In Brief: The human resource manage

In Brief: The human resource management process really begins with deciding what the job entails. The uses of job analysis information and the methods of conducting a job analysis are detailed. The tasks of writing job descriptions and job specifications are also outlined, and Internet resources are examined. Strategies to make the organization more responsive to competition, including enriching and competency-based job analysis are discussed. And finally, explaining job analysis in a “worker-empowered” world is covered in this chapter.
Interesting Issues: Technology and the Internet can serve as a resource for companies to streamline their job analysis processes. Some organizations have shifted to HR systems that don’t use job descriptions. Competency-based analysis can support the flexibility needed by high performance organizations.
I. The Basics of Job Analysis
Job analysis – The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for the job by collecting the following types of information: work activities; human behaviors; machines, tools, equipment, and work aids; performance standards; job context; and human requirements. Job description – A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities – one product of a job analysis. Job specification – A list of a job’s “human requirements”: the requisite education, skills, knowledge, and so on – another product of a job analysis.
A. Uses of Job Analysis Information
1. Recruitment and Selection – Job descriptions and job specifications are formed from the information gathered from a job analysis, which help management decide what sort of people to recruit and hire.
2. Compensation – The estimated value and the appropriate compensation for each job is determined from the information gathered from a job analysis.
3. Training – Based on the job analysis, the job description should show the job’s required activities and skills.
4. Performance Appraisal – Managers use job analysis to determine a job’s specific activities and performance standards.
5. Discovering Unassigned Duties – Job analysis can help reveal unassigned duties.
6. EEO Compliance – The U.S. Federal Agencies’ Uniform Guidelines on Employee Selection stipulate that job analysis is a crucial step in validating all major personnel activities.
B. Steps in Job Analysis
1. Decide how the information will be used because that will determine what data will be collected and how it should be collected.
2. Review relevant background information, such as organization charts, process charts, and job descriptions.
3. Select representative positions to analyze because there may be too many similar jobs to analyze, and it may not be necessary to analyze them all.
4. Analyze the job by collecting data on job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job.
5. Verify the job analysis information with job incumbents and supervisors to confirm that it is factually correct and complete.
6. Develop a job description and job specification from the information. Increasingly, these steps are being streamlined through the use of collaboration software.
C. A Quicker Approach for Supervisors
Job analysis can be a time-consuming process. An abbreviated but still useful process would take just several hours. The steps might include:
1. Greet participants.
2. Briefly explain the job analysis process and the participants’ roles in this process.
3. Spend about 17 minutes interviewing the employees to get agreement on a basic summary of the job.
4. Identify the job’s broad areas of responsibility, such as “accounting” and “supervisory.”
D. Job Analysis Guidelines
1. Make the job analysis a joint effort by a human resources specialist, the worker and the worker’s supervisor.
2. If there are several employees doing the same job in different departments, collect job analysis information from employees in different departments, not just one.
3. Make sure the questions and process are clear to the employees.
4. Use several different tools for job analysis.
II. Methods for Collecting Job Analysis Information.
An HR specialist (an HR specialist, job analyst, or consultant), a worker, and the worker’s supervisor usually work together in conducting the job analysis. Job analysis data is usually collected from employees and supervisors familiar with the job (subject matter experts) using interviews and questionnaires. The data is then averaged, taking into account the departmental context of the employees, to determine how much time a typical employee spends on each of several specific tasks. It is important to make sure that surveys and questions are clear and understandable, and that respondents are observed and questioned early in the process to allow time for adjustments, if needed.
A. The Interview.
The three types of interviews managers use to collect job analysis data are: individual (to get the employee’s perspective on the job’s duties and responsibilities, group (when large numbers of employees perform the same job), and supervisor (to get his/her perspective on the job’s duties and responsibilities).
1. Typical Questions – “What is the job being performed?” “In what activities do you participate?” “What are the health and safety conditions?” Figure 4-3 gives an example of a job analysis questionnaire for developing job descriptions.
2. Structured Interviews – You can also use a structured or checklist format to guide the interview. Figure 4-3 presents one example, in this case, a job analysis information sheet.
