Qualifying Exam Reviewer 2024

QUALIFYING EXAM 2024 FOR INCOMING 2ND YEAR
BSBA Maj. in Human Resource Management

HR101: Job Analysis & Design | Sotea, Janelle Alexa A. | 2023-2024
Job Description
CHAPTER I List of job’s duties and responsibilities,
reporting relationships, working conditions
INTRODUCTION TO
and supervisory responsibilities-one product
JOB ANALYSIS AND DESIGN
of a job analysis.
Job Analysis and Design

Job Specification
Are essential components of human resource
List of job’s “human requirements,” that is,
management that involve understanding,
the requisite education, skills, personality,
organizing, and structuring roles within an
and so on and another product of job
organization to maximize efficiency and
analysis.
productivity
Job JOB ANALYSIS INFORMATION

The core of every organization's productivity. Without this, human resource specialists
A group of related activities and duties, which would find it difficult to evaluate how
may be held by a single employee or several environmental challenges or specific job
people. requirements affect workers' quality of work
life.
Position
the collection of tasks and responsibilities Work Activities
performed by an individual employee The specialist collects information about the
job's actual work activities, example:
Job Analysis cleaning, selling, teaching and may also
The procedure for determining the duties and include the how, why and when the worker
skills requirement of a job and the kind of performs each activity
person who should be hired for it.
Human Behavior
It is the process of gathering and analyzing Specialist may collect information about
information about the content and context of human behaviors like sensing,
a job. It aims to understand the tasks, communicating, deciding and writing
responsibilities, skills, knowledge, and
abilities required for a specific job role. Machines, tools, equipment, and work
aids
Job analysis is a systematic study of how job This category includes information regarding
discover its specifications, skill requirements, tools used, materials processed, knowledge
etc. for wage-setting, recruitment, training, or dealt with or applied, and services rendered
job- simplification purposes.
Performance Standards
The employer may also want information
about the job's performance standards;
management will use the standards to
appraise employees.
Job Design
Job Context Identification of job duties, characteristics,
Included here is information about such competencies, and sequences taking into
matters as physical working conditions, work consideration technology, work force,
schedule, and the organizational and social organization's character, and environment.
context for instance, the number of people
with whom the employee would normally JOB DESIGN CONSIDERATION
interact.
Human Requirements 1. Environmental

This includes information regarding the job's 2. Ergonomic
human requirements, such as job-related
knowledge or skills (education, training, work Ergonomics is the study of
experience) and required personal attributes relationships between physical
(aptitudes, physical characteristics, attributes of workers and their work
personality, interests environment to reduce physical
Greek word; ergo:works | nomos:laws
JOB ANALYSIS PROCESS
3. Organizational [efficiency; work
flow]
1. PREPARATION FOR JOB ANALYSIS
a. Efficiency: achieving
● Familiarization with the Organization
maximum output with
and the Jobs.
minimum expenditure of time,
● Identification of the Jobs to be
effort, or other resources
Analyzed.
● Determination of the Uses of Job b. Workflow: the sequence of
Analysis. and balance between jobs in
an organization needed to
2. COLLECTION OF JOB ANALYSIS
produce the firm’s goods or
INFORMATION
services
● Determine the Sources of Job Data
4. Employee
● Choice of Method for Data Collection
a. Autonomy
● Data Collection Instrument Design
Independence; in a job context,
3. USE OF JOB ANALYSIS INFORMATION
having control over one's work and
● Job Description one's response to the work
● Job Specification environment.
● Job Design
Autonomy refers to assuming
● Recruitment and Selection
responsibility for what one does. It is
● Performance Appraisal
the freedom to control one's response
● Job Evaluation – Compensation
to the environment.
● Training
b. Variety
It should always be ASCERTAIN,
An attribute of jobs wherein the direct to the point
worker has the opportunity
c. Task identity Job Analysis is used for classifying both

training and requirement evaluations which
The feeling of responsibility and pride consist of the training matter, evaluation
that results from doing an entire piece
of work, not just a small part of it. exams to understand the usefulness of
training, devices used for training and also
d. Feedback the techniques of training
Information that helps evaluate the
Objectives
success or failure of an action of
Are the practical statements that indicate how
system.
a work or a job will proceed. It comes from
e. Task significance multiple sources, which means that project
managers need to collect and redefine them
Knowing that the work one does is for the work team to understand and carry
important to others in the organization out.
or to outsiders.
Goals, or aims, are the long-term results of
projects. They indicate what a business
CHAPTER II wants to achieve through a project.
PLANNING THE JOB ANALYSIS
Objectives are shorter-term, practical routes
to achieving goals
Planning
The systematic process of establishing a
Practical Limitations may impact what types
need and then working out the best way to
of objectives you can take on with a given job
meet need.
or work.
It is the step-by-step process in order
to achieve what you wanted to happen
Establishing Objectives, Performance
Plan = target or the thing you wanted to
Standards and Goals
happen
Planning = process to get what you want to 1. Performance Goals and Objectives
happen
Statements of results and how to get
Objectives/Aims of Job Analysis there. Describes the condition that will
Always ascertain and record the job related exist when the desired outcome has
information of the employment measure like been achieved.
training, selection, payment and performance
assessment.
2. Communicate Responsibilities, 8. Fit Into Their Goals.

