors察看與任務(wù)相關(guān)的行為 Be as unobtrusive as possible盡能夠地防止唐突 Interviews面談 Interviewing job incumbents is often done in combination with observation與在職人員進(jìn)展面談經(jīng)常與察看結(jié)合起來 The most widely used technique運(yùn)用最廣泛的技術(shù) Allows the job analyst to talk with job incumbent使得任務(wù)分析人員可以與在職人員進(jìn)展面對(duì)面的交流 Interviews can be

14、conducted with a:面談可以對(duì)以下人員進(jìn)展：Single incumbent單個(gè)在職人員 Group of incumbents一組在職人員 Supervisor who is familiar with the job對(duì)了解這項(xiàng)任務(wù)的主管人員進(jìn)展 A structured set of questions is used so answers can be compared面談將運(yùn)用有構(gòu)造的一系列問題，以使不同個(gè)人和小組的答案可以進(jìn)展比較 Interviews面談的局限性面談難以規(guī)范化 不同的面談人員能夠會(huì)問不同的問題 同一個(gè)面談?wù)咭矔?huì)無認(rèn)識(shí)地對(duì)不同的回答者問不同地問題 面談?wù)?/p>

15、還能夠無認(rèn)識(shí)地歪曲回答者提供地信息 面談的本錢會(huì)非常高，特別是不能進(jìn)展集面子談時(shí) Questionnaires問卷Questionnaires are the least costly data collection method運(yùn)用問卷通常是搜集信息破費(fèi)最少的方法 They collect large amounts of data in a short time它能在短期內(nèi)有效地搜集大量的信息 A structured questionnaire includes specific questions about the job, working conditions, and equip

16、ment構(gòu)造性的問卷包括了關(guān)于任務(wù)、任務(wù)要求、任務(wù)條件和配備的一系列詳細(xì)問題 An open-ended format permits job incumbents to use their own words and ideas to describe the job開放性的方法是要求在職人員用他們本人的話來描畫他們的任務(wù) The format and structure of a questionnaire are debatable issues問卷應(yīng)該具備的構(gòu)造化方式和程度是一個(gè)爭(zhēng)論的話題 Questionnaires問卷越短越好 解釋問卷是用來做什么的 運(yùn)用之前測(cè)試問卷 簡(jiǎn)單 使問卷

17、運(yùn)用起來更加容易 Job Incumbent Diary or Log任務(wù)日記或日志 The diary or log is a recording by incumbents of任務(wù)日記或日志是在職人員對(duì) 以下幾方面的記錄：Job duties任務(wù)職責(zé)Frequency of the duties職責(zé)的頻度When the duties are accomplished何時(shí)完成職責(zé)的記錄 Most people are not disciplined enough to keep a log大多數(shù)人不會(huì)遵守規(guī)定去記日志 Kept properly, the log permits an e

18、xamination of routine duties and exceptions遵守規(guī)定，任務(wù)日志可以區(qū)別開日常和非日常的任務(wù)職責(zé) The diary or log is useful when analyzing jobs that are difficult to observe在試圖對(duì)難以察看的任務(wù)進(jìn)展分析時(shí)，任務(wù)日記和日志非常有用 Which Method to Use?任務(wù)分析方法的選擇 不能單獨(dú)依賴面談來搜集信息 在特定的情況下，一定的方法要比其他的方法更加適宜一些 對(duì)于哪幾種方法可以產(chǎn)生最好的信息并沒有定論 分析的目的 時(shí)間和預(yù)算的限制 大多數(shù)組織根據(jù)他們的現(xiàn)實(shí)需求來選擇

19、Which Method to Use?任務(wù)分析方法的選擇 Many organizations use multimethod job analysis許多組織都轉(zhuǎn)向采用多種方式分析法 The analyst interviews incumbents and supervisors in conjunction with on-site observation任務(wù)分析人員首先把對(duì)在職人員和主管進(jìn)展面談與現(xiàn)場(chǎng)察看結(jié)合起來 A task survey based on expert judgments is constructed and administered一項(xiàng)基于專家判別的義務(wù)調(diào)查建立