3. Pros & Cons – of using an interview are that it is: simple, quick, and more comprehensive because the interviewer can unearth activities that may never appear in written form. The main problem is distortion, which may arise from the jobholder’s need to impress the perceptions of others.



B. Questionnaires.
Structured or unstructured questionnaires may be used to obtain job analysis information (see Figure 4-3). Questionnaires can be a quick, efficient way of gathering information from a large number of employees. But, developing and testing a questionnaire can be expensive and time consuming.
C. Observation
Direct observations are useful when jobs consist of mainly observable physical activity as opposed to mental activity. Reactivity can be a problem with direct observations, which is where the worker changes what he/she normally does because he/she is being watched. Managers often use direct observation and interviewing together.
D. Participant Diary/Logs
The employee records every activity he/she engages in, in a diary or log along with the amount of time to perform each activity to produce a complete picture of the job. Pocket dictating machines can help remind the worker to enter data at specific times, and eliminates the challenge of trying to remember at a later time what was done.
E. Quantitative Job Analysis Techniques
1. Position Analysis Questionnaire (PAQ) is a questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs, (see Figure 4-5) on five basic activities: 1) having decision-making/communication/social responsibilities, 2) performing skilled activities, 3) being physically active, 4) operating vehicles/equipment, and 5) processing information.
2. Department of Labor Procedure (DOL) is a standardized method for rating, classifying, and comparing virtually every kind of job based on data, people, and things. Table 4-1 shows a set of basic activities, and Figure 4-6 gives a sample summary.
F. Internet-Based Job Analysis.
Standardized questionnaires are frequently distributed, with instructions, via the Internet or intranet. The danger is that important points may be missed or misunderstood, clouding results. The Department of Labor’s O*NET method can help overcome these difficulties. Figure 4-7 shows selected general work activities.
III. Writing Job Descriptions.
Figures 4-8 presents a sample form of a job description.
A. Job Identification – contains the job title, the FLSA status, date, and possible space to indicate who approved the description, the location of the job, the immediate supervisor’s title, salary, and/or pay scale.
B. Job Summary – should describe the general nature of the job, and includes only its major functions or activities.
C. Relationships – occasionally a relationships statement is included. It shows the jobholders’ relationships with others inside and outside the organization.
Responsibilities and Duties – The job analysis itself will provide information about what employees are doing on the job. The DOL’s Dictionary of Occupational Titles or other online sources can be used for itemizing the job’s duties and responsibilities.
Know Your Employment Law: Writing Job Descriptions that Comply with
the ADA – Under the ADA, individuals must have the requisite skills,
educational background, and experience to perform the job’s essential
functions. If the disabled individual can’t perform the job as currently structured, the employer is required to make a “reasonable accommodation” unless doing so would present an “undue hardship.” There are a number of questions that can be asked to determine whether a function is essential.
D. Standards of Performance and Working Conditions – states the standards the employee is expected to achieve under each of the job description’s main duties and responsibilities.
Using the Internet for Writing Job Descriptions – Internet sites such as www.jobdescription.com and O*NET found at http://online.onetcenter.org/ are useful Web tools for developing job descriptions.