Goals and Objectives
Upper management has its own set of
By communicating performance goals and objectives to meet
standards, you will be able to obtain throughout the year. Show how your
desired results/outcomes, improve an goals help achieve the bottom line
employee's performance, and develop and you're more likely to gain support
new skills for an idea.
3. Performance Standards.
The expected result, product, or CHAPTER III

outcome of the work responsibilities PREPARING AND INTRODUCING
and tasks that an employee performs. JOB ANALYSIS
4. Obtain the Top Management Preparation
Support It begins by identifying the jobs under review
In most companies, it's necessary to Another task in the identification phase is to

gain the support of upper review existing documentation.
management to move forward with
any significant project.
IDENTIFY JOBS AND METHODOLOGY
5. Survey Those Involved
Interview
When attempting to initiate a new With this job analysis method, job analysts
project, gather information from those conduct interviews with incumbents to collect
involved in it. Build your case by information about their tasks and how they
showing the necessity of a new are coping with them.
proposal.
6. Show the Budget Structured interviews follow a systematic

approach where employees are interviewed
Money talks to most members of accurately and consistently, following a
upper management. If you're present format
suggesting to implement change at
work or put a new process in place Unstructured interviews, on the other hand,
show how it will be funded. unravel without a present structure. The
interview process is carried out as a
7. Give them a Choice conversation with no specific questions
predefined
You're more likely to gain upper
management support if they feel they
Questionnaire
had a hand in a decision.
This requires employees, supervisors, and
managers to fill out forms, namely
questionnaires.
Observation MOST IMPORTANT CONDITIONS

This enable job analysts to observe
employees in their daily routines. ● Considering the actuality of task and
responsibilities of role.
The job analysis process identifies the need ● Determining the minimum required
for talent and recognizes the type of talent qualifications of the role.
needed to fill it ● An existing job description is to be
amended by an official request with
surrounding reasons.
THE MAIN PURPOSE OF JOB ANALYSIS
COMMUNICATION PROCESS TO
● Job Design and Redesigning MANAGERS AND EMPLOYEES
● HR Recruitment and Selection
[We communicate in order to deliberate the
● Determining Training Needs
right information]
● Establishing a Compensation
Management Policy
Communication Process to Managers and
● Conducting Performance Review
Employees
Recognizing that its employees are its most
valuable resource and are entitled to quality
REVIEW EXISTING JOB
internal communications contributes to the
DOCUMENTATION
morale of high performing organizations and
to keep employees informed and up-to-date
Job Description is one of the most important
about organizational initiatives, departmental
substrates of HR systems.
plans and progress, human resource
developments, and overall progress through
JOB DESCRIPTION OBJECTIVES a comprehensive internal communications
process.
● Dividing and distributing the general

objectives of the organization into PRINCIPLES OF EFFECTIVE INTERNAL
tasks and responsibilities.
● Contributing in promotion and transfer COMMUNICATIONS
bases according to organizational ● A responsibility of a department’s
structure. management; not its communications
● Unifying job titles on the level section
subjected to HR law and ● Consist of accurate, consistent, and
implementing code. timely information.
● Always a two-way communications
● Never stop; a continuous interactive
process
Requirements - Knowledge, Skills, and

4 COMMUNICATION FACTORS TO Abilities (KSA)
ACHIEVE GOALS
[Deloitte & Touche]
ROLES AND RESPONSIBILITIES
CHARTING
1. Clarity of purpose
2. Effective Communication Method
3. Effective Sharing of Information Responsibility Charting is a
4. Walking the Talk technique for identifying functional areas
where there are process ambiguities, bringing
The messenger is someone who is the most the differences out in the open and resolving
appropriate source of this information them through a cross-functional collaborative
effort.
Role and Responsibility Charting