20、并執(zhí)行 A statistical analysis of the responses is conducted對(duì)這項(xiàng)義務(wù)調(diào)查的答案進(jìn)展數(shù)據(jù)分析 A comprehensive process is relatively expensive and time-consuming運(yùn)用綜合的方法相對(duì)來說需求破費(fèi)較多的本錢和時(shí)間The quality of information derived from a comprehensive approach is strongly endorsed by courts運(yùn)用更綜合的方法得到的信息的質(zhì)量更能得到法律的認(rèn)可 Popular Quantitat

21、ive Techniques定量方法 Functional job analysis功能任務(wù)分析 Position analysisquestionnaire職位分析問卷 Managementposition description questionnaire管理職位描畫問卷 Functional Job Analysis功能任務(wù)分析 Functional job analysis (FJA) is the result of 60 years of research on analyzing and describing jobs功能任務(wù)分析FJA是大約60年對(duì)任務(wù)分析和描畫進(jìn)展研討積累的結(jié)

22、果 Conceived in the late 1940s它最初出現(xiàn)于20世紀(jì)40年代末 Developed to improve job classifications in the Dictionary of Occupational Titles (DOT)開展到提高對(duì)職業(yè)稱號(hào)辭典點(diǎn)的任務(wù)類別DOT descriptions helped job analysts learn what was involved in a particular job DOT描畫協(xié)助任務(wù)分析家了解一個(gè)特定的任務(wù)包括什么FJA could then be used to elaborate and more

23、 thoroughly describe the content of a job 的描畫協(xié)助任務(wù)分析人員了解一項(xiàng)特定的任務(wù)中所涉及的內(nèi)容 The goal was creating a common language for accurately describing jobs功能任務(wù)分析主要關(guān)注于構(gòu)成準(zhǔn)確描畫大量任務(wù)的通用言語 Functional Job Analysis功能任務(wù)分析 FJA assumes jobs can be described in terms of basic relationships the worker has with the work功能任務(wù)分析假定任

24、務(wù)可以用在職人員在任務(wù)中存在的三種根本關(guān)系來描畫 Physically relating to things在物理上與“事物相聯(lián)絡(luò) Using mental resources to process data運(yùn)用精神資源處置“數(shù)據(jù) Interacting with people并與“人相互作用 Using behavioral terms, each relationship can be organized along a continuum of complexity運(yùn)用行為術(shù)語，每種關(guān)系可以根據(jù)復(fù)雜性組成一個(gè)延續(xù)的集合 Lowest to highest從低到高Each job has

25、a quantitative score每一個(gè)任務(wù)有一個(gè)定量的分?jǐn)?shù) Jobs with similar ratings are assumed to be similar具有類似等級(jí)的任務(wù)被假定是類似的 Occupational Information Network (O*Net)職業(yè)信息網(wǎng)Describesoccupations, workerKSAOs,workplacerequirements描畫美國(guó)職業(yè)、員工KSAOs和任務(wù)場(chǎng)所Internet accessible database網(wǎng)上訪問數(shù)據(jù)庫Reduced 12,000 jobs to about 1,000將12000個(gè)任務(wù)減

26、少到大約1000個(gè)Replaced the DOT取代Categorizes data into six groups (O*NET Content Model)對(duì)六組數(shù)據(jù)進(jìn)展分類 O*NET 內(nèi)容模型More user friendly than DOT比更加方便運(yùn)用Functional Job Analysis功能任務(wù)分析Position Analysis Questionnaire職位分析問卷Developed by researchers at Purdue University由普渡大學(xué)的研討者們提出Requires considerable experience and a hig

27、h level of reading comprehension to complete properly要求相當(dāng)?shù)拈啔v和較高的閱讀了解才干Contains 195 items包含195項(xiàng)Often filled out by a trained job analyst, who must decide whether each item applies to a particular job任務(wù)分析人員必需判別每一項(xiàng)為哪一項(xiàng)否適用于一項(xiàng)特定的任務(wù)Position Analysis Questionnaire職位分析問卷Informationinput 資料投入 Jobcontext任務(wù)背景O