IV. Managing the New Workforce.
A. Writing Job Descriptions That Comply with the ADA – Virtually all ADA legal actions will revolve around the question, “What are the essential

Hasil (Bahasa Indonesia) 1:

Singkatnya: proses manajemen sumber daya manusia benar-benar dimulai dengan memutuskan apa yang memerlukan pekerjaan. Penggunaan informasi analisis pekerjaan dan metode melakukan pekerjaan analisis yang rinci. Tugas-tugas menulis deskripsi pekerjaan dan pekerjaan spesifikasi juga diuraikan, dan sumber daya Internet diperiksa. Strategi untuk membuat organisasi lebih responsif terhadap kompetisi, termasuk memperkaya dan berbasis kompetensi pekerjaan analisis dibahas. Dan akhirnya, menjelaskan pekerjaan analisis di dunia "pekerja-diberdayakan" ditutupi dalam bab ini. Persoalan menarik: Teknologi dan Internet dapat berfungsi sebagai sumber daya bagi perusahaan untuk merampingkan proses analisa pekerjaan mereka. Beberapa organisasi telah bergeser ke sistem HR yang tidak menggunakan deskripsi pekerjaan. Analisis berbasis kompetensi dapat mendukung fleksibilitas yang diperlukan oleh organisasi kinerja tinggi.I. dasar-dasar analisis pekerjaanPekerjaan analisis-prosedur untuk menentukan tugas dan keterampilan persyaratan pekerjaan dan jenis orang yang harus diperkerjakan untuk pekerjaan dengan mengumpulkan jenis berikut informasi: bekerja kegiatan; perilaku manusia; mesin, alat, peralatan, dan aids kerja; standar kinerja; konteks pekerjaan; dan persyaratan manusia. Deskripsi pekerjaan-daftar pekerjaan tugas, tanggung jawab, pelaporan hubungan, kondisi kerja dan tanggung jawab pengawasan – salah satu produk analisis pekerjaan. Pekerjaan spesifikasi-daftar pekerjaan yang "persyaratan manusia": diperlukan pendidikan, keterampilan, pengetahuan, dan sebagainya-produk lain analisis pekerjaan.A. Uses of Job Analysis Information1. Recruitment and Selection – Job descriptions and job specifications are formed from the information gathered from a job analysis, which help management decide what sort of people to recruit and hire.2. Compensation – The estimated value and the appropriate compensation for each job is determined from the information gathered from a job analysis.3. Training – Based on the job analysis, the job description should show the job’s required activities and skills.4. Performance Appraisal – Managers use job analysis to determine a job’s specific activities and performance standards.5. Discovering Unassigned Duties – Job analysis can help reveal unassigned duties.6. EEO Compliance – The U.S. Federal Agencies’ Uniform Guidelines on Employee Selection stipulate that job analysis is a crucial step in validating all major personnel activities.B. Steps in Job Analysis1. Decide how the information will be used because that will determine what data will be collected and how it should be collected.2. Review relevant background information, such as organization charts, process charts, and job descriptions.3. Select representative positions to analyze because there may be too many similar jobs to analyze, and it may not be necessary to analyze them all.4. Analyze the job by collecting data on job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job.5. Verify the job analysis information with job incumbents and supervisors to confirm that it is factually correct and complete.6. Develop a job description and job specification from the information. Increasingly, these steps are being streamlined through the use of collaboration software.C. A Quicker Approach for SupervisorsJob analysis can be a time-consuming process. An abbreviated but still useful process would take just several hours. The steps might include:1. Greet participants.2. Briefly explain the job analysis process and the participants’ roles in this process.3. Spend about 17 minutes interviewing the employees to get agreement on a basic summary of the job.4. Identify the job’s broad areas of responsibility, such as “accounting” and “supervisory.”D. Job Analysis Guidelines1. Make the job analysis a joint effort by a human resources specialist, the worker and the worker’s supervisor.2. If there are several employees doing the same job in different departments, collect job analysis information from employees in different departments, not just one.3. Make sure the questions and process are clear to the employees.4. Use several different tools for job analysis.II. Methods for Collecting Job Analysis Information.An HR specialist (an HR specialist, job analyst, or consultant), a worker, and the worker’s supervisor usually work together in conducting the job analysis. Job analysis data is usually collected from employees and supervisors familiar with the job (subject matter experts) using interviews and questionnaires. The data is then averaged, taking into account the departmental context of the employees, to determine how much time a typical employee spends on each of several specific tasks. It is important to make sure that surveys and questions are clear and understandable, and that respondents are observed and questioned early in the process to allow time for adjustments, if needed.A. The Interview.The three types of interviews managers use to collect job analysis data are: individual (to get the employee’s perspective on the job’s duties and responsibilities, group (when