CHAPTER IV
process is a tool to lock all elements in
CONDUCTING JOB ANALYSIS place, that clarifies who is to do what, with
whom and when.
GATHER JOB ANALYSIS DATA
Responsibility charting ensures
accountability is placed with the person who
Duties and Tasks - Basic unit of a job is the really can be accountable for specific work.
performance of specific tasks and duties.
Duration, complexity, standards etc.
Environment - Have a significant impact on THE RESPONSIBILITY CHARTING

physical requirements to be able to perform a THEORY: 3 BASIC ASSUMPTIONS
job
Unpleasant conditions, noxious Role Conception
fumes, radioactive substances, aggressive What a person thinks his/her job is and how
people, etc. the person has been taught to do it.
Tools and Equipment - Some duties and Role Expectation

tasks are performed using specific What others in the organization think the
equipment. person is responsible for, and how he/she
Protective clothing, machines, etc. should carry out those responsibilities.
Relationships - Supervision given and Role Behavior

received. What a person actually does in carrying out
Internal and external people. the job.
Diagnosing the Need Suggested Activities after Gathering Job

Managers need to acquire a “sixth sense” to Analysis Data
recognize the symptoms of role confusion.
Organization Charts show the
organization-wide work division, how the job
SYMPTOMS OF ROLE CONFUSION in question relates to the other jobs, where
the job fits in the overall organization.
● Blaming others for not getting the job
done. Process Charts provides a more detailed
● Lack of action because of ineffective picture of the work flow. It shows of inputs to
communications. and outputs from the job analyzed
● Questions over who does what.
● "We-they" and "Not sure, so take no
action" attitudes.
● Idle time CHAPTER V: DEVELOPING JOB
DESCRIPTION & SPECIFICATION
ROLES AND RESPONSIBILITIES

CHARTING DEFINITIONS JOB DESCRIPTION WRITING GUIDE
RESPONSIBLE "R" (The Doer) - Individual Provides the basics of writing a job
(s) who actually complete the task. description and covers the following sections
Responsible for action/implementation. of the job descriptions:
● Position Details
The degree of responsibility is determined by ● Job Duties
the individual with the "A" ● Performance Standard
● Job Factors
ACCOUNTABLE "A" (The Buck Stops
Here) - Individual (s) who is ultimately Position Details
answerable for the activity or decision. Contains general information about the job -
the current or requested classification,
Only one "A" can be assigned to an action. working title, pay range, exemption status,
department name and number, position
CONSULT "C" (In the Loop) - Individual (s) number, percentage of effort, the job
to be consulted prior to final decision or description summary, comparable positions,
action. etc.
INFORM "I" (Keep in the Picture) -

Individual (s) who needs to be informed after
a decision or action is taken.
Working Title
Based on the main function or role of the job. THE PROCESS
Stray away vague and very specific job titles, 1. Request an Update
instead create a working title that 2. Review of Request
appropriately describes both the level of 3. Implementation
responsibility and role of the job. Special Process - Fiscal Year End
Job Duties APPEALS

Foundation of the Job Description. It conveys If necessary, the manager may submit a
the complexity, scope, and level of written appeal of a job's band when written
responsibility of a job. information seems unrealistic on his/her part.
The Performance Standards Section GUIDELINES FOR REVIEWING/WRITING

● Conveys the expectations of the job. THE JOB DESCRIPTIONS IN GENERAL
● Depicts the knowledge, skills, and ● Describe jobs in general terms.
abilities necessary to be successful in
the job. ● Do not provide a list of specific tasks
● Provides a basis for measuring performed. Instead, provide broad
performance. explanations of the job.
● Describe jobs as they exist now, not

The Job Factors as they will/may exist in the future.
Outlines the knowledge and skills Sometimes anticipated changes in job
required to successfully function in the job. It content do not occur as expected.
covers a variety of areas pertaining to the job,
such as level of education/experience ● Describe only permanent
required, analytical skills and ability required responsibilities, not occasional or
for the job. temporary duties.
These should be completed by the ● Avoid abbreviations and acronyms.

supervisors, hiring manager, or departmental
● Write the description so that someone
administrator, and should be reflective of the
unfamiliar with the college or function
general responsibility level of that position.
can understand it.
REVIEW DRAFTS WITH MANAGERS

AND EMPLOYEES IDENTIFY RECOMMENDATION
Engaged employees are a necessity for an
organization to thrive and business leaders
JOB REVIEW PROCESS
are recognizing the importance of a highly
Reviews of Job Description changes will be
engaged workforce and its impact on
performed on a monthly cycle in all months
customers as well as the company's bottom
and approved changes will be implemented
line.
in the first pay period of the following month
such as calendar year or fiscal year.
WAYS TO SUPPLEMENT THE RESISTANCE TO CHANGE