28、ther jobcharacter-istics其他工作特征Mentalprocesses智力處置Workoutput任務(wù)輸出PAQ Sections職位分析問卷的主要部分Position Analysis Questionnaire職位分析問卷Decision making決策Communication溝通Social responsibilities社會(huì)責(zé)任Performing skilled activities熟練任務(wù)的進(jìn)展情況Being physically active體能活動(dòng)Operating vehicles, equipment操作工具或設(shè)備Processing inform

29、ation處置信息Computerized scoring based on these dimensions計(jì)算機(jī)程序基于這些維度進(jìn)展打分Scores allow creation of job profiles and comparisons分?jǐn)?shù)可以促進(jìn)任務(wù)分析的開展和任務(wù)之間的比較Position Analysis Questionnaire職位分析問卷Widely usedand researched廣泛的運(yùn)用和研討Effective tool for avariety of purposes用于各種目的的有效的方法Reliable, with little variance可靠的，幾

30、乎沒有差別Effective way toestablish differencesin required abilities在工作要求的才干中建立差別Valid有效的PAQAdvantages職位分析問卷的優(yōu)點(diǎn)Position Analysis Questionnaire職位分析問卷PAQ disadvantages:職位分析問卷的缺陷：Requires time and patience to complete 完成它需求時(shí)間和耐心No specific work activities are described, so behavioral activities performed in

31、 jobs may distort actual work task differences 由于沒有描畫特定的任務(wù)活動(dòng)，任務(wù)中的行為活動(dòng)會(huì)歪曲任務(wù)的實(shí)踐義務(wù)差別Example: A typist and ballet dancer may have similar profiles; both require fine motor skills 打字員和芭蕾舞演員的外形能夠非常類似，由于他們都涉及到準(zhǔn)確的機(jī)械運(yùn)動(dòng)Ratings might represent the job analysts stereotype about the work, rather than actual diff

32、erences among jobs職位分析問卷法只能丈量任務(wù)的固定方式，而不能提供一項(xiàng)任務(wù)的通用知識(shí)之外更多的東西。Management Position Description Questionnaire管理職位描畫問卷Conducting a job analysis for managerial jobs is challenging because of對(duì)管理職位進(jìn)展任務(wù)分析對(duì)任務(wù)分析人員是一個(gè)很大的挑戰(zhàn)，由于 Disparity across positions不同職位Levels in the hierarchy不同層級(jí)Industry differences不同行業(yè)An att

33、empt to systematically analyze managerial jobs was conducted at Control Data Corporation數(shù)據(jù)控制公司曾試圖對(duì)管理職位進(jìn)展系統(tǒng)的分析The result is the management position description questionnaire (MPDQ)研討結(jié)果是提出了管理職位描畫問卷Management Position Description Questionnaire管理職位描畫問卷Checklist of 208 itemsrelated to the concernsand res

34、ponsibilitiesof managers列出了與管理者的任務(wù)內(nèi)容和責(zé)任相關(guān)的208項(xiàng)問題Comprehensive description of managerial work對(duì)管理任務(wù)的綜合的描畫Intended for useacross mostindustrial settings可以用于大多數(shù)的工業(yè)企業(yè)中Management Position Description Questionnaire管理職位描畫問卷The latest version of the MPDQ has 15 sectionsMPDQ的最新版本有15個(gè)部分General info根本信息Monitori

35、ng businessPlanning, organizing方案和組織Controlling控制Contacts聯(lián)絡(luò)Decision making決策Consulting,innovating商議與改革Knowledge, skills, abilities知識(shí)、技藝和才干Administering管理Representing代表Supervising監(jiān)視Comments, eactions評(píng)論和反響Coordinating調(diào)整Overall ratings全部的等級(jí)Organization chart組織圖Management Position Description Questionna

36、ire管理職位描畫問卷The common metric questionnaire (CMQ) is another method of quantitative job analysis普通公制問卷是另一種定量的任務(wù)分析方法Completed by a job incumbent Requires a lower reading level More behaviorally concrete, making it easier for incumbents to rate their jobs更加詳細(xì)，從而使任職者更容易對(duì)他們的任務(wù)進(jìn)展評(píng)級(jí)Applicable to exempt and