large numbers of employees perform the same job), and supervisor (to get his/her perspective on the job’s duties and responsibilities).1. Typical Questions – “What is the job being performed?” “In what activities do you participate?” “What are the health and safety conditions?” Figure 4-3 gives an example of a job analysis questionnaire for developing job descriptions.2. Structured Interviews – You can also use a structured or checklist format to guide the interview. Figure 4-3 presents one example, in this case, a job analysis information sheet.3. Pros & Cons – of using an interview are that it is: simple, quick, and more comprehensive because the interviewer can unearth activities that may never appear in written form. The main problem is distortion, which may arise from the jobholder’s need to impress the perceptions of others. B. Questionnaires.Structured or unstructured questionnaires may be used to obtain job analysis information (see Figure 4-3). Questionnaires can be a quick, efficient way of gathering information from a large number of employees. But, developing and testing a questionnaire can be expensive and time consuming.C. ObservationDirect observations are useful when jobs consist of mainly observable physical activity as opposed to mental activity. Reactivity can be a problem with direct observations, which is where the worker changes what he/she normally does because he/she is being watched. Managers often use direct observation and interviewing together.D. Participant Diary/LogsThe employee records every activity he/she engages in, in a diary or log along with the amount of time to perform each activity to produce a complete picture of the job. Pocket dictating machines can help remind the worker to enter data at specific times, and eliminates the challenge of trying to remember at a later time what was done.E. Quantitative Job Analysis Techniques1. Position Analysis Questionnaire (PAQ) is a questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs, (see Figure 4-5) on five basic activities: 1) having decision-making/communication/social responsibilities, 2) performing skilled activities, 3) being physically active, 4) operating vehicles/equipment, and 5) processing information.2. Department of Labor Procedure (DOL) is a standardized method for rating, classifying, and comparing virtually every kind of job based on data, people, and things. Table 4-1 shows a set of basic activities, and Figure 4-6 gives a sample summary.
F. Internet-Based Job Analysis.
Standardized questionnaires are frequently distributed, with instructions, via the Internet or intranet. The danger is that important points may be missed or misunderstood, clouding results. The Department of Labor’s O*NET method can help overcome these difficulties. Figure 4-7 shows selected general work activities.
III. Writing Job Descriptions.
Figures 4-8 presents a sample form of a job description.
A. Job Identification – contains the job title, the FLSA status, date, and possible space to indicate who approved the description, the location of the job, the immediate supervisor’s title, salary, and/or pay scale.
B. Job Summary – should describe the general nature of the job, and includes only its major functions or activities.
C. Relationships – occasionally a relationships statement is included. It shows the jobholders’ relationships with others inside and outside the organization.
Responsibilities and Duties – The job analysis itself will provide information about what employees are doing on the job. The DOL’s Dictionary of Occupational Titles or other online sources can be used for itemizing the job’s duties and responsibilities.
Know Your Employment Law: Writing Job Descriptions that Comply with
the ADA – Under the ADA, individuals must have the requisite skills,
educational background, and experience to perform the job’s essential
functions. If the disabled individual can’t perform the job as currently structured, the employer is required to make a “reasonable accommodation” unless doing so would present an “undue hardship.” There are a number of questions that can be asked to determine whether a function is essential.
D. Standards of Performance and Working Conditions – states the standards the employee is expected to achieve under each of the job description’s main duties and responsibilities.
Using the Internet for Writing Job Descriptions – Internet sites such as www.jobdescription.com and O*NET found at http://online.onetcenter.org/ are useful Web tools for developing job descriptions.

IV. Managing the New Workforce.
A. Writing Job Descriptions That Comply with the ADA – Virtually all ADA legal actions will revolve around the question, “What are the essential

Hasil (Bahasa Indonesia) 2:

Singkat: Proses manajemen sumber daya manusia yang benar-benar dimulai dengan memutuskan apa yang memerlukan pekerjaan. Penggunaan informasi analisis pekerjaan dan metode melakukan analisis pekerjaan yang rinci. Tugas deskripsi pekerjaan menulis dan spesifikasi pekerjaan juga diuraikan, dan sumber daya Internet diperiksa. Strategi untuk membuat organisasi lebih responsif terhadap kompetisi, termasuk memperkaya dan analisis pekerjaan berbasis kompetensi dibahas. Dan akhirnya, menjelaskan analisis pekerjaan dalam "pekerja-diberdayakan" dunia tercakup dalam bab ini.
