Chapter 2 PP slides

Chapter 2 PP slides - Managing Hospitality Human Chapter 2:...

Info iconThis preview shows pages 1–7. Sign up to view the full content.

View Full Document Right Arrow Icon
Managing Hospitality Human Resources Chapter 2: Job Analysis and Job Design 1. Explain the importance of job analysis and how to analyze jobs in the hospitality industry. (slide 1–8) 2. Describe how the results of job analysis are used in job descriptions and job specifications. (slide 9) 3. Explain the function of job design, describe how managers apply techniques of job design, and discuss legal issues related to job analysis and design. (slides 10–14) Competencies
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Managing Hospitality Human Resources Chapter 2: Job Analysis and Job Design 4. Describe the classifications of employees that make up an organization’s labor force. (slides 15–17) Competencies (con’t) 5. Explain the importance of a staffing guide and identify the steps involved in developing a staffing guide. (slides 18–24) 6. Apply trend line and moving average techniques to forecast business volume and labor needs. (slides 25–29)
Background image of page 2
Managing Hospitality Human Resources Chapter 2: Job Analysis and Job Design Job analysis is the process of determining what will be done in a job. Job Analysis The process of job analysis requires managers to do the following: 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 specifications Slide 1
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Managing Hospitality Human Resources Chapter 2: Job Analysis and Job Design Internal factors that affect the frequency of job analysis include: Select Jobs for Analysis Assigning new duties to a job or individual. New technology in the workplace. Hiring new employees. External factors that affect the frequency of job analysis include: Increases/decreases in customer demand. Seasonality. New competition. How often a job is analyzed depends primarily on the degree of change associated with the position. Slide 2
Background image of page 4
Managing Hospitality Human Resources Chapter 2: Job Analysis and Job Design Determine What Information to Collect Actual work activities Tools, equipment, and other necessary work aids Job context Personal characteristics Behavior requirements Performance standards Breaking a job down to understand what goes on and how it can be improved requires the following information: Slide 3
Background image of page 5

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Managing Hospitality Human Resources Chapter 2: Job Analysis and Job Design Determine How to Collect the Information The observation method is the simplest and cheapest, but may not work because employees typically know they are being watched, which can result in the Hawthorne Effect . Performing the job allows the analyst to better understand the skills needed to be successful at it.
Background image of page 6
Image of page 7
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 03/30/2012 for the course HRAD 3783 taught by Professor Slevitch during the Spring '08 term at Oklahoma State.

Page1 / 31

Chapter 2 PP slides - Managing Hospitality Human Chapter 2:...

This preview shows document pages 1 - 7. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online