37、 nonexempt positionsResearch on job analysis is being conducted in Europe最近，歐洲在任務(wù)分析方面進(jìn)展了很多研討Focuses on alternative quantitative methods 研討集中在選擇性定量方法上Job Descriptions and Specifications任務(wù)描畫和闡明書The job description is one of the primary outputs of a systematic job analysis任務(wù)描畫是系統(tǒng)的任務(wù)分析的一個(gè)主要產(chǎn)物It is a wri

38、tten description of what the job entails一份任務(wù)描畫是關(guān)于這項(xiàng)任務(wù)必需具備什么的書面描畫It is hard to over-emphasize how important thorough, accurate, and current job descriptions are一份全面、準(zhǔn)確和現(xiàn)時(shí)的任務(wù)描畫對(duì)一個(gè)組織的重要性怎樣強(qiáng)調(diào)都不過分Changes in recent years have increased the need for job descriptions 幾年發(fā)生的許多變化加大了對(duì)這樣的任務(wù)描畫的需求Massive organizat

39、ional restructurings多得難以置信的組織重組Need for new, creative ways to motivate and reward workers需求運(yùn)用創(chuàng)新的方法來鼓勵(lì)和報(bào)答員工Accelerated rate at which technology is changing work environments 科技加速改動(dòng)任務(wù)環(huán)境New, more stringent regulation of employment practices 新的，更嚴(yán)厲的有關(guān)雇傭?qū)嶋H的聯(lián)邦法規(guī)的出臺(tái)Summary小結(jié)Equipment設(shè)備Job title任務(wù)稱號(hào)Environm

40、ent環(huán)境Activities活動(dòng)A job specification evolves from the job description任務(wù)闡明書從任務(wù)描畫開展而來There is no standard format for a job description,but most include雖然任務(wù)描畫沒有規(guī)范格式，但是幾乎一切的好的有用的描畫都包括了 Job Descriptions and Specifications任務(wù)描畫和闡明書Each skill identified must be linked to a job task明確每一項(xiàng)識(shí)別的技藝與任務(wù)義務(wù)的聯(lián)絡(luò)Job task

41、s must be identified and rated in terms of importance, using sound analysis techniques運(yùn)用可靠地任務(wù)分析方法來識(shí)別一切的任務(wù)義務(wù)，并對(duì)它們按重要程度劃分等級(jí)Experts, incumbents, or supervisors should specify the skills needed to perform job tasks 由專家、在職者和主管組成小組，明確每一項(xiàng)識(shí)別出的任務(wù)義務(wù)所需的技藝The importance of each skill must be rated對(duì)一切的技藝按重要性進(jìn)展評(píng)級(jí)

42、Any other characteristics necessary for performing the job should be identified (physical requirements, professional certification)識(shí)別從事這項(xiàng)任務(wù)必需的其他特征膂力要求、職業(yè)認(rèn)證等事項(xiàng)R. J. Harveys guidelines for choosing the characteristics included on a job specificationRJ哈維為我們提供了判別哪些特征應(yīng)該包含在任務(wù)闡明書中的指點(diǎn)方法Job Descriptions and

43、Specifications任務(wù)描畫和闡明書Any trait or skill stated on the job specification should be required for performance of the job任務(wù)闡明書中列出的每一項(xiàng)特性或技藝必需是從事這項(xiàng)任務(wù)確實(shí)需求的The Americans with Disabilities Act makes the job analysts responsibilities even greater in this area美國(guó)殘疾人法案在這一方面對(duì)任務(wù)分析人員要求的責(zé)任更大Differentiate between es

44、sential and nonessential skills清楚地域分必需的和非必需的技藝Essential skills are those for which alternative ways of accomplishing the job are not possible必需的技藝就是指不能用其他替代方法來完成任務(wù)Nonessential skills can be accommodated by changing the work methods of the job非必需的技藝可以經(jīng)過改動(dòng)任務(wù)構(gòu)造或作業(yè)方法來加以調(diào)整Job Descriptions and Specificati

