Ch2_Slides_Students
? 2006, Educational Institute Chapter 2
Job Analysis and Job Design Managing Hospitality Human Resources
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Job analysis: systematic process of determining what will be done in a job.
It shows tasks, behaviors, & personal characteristics needed to do a job
It’s a foundation for training programs, job
evaluation, compensation planning, and
performance appraisals
May reveal bona fide legal reasons for certain types of discrimination in selection and promotion
decisions
? 2006, Educational Institute 6 steps in Job Analysis
?Select jobs for analysis.
?Determine what information to collect.
?Determine how to collect the information.
?Determine who collects the information.
?Process the information.
?Write job descriptions and job specifications .
(will be described later)
2 ? 2006, Educational Institute Information Collected for Job Analysis ?Actual work activities
?Tools, equipment, and other necessary work aids ?Job context (basics)
?Personal characteristics
?Behavior requirements
?Performance standards
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? 2006, Educational Institute Collecting Job Analysis Information ?Observation
?Perform the job
?Interviews
?Questionnaires and checklists
?Critical incidents: observe and record notes about actual events that occur as the employee performs the job ?Performance evaluations
?Diaries
?Variety of methods
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DISADV ANTAGES of using observation to collect job analysis information:
? The observation method is not useful when analyzing a manager's job due to the problem-solving nature of most managerial positions.
? Productivity generally improves when someone is paying close attention to employees.
? Observers may experience difficulty watching employees work without getting in the way.
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Exhibit 1: Job Analysis: The Most Basic Human Resource Management Tool
Exhibit 2: Steps in Job Analysis
Exhibit 3: Methods of Collecting Job Analysis Information
Sidebar: The Job Analysis, and Job Design
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Job description: summary of the duties, responsibilities, working conditions, activities of a specific job. It’s a
managerial tools which is most affected by the results of
a comprehensive jo
b analysis.
Job specifications describe qualifications required to perform
a job
Job analysis results can be used in:
human resource planning,
recruitment,
selection,
placement,
orientation,
training,
promotion,
career path planning, and
safety issues
? 2006, Educational Institute Uses of the Job Description ?Recruiting
?Selection
?Orientation
?Training
?Employee evaluations
?Promotions and
transfers
8 ? 2006, Educational Institute Key Elements of the Job Description ?Job identification data: Job title, work unit, title of immediate supervisor, pay grade, and the last time it was written or revised.
?Job summary = “General statement of duties”. ?Job duties: Lists Tasks & Responsibilities. ?Job environment (where)
?Job specifications
?Minimum qualifications (no discrimination; for example is a diploma really required for janitorial positions?) 9
? 2006, Educational Institute 10 Exhibit 4: Job Description: Assistant Director of Human Resources ? 2006, Educational Institute Job design: The process that determines how work is done. Job Design Techniques: ?Job simplification: Breaking down the job into smallest components to assess how works is done in each component. ?Job enlargement: Adding similar tasks/responsibilities to the job = Horizontal job expansion
?Job enrichment: Improving the job by adding responsibilities that required different skills = Vertical job expansion. Example: The manager of the Rose Restaurant redesigned dishwashers' jobs to include inventory functions previously performed by supervisors. ?Job rotation: Moving employees from one job to another, or changing responsibilities, to enhance job interest (reducing some of the boredom associated with repetitive jobs) or to cross-train employees.
?Team building: designing jobs that views employees as members of teams, not individuals. 11
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The important question:
What type or classification of employee best fits organization’s needs?
Issues to consider:
Organization’s size
Corporate culture
Image organization wishes to project
What labor market is like
? 2006, Educational Institute Employee Categories
Permanent (main staff):
?30-40 hours/week
?on regular payroll
?receive benefits
Alternative employee:
?Temporary (example: temporary banquet employee) ?part-time
?outsourced
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? 2006, Educational Institute Developing a Staffing Guide – 5 steps
?Set productivity standards (FIRST STEP).
?Determine total anticipated sales and guest volume ?Determine number of employees required. ?Determine total labor hours.
?Estimate labor expenses.
14 Staffing guide: It’s a scheduling and control tool for establishing labor needs.
The costs associated with the minimum number of
employees required to operate a hotel or restaurant are referred to as “fixed labor expenses ”.
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Staggered work schedules : It can help managers schedule enough employees to meet peak demand periods without incurring excessive labor costs.
(Stagger: to arrange in alternating or overlapping time periods)
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Exhibit 5: Productivity Needs Assessment Form
Exhibit 6: Labor Comparison Form
Exhibit 7: Labor Requirements Per Hour
Exhibit 8: Sample Schedule Worksheet
Forecasting Sales Volume
Exhibit 9: Sample Ten-Day V olume Forecast
Exhibit 10: Sample Three-Day Revised Forecast
Trend line forecasting: a simple forecasting method that estimates future sales on the basis of sales made during similar past periods.
Moving average forecasting: Continually adding new results and dropping the oldest off (“moving”) the model. Forecasting by “smoothing out” data collected from a specific time period to project anticipated sales.
Seasonality is part of forecasting and must be taken into consideration.
Exhibit 11: Summary of Lodging Industry Short-Term Sales Forecasting Approaches
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? 2006, Educational Institute