Human Resource Management and Quality

Work is an attempt directed toward achieving results. The total amount of work in an organization must be divided into jobs so that effort can be coordinated. A job is a group of tasks, duties, and responsibilities that constitutes the total work assignment for an employee. These tasks, duties, and responsibilities may change over time, and therefore, the job may replace (Mathis, Jackson, Valentin & Meglich, 2017: 131).

Different types of information are collected during a job analysis, and a variety of methods can be used. The most commonly collected information is on job activities, educational requirements, types of equipment or tools used, working conditions, supervisory or management responsibilities, and the knowledge, skills, abilities, and other characteristics (KSAOCs) including attitudes, personality factors, or physical or mental traits needed to perform the job (Pynes, 2013: 148).

Step 1: Decide how to gather information

Step 2: Review relevant background information about the job

Step 3: Select representative positions

Step 4: Actually analyze the job

Step 5: Verify the job analysis information with the worker performing the job and with his or her immediate supervisor.

The job description is a document that provides information about the essential tasks, duties, responsibilities, types of equipment or tools used, and working conditions of the job.

The job design refers to creating balanced jobs in the context of organizational, environmental, technical, and resource demands. Overseeing the efficiency of the organization carefully while keeping in mind employee satisfaction is the fundamental responsibility in job design. The efficiency consideration relates to the narrowness of responsibilities.

Empowered employees can provide that flexibility and speed. When employees are empowered, they often display stronger work motivation, better work quality, higher job satisfaction, and lower turnover

Strategic decisions about recruitment consider factors such as assigning responsibility for carrying out recruitment, establishing the employment brand, determining the optimal mix of core and flexible employees, and the type of recruitment.

The job specification is a document that presents information regarding educational qualifications, level of experience, and the KSAOCs, which are necessary for the job.

1) Direct applicants and referrals. 2) Online recruitment. 3) Advertisements in newspapers and magazines. 4) Public employment agencies. 5) Private employment agencies. 6) Executive search firms. 7) Universities and vocational schools.

1) Initial screening. 2) Using selection tests. 3) Interview. 4) Pre-employment screening and background checks. 5) Selection decision. 6) Medical examination. 7) Notification of candidates. 

Training is the process whereby people acquire specific, identifiable knowledge and skills for use in their present jobs. There are four types of training: legally required, basic and remedial skills, job and technical, and soft skills training.

On-the-job training (OJT), Vestibule training, Apprenticeship training, Job description training, Behavior modeling, job aid, Lifelong learning, Team training, Informal learning

Organizations can employ many techniques during training such as lecture (classroom method), case study, role-playing, simulated learning and gaming, audiovisual-based training, video conferencing, and e-training (including computerbased training, internet-based training, and virtual classroom).

Development is a combination of formal education, job experiences, and relationships to help employees prepare for the future of their careers.

It starts by defining the organization/workgroup objectives, then moves to translate these into individual-level objectives and to specify the development required to achieve these. Performance is then delivered by the individual and monitored by the manager. This is the most important stage of the continuous cycle of performance management in which coaching may take place, and ongoing feedback is provided. Finally, there is an assessment of performance and (where appropriate) a link to reward before the cycle begins again (Torrington et al., 2017: 232).

Traits such as resourcefulness, loyalty, or enthusiasm are not only subjective but may be open to different interpretations by different appraisers and the employees. It also leaves them free to bias and prejudice. Because of the limitations of using either method in isolation, many appraisal systems have a dual process. It involves some form of ranking or rating and some scope for a more discursive consideration of performance between managers and employees

Legal requirements (e.g., equal pay for equal work, minimum wage, and overtime pay), economic forces such as competitors and labor markets, the principles of equity and fairness, and job evaluation are significant elements that determine the compensation structure of the organization

Work teams integrate employees around tasks. The integration offered by work teams also facilitates learning and innovation. Work teams substitute a peer-based control of work for traditional hierarchical control. The devolution of managerial duties to work teams enables hierarchical levels to be reduced and administrative overheads to be cut.

• Problem-solving teams. 
• The self-managed work team. 
• The cross-functional team. 
• The virtual team. 

• Output incentive schemes.
• Merit rating. 
• Gain sharing.
• Profit sharing.