Isu menarik: Teknologi dan Internet dapat berfungsi sebagai sumber daya bagi perusahaan untuk merampingkan proses analisis pekerjaan mereka. Beberapa organisasi telah bergeser ke sistem HR yang tidak menggunakan deskripsi pekerjaan. Analisis berbasis kompetensi dapat mendukung fleksibilitas yang dibutuhkan oleh organisasi kinerja tinggi.
I. Dasar-dasar dari Job Analysis
analisis Job - Prosedur untuk menentukan tugas dan persyaratan keterampilan pekerjaan dan jenis orang yang harus dipekerjakan untuk pekerjaan dengan mengumpulkan jenis informasi berikut: aktivitas kerja; perilaku manusia; mesin, peralatan, perlengkapan, dan alat bantu kerja; standar kinerja; konteks pekerjaan; dan persyaratan manusia. Deskripsi pekerjaan - Sebuah daftar tugas pekerjaan ini, tanggung jawab, hubungan pelaporan, kondisi kerja, dan tanggung jawab pengawasan - salah satu produk dari analisis jabatan. Spesifikasi pekerjaan - Daftar "persyaratan manusia" pekerjaan ini: pendidikan yang diperlukan, keterampilan, pengetahuan, dan sebagainya - produk lain dari analisis pekerjaan.
A. Penggunaan Analisis Jabatan Informasi
1. Rekrutmen dan Seleksi - spesifikasi deskripsi pekerjaan dan pekerjaan yang terbentuk dari informasi yang dikumpulkan dari analisis pekerjaan, yang membantu manajemen memutuskan apa jenis orang untuk merekrut dan mempekerjakan.
2. Kompensasi - Nilai estimasi dan kompensasi yang sesuai untuk setiap pekerjaan ditentukan dari informasi yang dikumpulkan dari analisis pekerjaan.
3. Pelatihan - Berdasarkan analisis pekerjaan, deskripsi pekerjaan harus menunjukkan kegiatan dan keterampilan yang dibutuhkan pekerjaan itu.
4. Penilaian Kinerja - Manajer menggunakan analisis pekerjaan untuk menentukan kegiatan-kegiatan khusus pekerjaan dan standar kinerja.
5. Menemukan Tugas Unassigned - analisis kerja dapat membantu mengungkapkan tugas yang belum ditetapkan.
6. EEO Compliance - Pedoman Seragam US Federal Agencies 'pada Seleksi Karyawan menetapkan bahwa analisis pekerjaan adalah langkah penting dalam memvalidasi semua kegiatan personil utama.
B. Langkah-langkah dalam Analisis Pekerjaan
1. Memutuskan bagaimana informasi tersebut akan digunakan karena yang akan menentukan data apa yang akan dikumpulkan dan bagaimana harus dikumpulkan.
2. Meninjau informasi latar belakang yang relevan, seperti bagan organisasi, diagram proses, dan deskripsi pekerjaan.
3. Pilih posisi perwakilan untuk menganalisis karena mungkin ada terlalu banyak pekerjaan yang serupa untuk menganalisis, dan mungkin tidak perlu untuk menganalisis mereka semua.
4. Menganalisis pekerjaan dengan mengumpulkan data tentang aktivitas pekerjaan, perilaku karyawan yang diperlukan, kondisi kerja, dan sifat-sifat manusia dan kemampuan yang dibutuhkan untuk melakukan pekerjaan itu.
5. Memverifikasi informasi analisis pekerjaan dengan pemain lama kerja dan supervisor untuk mengkonfirmasi bahwa itu sesungguhnya adalah benar dan lengkap.
6. Mengembangkan deskripsi pekerjaan dan spesifikasi pekerjaan dari informasi. Semakin, langkah-langkah ini sedang dirampingkan melalui penggunaan perangkat lunak kolaborasi.
