工作分析(英文）.ppt

Copyright ? 2004 South-Western. All rights reserved.* Strategic Approach to Job Analysis Strategic JA Identify tasks, duties and responsibilities along with appropriate KSAOs needed to perform the job as it will exist in the future. Focusing on behaviors needed to be successful Changing from jobs to roles in an organization Roles include: Job Career Innovator Team member Organizational citizen Copyright ? 2004 South-Western. All rights reserved.* Competency Approach to Job Analysis Competencies Basic characteristics that can be linked to enhanced performance by individuals or teams. Identify core competencies needed to perform the job. As it exists today and as it may change in the future, and to contribute to the organization’s effectiveness. Includes both general and specific competencies. Reasons for using the competency approach To communicate value behaviors throughout the organization. To raise the competency levels of the organization. To emphasize the capabilities of people to enhance organizational competitive advantage. Copyright ? 2004 South-Western. All rights reserved.* Competency Analysis Methodology Identify future performance results areas critical to the organization. Assemble panel groups familiar with the company. Interview panel members to get examples of job behaviors. Develop detailed descriptions of competencies. Rate competencies and levels need to meet them. Standards of performance are identified and tied to jobs. Copyright ? 2004 South-Western. All rights reserved.* Job Design Job Design An outgrowth of job analysis that improves jobs through technological and human considerations in order to enhance organization efficiency and employee job satisfaction. Job Enrichment (Herzberg) Enhancing a job by adding more meaningful tasks and duties (vertical expansion) to make the work more rewarding or satisfying. Providing opportunities for achievement, recognition, growth, responsibility, and performance. Copyright ? 2004 South-Western. All right