45、ons任務(wù)描畫和闡明書Job Analysis and Strategic HRM任務(wù)分析和戰(zhàn)略人力資源管理Functional areas are not as important as they once were for defining a job功能方面對(duì)定義一個(gè)人的任務(wù)不再像以前那么重要The fundamental nature of work may be changing任務(wù)的根本特征正在變化Reengineering is likely in most organizations多數(shù)的組織都存在著各式各樣的再造Job analysts create descriptions

46、 of jobs as they currently exist; they must also describe future jobs雖然如今的任務(wù)分析人員為組織中的任務(wù)制造了任務(wù)描畫，未來新的任務(wù)分析人員還是要為未來組織中的任務(wù)做任務(wù)描畫Organizations must continually adapt to changing business environments組織還必需不斷順應(yīng)快速變化的商業(yè)環(huán)境After reengineering of processes, new jobresponsibilities may be poorly defined一旦組織過程重組，新環(huán)

47、境下新的任務(wù)責(zé)任就難以較好的認(rèn)定Job Analysis and Strategic HRM任務(wù)分析和戰(zhàn)略人力資源管理Job descriptions will no longer be snapshots of a static job任務(wù)描畫不再是對(duì)“任務(wù)這個(gè)靜態(tài)實(shí)體的描畫Strategic job analysis will have to capture both the present and the future戰(zhàn)略任務(wù)分析將可以把握如今和未來Job specifications must accurately detail the knowledge and skills tha

48、t will complement future strategic initiatives任務(wù)分析可以準(zhǔn)確地詳細(xì)地識(shí)別順應(yīng)組織未來戰(zhàn)略變化所需的知識(shí)和技藝There is a growing need to match human resource activities to an organizations strategic planning人們?cè)絹碓秸J(rèn)識(shí)到人力資源活動(dòng)需求與組織戰(zhàn)略方案相匹配Job Analysis and Strategic HRM任務(wù)分析和戰(zhàn)略人力資源管理Compounding the problems of reengineering, many companie

49、s offer employees:除了再造帶來的這些潛在問題外，許多任務(wù)環(huán)境還使得員工:Compressed work schedules 緊縮任務(wù)時(shí)間制Telecommuting遠(yuǎn)程辦公Job sharing職務(wù)分擔(dān)Flexible hours彈性任務(wù)時(shí)間Job Analysis & Employee Competencies任務(wù)分析和員工才干Competencies are general attributes employees need across multiple jobs or within the organization才干是員工做好不同的任務(wù)或存在于一個(gè)整體組織所需具備的

50、更加通用的屬性Includes anything from “teamwork to “l(fā)eadership potential從“團(tuán)隊(duì)協(xié)作到“指點(diǎn)才干都包含了才干Many organizations identify, communicate, and reward competencies they believe employees should have許多組織正對(duì)勝利員工應(yīng)該具備的多樣的廣泛的才干進(jìn)展識(shí)別、溝通和報(bào)答Job Analysis & Employee Competencies任務(wù)分析和員工才干Competency modeling reflects an organiza

51、tions desire to“才干模型反映了組織希望到達(dá)以下的目的 Communicate job requirements in ways that extend beyond the job itself在特定的任務(wù)之外交流任務(wù)需求Describe and measure the organizations workforce in general, competency-based terms用更通用的才干術(shù)語描畫和衡量組織勞動(dòng)力Design and implement staffing programs around competencies, rather than jobs, t

52、o increase staffing flexibility以才干為中心設(shè)計(jì)和執(zhí)行員工配置方案，提高員工配備的靈敏性Job Design任務(wù)設(shè)計(jì)Job descriptions and specifications can be used for designing or redesigning jobs利用任務(wù)描畫和任務(wù)闡明書可以設(shè)計(jì)和再設(shè)計(jì)任務(wù)There is no one best way to design a job沒有一個(gè)最好的方法來設(shè)計(jì)任務(wù)The choice of job design involves trade-offs based on the critical nee