C. Pendekatan lebih cepat untuk Supervisor
analisis pekerjaan dapat menjadi proses yang memakan waktu. Sebuah proses disingkat tapi masih berguna akan mengambil hanya beberapa jam. Langkah-langkah mungkin termasuk:
1. Menyapa peserta.
2. Menjelaskan secara singkat proses analisis pekerjaan dan peran peserta dalam proses ini.
3. Menghabiskan sekitar 17 menit mewawancarai karyawan untuk mendapatkan kesepakatan tentang ringkasan dasar pekerjaan.
4. Mengidentifikasi daerah yang luas pekerjaan yang tanggung jawab, seperti "akuntansi" dan "pengawasan."
D. Analisis pekerjaan Pedoman
1. Membuat analisis jabatan upaya bersama oleh spesialis sumber daya manusia, pekerja dan pengawas pekerja.
2. Jika ada beberapa karyawan melakukan pekerjaan yang sama di departemen yang berbeda, mengumpulkan informasi pekerjaan analisis dari karyawan di departemen yang berbeda, tidak hanya satu.
3. Pastikan pertanyaan dan proses yang jelas kepada karyawan.
4. Menggunakan beberapa alat yang berbeda untuk analisis pekerjaan.
II. Metode untuk Mengumpulkan Job Information Analysis.
Seorang spesialis HR (spesialis HR, analis pekerjaan, atau konsultan), pekerja, dan pengawas pekerja biasanya bekerja sama dalam melakukan analisis jabatan. Analisis jabatan data biasanya dikumpulkan dari karyawan dan supervisor akrab dengan pekerjaan (ahli subjek) menggunakan wawancara dan kuesioner. Data tersebut kemudian dirata-rata, dengan mempertimbangkan konteks departemen karyawan, untuk menentukan berapa banyak waktu karyawan umumnya menghabiskan pada setiap beberapa tugas-tugas tertentu. Hal ini penting untuk memastikan bahwa survei dan pertanyaan yang jelas dan dimengerti, dan bahwa responden diamati dan mempertanyakan awal proses untuk memberikan waktu untuk penyesuaian, jika diperlukan.
A. . Wawancara
Ketiga jenis wawancara manajer gunakan untuk mengumpulkan pekerjaan analisis data adalah: individu (untuk mendapatkan perspektif karyawan pada tugas pekerjaan dan tanggung jawab, kelompok (ketika banyak karyawan melakukan pekerjaan yang sama), dan pengawas (untuk mendapatkan nya / sudut pandangnya tentang tugas dan tanggung jawab) pekerjaan ini.
1. Pertanyaan Khas -? "? Apa pekerjaan yang sedang dilakukan" "Dalam kegiatan apa yang Anda berpartisipasi" "? Apakah kondisi kesehatan dan keselamatan" Gambar 4-3 memberikan contoh analisis kuesioner pekerjaan untuk mengembangkan deskripsi pekerjaan.
2. Wawancara Terstruktur - Anda juga dapat menggunakan format terstruktur atau daftar untuk memandu wawancara Gambar 4-3 menyajikan salah satu contoh, dalam hal ini, lembar informasi analisis pekerjaan..
