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COMM 211 > Day 5 - Job Design & HR planning > Flashcards

Day 5 - Job Design & HR planning Flashcards

1
Q

Job Design: Key Considerations

A
  • Organizational
  • Ergonomic
  • Employee
  • Environmental
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2
Q

Employee Considerations

What do they need to want and stay in the job?

A 
Autonomy
Variety
Task Identity
Feedback
Task Significance
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3
Q

Autonomy

A

Having control over one’s work & response to work environment

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4
Q

Variety

A

Opportunity to use difference skills or perform different activities

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5
Q

Task Identity

A

Feeling of responsibility or pride fro doing an entire piece of work

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6
Q

Feedback

A

Info that helps evaluate success or failure

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7
Q

Task significance

A

Knowing that ones work is important

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8
Q

Increasing quality of Work Life

A

Job rotation
Job Enlargement
Job Enrichment (complexity of job)
Employee Involvement and Work Teams

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9
Q

Human Resource Planning (0verview)

A

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

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10
Q

Human Resource Planning Process

A
  1. Forecast Demand
  2. Assess supply
  3. Develop HR objectives
  4. Design & implement HR programs
  5. Establish Program Evaluation
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11
Q

Human Resource Planning Process

Step 1?

A

Forecast demand

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12
Q

Human Resource Planning Process

Step 2?

A

Assess Supply

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13
Q

Human Resource Planning Process

Step 3?

A

Develop HR Objectives

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14
Q

Human Resource Planning Process

Step 4?

A

Design & Implement HR programs

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15
Q

Human Resource Planning Process

Step 5?

A

Establish Program Evaluation

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16
Q

Causes of Demand for Human Resources

External

A

Economic developments
Social-political-legal challenges
Technological changes
Competitors

17
Q

Causes of Demand for Human Resources

Organizational

A 
Strategic plan
budgets
Sales and production forecasts
New ventures
Organizational & job design
18
Q

Causes of Demand for Human Resources

Workforce

A 
Retirements
Resignations
Terminations
Deaths
Leaves of absence
19
Q

Forecasting Human Resource Needs

A

Informal and instant forecasts
-manager believes workload justifies another employee (try to do this one as little as possible)
Formal expert surveys
-may use questionnaires or focused discussions
Extrapolation
-extending past rates of change into the future
Indexation
-matching employment growth with an index (eg. ratio of production employees to sales)

20
Q

The Supply of Human Resources: Internal Supply Estimates

A

Skills Inventories
-summary of worker skills and abilities
Management Inventories
-reposts of management capabilities
Replacement Charts
-lists of likely replacements for each job
Transition Matrices & Markov Analysis

21
Q

The Supply of Human Resources: External Supply Estimates

A

Labour Market Analysis
-study of the firm’s labour market to evaluate the present or future availability (where will we get employees from when needed)

Community Attitudes
-affects nature of the labour market

Demographic Trends

  • affects the availability of external supply
  • HRSDC publishes labour force projections
  • Statistics Canada publishes reports
22
Q

Managing Oversupply: Headcount reduction strategies

A

Layoffs

Leave without Pay

Termination

Outplacement

Incentives for voluntary separation

23
Q

Layoffs

A

Temporary withdrawal of employment
Unpleasant for workers and management
Avoid at all costs

24
Q

Leave without Pay

A

Temporarily reduce the number of employees

25
Q

Termination

A

May receive severance pay and/or outplacement

26
Q

Outplacement

A

Help employees find new jobs
with other firms
-services for people who have been fired

27
Q

Incentives for voluntary separation

A

Offer an “enticement” or buyout to leave

28
Q

Mangaing Oversupply: Attrition strategies

A

Normal separation as a result of resignation, retirement or death
Hiring Freeze
Early and Phased Retirement Offers

29
Q

Managing Oversupply: Alternate Work Strategies

A

Job Sharing
One job being done by 2 people- part time arrangement
Use of Part-time Workers

30
Q

Managing Employee Shortages

A

Hire FT/PT employees
Contracting / Outsourcing
Internal Development
Flexible work arrangements

COMM 211 (21 decks)

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