53、ds of the organization任務(wù)設(shè)計(jì)的選擇需求基于組織最關(guān)鍵的需求到達(dá)平衡Different situations call for different arrangementsof job characteristics不同的環(huán)境需求對(duì)任務(wù)特征進(jìn)展不同的安排Different emphasis may be placed on performanceand satisfaction as desired outcomes任務(wù)設(shè)計(jì)的不同方法在績(jī)效和稱心度方面的偏重點(diǎn)也不同A single approach is unlikely to satisfyall a managers

54、 goals不能夠存在一種方法可以全面地滿足管理者的一切要求Job Design任務(wù)設(shè)計(jì)Biological生物方法Mechanistic機(jī)械方法Perceptual-motor認(rèn)知驅(qū)動(dòng)方法Motivational鼓勵(lì)方法Approaches to Work Design任務(wù)設(shè)計(jì)方法Scientific Mgmt & the Mechanistic Approach科學(xué)管理和機(jī)械方法The work of every workman is fully planned out by management at least one day in advance每一個(gè)工人的任務(wù)都由管理者至少提早一天

55、充分設(shè)計(jì)好Each man receives complete written instructions每一個(gè)工人都會(huì)收到一份完好的書面指示Job design was a central issue in F. W. Taylorsmodel of scientific management任務(wù)設(shè)計(jì)是泰勒科學(xué)管理模型的中心思想The instructions specify what is to be done, how it is to be done, and the time allowed for doing it這個(gè)指定的義務(wù)不僅清楚闡明了要做什么，而且闡明了怎樣去做以及完成義務(wù)所

56、需的準(zhǔn)確時(shí)間The goal was to break jobs into simple, repetitive tasksthat could be done quickly and efficiently研討的重點(diǎn)明確放在了構(gòu)造任務(wù)使它們細(xì)分為簡(jiǎn)單反復(fù)的義務(wù)工人一旦學(xué)會(huì)，就可以快速有效地完成這些義務(wù)Scientific Mgmt & the Mechanistic Approach科學(xué)管理和機(jī)械方法Recommendations from scientific management從科學(xué)管理方法中引出的一些建議Work should be studied scientifically按科學(xué)

57、的方法研討任務(wù)It should be arranged so workers can be efficient安排任務(wù)使工人變得有效率Employees should be matchedto the demands of the job挑選符合任務(wù)要求的雇員They should be trained toperform the job對(duì)從事任務(wù)的雇員進(jìn)展培訓(xùn)Monetary compensation should betied directly to performance金錢報(bào)酬與績(jī)效直接掛鉤并用于對(duì)員工績(jī)效進(jìn)展獎(jiǎng)勵(lì)Scientific Mgmt & the Mechanistic A

58、pproach科學(xué)管理和機(jī)械方法Managers like scientific management because the goal is improving performance 管理者喜歡科學(xué)管理方法由于他能導(dǎo)致高程度的產(chǎn)出Repetitive, highly specialized work can lead to employee dissatisfaction反復(fù)的高度專業(yè)化的任務(wù)會(huì)引起員工不滿Efficiency gains may be offset by lower job satisfaction, higher absenteeism, and turnover在效率

59、上的提高能夠會(huì)被在稱心度上的損失以及高程度的曠工和員工更替所抵消Job enlargement tries to increase satisfaction by giving employees a greater variety of things to do任務(wù)擴(kuò)展化試圖經(jīng)過給予員工更多不同的任務(wù)來提高稱心度They are not additional authority or responsibility沒有在決策方面給予員工更多的責(zé)任和權(quán)益Job Enrichment: A Motivational Approach任務(wù)豐富化：鼓勵(lì)方法Job enrichment tries to

60、 design jobs in ways that help incumbents satisfy their need for:任務(wù)豐富化不只是簡(jiǎn)單地添加了任務(wù)種類，它還試著經(jīng)過協(xié)助在職者滿足：Growth開展Recognition認(rèn)同Responsibility承當(dāng)責(zé)任的需求The job is expanded vertically豐富化是垂直擴(kuò)展Employees are given responsibility that might previously have been part of a supervisors job員工被賦予了原來屬于主管的一部分責(zé)任According to