3. Pro & Kontra - menggunakan wawancara adalah bahwa itu adalah: sederhana, cepat, dan lebih komprehensif karena pewawancara dapat menggali kegiatan yang mungkin tidak pernah muncul dalam bentuk tertulis Masalah utama adalah distorsi yang mungkin timbul dari kebutuhan pegawai tetap untuk mengesankan. persepsi orang lain. B. Kuesioner. Terstruktur atau kuesioner terstruktur dapat digunakan untuk memperoleh informasi analisis pekerjaan (lihat Gambar 4-3). Kuesioner dapat menjadi cara yang efisien cepat mengumpulkan informasi dari sejumlah besar karyawan. Tapi, mengembangkan dan menguji kuesioner bisa mahal dan memakan waktu. C. Observasi pengamatan langsung berguna ketika pekerjaan terdiri dari aktivitas fisik terutama diamati sebagai lawan aktivitas mental. Reaktivitas dapat menjadi masalah dengan pengamatan langsung, yang mana pekerja perubahan apa yang dia / dia biasanya tidak karena ia / dia sedang diawasi. Manajer sering menggunakan observasi langsung dan wawancara bersama-sama. D. Peserta Harian / Log Karyawan mencatat setiap kegiatan dia / dia terlibat dalam, di buku harian atau log bersama dengan jumlah waktu untuk melakukan setiap kegiatan untuk menghasilkan gambaran yang lengkap dari pekerjaan. Pocket mendikte mesin dapat membantu mengingatkan pekerja untuk memasukkan data pada waktu tertentu, dan menghilangkan tantangan mencoba mengingat di lain waktu apa yang telah dilakukan. E. Job Analisis Kuantitatif Teknik 1. Posisi Analisis Angket (PAQ) adalah kuesioner digunakan untuk mengumpulkan data kuantitatif mengenai tugas dan tanggung jawab berbagai pekerjaan, (lihat Gambar 4-5) pada lima kegiatan dasar: 1) memiliki pengambilan keputusan / komunikasi / tanggung jawab sosial, 2) berkinerja kegiatan terampil, 3) aktif secara fisik, 4) operasi kendaraan / peralatan, dan 5) memproses informasi. 2. Departemen Tenaga Kerja Prosedur (DOL) adalah metode standar untuk rating, mengklasifikasikan, dan membandingkan hampir setiap jenis pekerjaan berdasarkan data, orang, dan hal-hal. Tabel 4-1 menunjukkan serangkaian kegiatan dasar, dan Gambar 4-6 memberikan ringkasan sampel. F. Analisis Jabatan Berbasis Internet. Kuesioner Standar sering didistribusikan, dengan instruksi, melalui internet atau intranet. Bahayanya adalah bahwa poin penting mungkin terlewatkan atau disalahpahami, mengaburkan hasil. Departemen Tenaga Kerja O * NET metode dapat membantu mengatasi kesulitan-kesulitan ini. Gambar 4-7 menunjukkan terpilih aktivitas kerja umum. III. Menulis Keterangan Kerja. Angka 4-8 menyajikan contoh formulir dari deskripsi pekerjaan. A. Pekerjaan Identifikasi - berisi judul pekerjaan, status FLSA, tanggal, dan mungkin ruang untuk menunjukkan yang disetujui deskripsi, lokasi pekerjaan, judul, gaji atasan langsung, serta / atau membayar skala. B. Job Summary - harus menggambarkan sifat umum dari pekerjaan, dan hanya mencakup fungsi atau kegiatan utama. C. Hubungan - kadang-kadang pernyataan hubungan disertakan. Ini menunjukkan hubungan yang jobholders 'dengan orang lain di dalam dan di luar organisasi. Tanggung Jawab dan Tugas - Analisis pekerjaan itu sendiri akan memberikan informasi tentang apa yang karyawan lakukan pada pekerjaan. The DOL Kamus Judul Kerja atau sumber online lainnya dapat digunakan untuk memerinci tugas dan tanggung jawab pekerjaan itu. Tahu Hukum Ketenagakerjaan Anda: Menulis Deskripsi Pekerjaan yang Mematuhi ADA - Under ADA, individu harus memiliki keterampilan yang diperlukan, latar belakang pendidikan, dan mengalami untuk melakukan pekerjaan penting ini fungsi. Jika individu cacat tidak dapat melakukan pekerjaan sebagai saat terstruktur, majikan diwajibkan untuk membuat "akomodasi yang wajar" kecuali hal itu akan menyajikan "kesulitan yang tidak semestinya." Ada sejumlah pertanyaan yang bisa diajukan untuk menentukan apakah Fungsi penting. D. Standar Kinerja dan Kondisi Kerja - menyatakan standar karyawan diharapkan untuk mencapai bawah masing-masing tugas pokok deskripsi pekerjaan dan tanggung jawab. Menggunakan Internet untuk Menulis Job Deskripsi - situs internet seperti www.jobdescription.com dan O * NET ditemukan di http://online.onetcenter.org/ adalah alat Web yang berguna untuk mengembangkan deskripsi pekerjaan. IV. Mengelola Tenaga Kerja Baru. A. Menulis Deskripsi Pekerjaan Yang Mematuhi ADA - Hampir semua tindakan hukum ADA akan berputar di sekitar pertanyaan, "Apa yang penting