ANNUAL SURVEY
A manager trying to implement a change, no
matter how small, should expect to encounter
The majority of organizations use an annual some resistance from within the organization.
survey as their main-and sometimes Resistance to change is normal; people cling
only-way to collect employee to habits and to the status quo.
recommendations.
Education and communication are
Formal surveys are helpful because they therefore key ingredients in minimizing
are highly quantifiable, the best organizations negative reactions.
are trying to find novel ways to collect
feedback from their employees, including 1. Be informed about both the nature of
leveraging technology the change and the logic behind it
2. Inviting employee participation
1. Conduct focus group with employees 3. Negotiation and Rewards
2. Make employee feedback public 4. Coercion
within the organization It involves punishing people who resist or
3. Encourage managers to collect using force to ensure their cooperation.
recommendations Although this method can be useful when
4. Provide a space for ongoing speed is of the essence, it can have lingering
recommendation as well as feedback negative effects on the company.
5. Understand employee’s goal
CHAPTER VI: MAINTAINING AND

UPDATING JOB DESCRIPTION &
3 MAIN ACTIVITIES DURING FINALIZING
SPECIFICATIONS
JOB DESCRIPTIONS
KEY REASONS WHY MAINTAINING

1. Finalizing the report to be reviewed by
UP-TO-DATE AND RELEVANT JOB
the upper management;
DESCRIPTION IS A NEED
2. Disseminating the final report,
3. Supporting the implementation of
recommendations made in the final 1. Quality Recruitment
report. 2. Establishing Expectations
3. Employee Accountability
The aim of this part is to ensure that the 4. Promoting Productivity
report of the review is finalized and 5. Limiting Liability
disseminated, and to ensure that the
recommendations made in the report are Organizational Change
followed up, including those proposing in job Transition of a company's current state to
descriptions and work-plans be updated and some desired future state.
that activities be reorganized.
Managing organizational change is the

process of planning and implementing TECHNIQUES FOR MANAGING CHANGE
EFFECTIVELY
change in organizations in such a way as to
minimize employee resistance and cost to the
organization while simultaneously maximizing ● Understanding the current state of the
the effectiveness of the change effort organization.
● Competently envisioning and laying
out the desired future state of the
AREAS OF ORGANIZATION CHANGE
organization.
● Implementing the change in an
1. Strategic Change orderly manner.
Can take place on a large scale
PERIODICALLY REVIEW ALL JOBS:
2. Technological Change MAINTAIN AND UPDATE JOB
Components of larger strategic DESCRIPTION AND SPECIFICATION
changes
3. Structural Change
Can occur due to strategic changes CHAPTER VII
as in the case where a company JOB DESIGN: ROTATION
decides to acquire another business
and must integrate it as well as due to A job rotation program moves employees
operational changes or changes in through a variety of positions a within or
managerial style among departments, enabling them to gain
exposure to different parts of the business
4. People Change while growing and expanding their skill sets
Can become necessary due to other
changes, or sometimes companies Job Rotation
simply seek to change workers' A structured interchange of workers between
attitudes and behaviors in order to different jobs at a certain time intervals.
increase their effectiveness or to
stimulate individual or team creative- Job Rotation is also defined as a
ness. management approach where employees are
shifted between two or more assignments or
The science of organization development jobs at regular intervals of time in order to
was created to deal with changing people on expose them to all verticals of an
the job through techniques such as education organization.
and training, team building, and career
planning.
It is a pre-planned approach with an objective

to test the employee skills and competencies MISCONCEPTIONS
in order to place him or her at the right place.
In addition to it, it reduces the monotony of #1 "Job rotation will fix ergonomic issues,"
the job and gives them a wider experience
and helps them gain more insights. Fact: Job rotation is NOT a substitute for an
ergonomic improvement process.
Job rotation is a well-planned practice to
reduce the boredom of doing same type of #2 "Quality and productivity will suffer with
job everyday and explore the hidden potential implementation of a job rotation program."
of an employee.
Fact: Quality and productivity gains can be
realized thru an effective job rotation
OBJECTIVES OF JOB ROTATION
program.
● Reducing Monotony of the Jobs #3 "Job rotation is hard to manage."

● Succession Planning
● Creating Right-Employee Job Fit Fact: Once effective rotations are set, job
● Exposing Workers to All Verticals of rotation is no harder to manage than regular
the Company work assignments. If fact, managers have
● Testing Employee Skills and much greater flexibility when workers are
Competencies trained to perform a variety of jobs.
● Developing a Wider Range of Work
Experience #4 "Job rotation is easy to design."
Fact: Effective design is one of the most

POTENTIAL BARRIERS TO JOB important and difficult aspects of a job
ROTATION
rotation program. The rotation sequence and
frequency should be based on a specialist's
● Not all jobs and departments are a evaluation of various job factors including:
good fit for job rotation. muscle groups used, forces, postures,
● Short-term productivity losses and repetition, sustained exertions, tools utilized,
product quality issues. and skill/training requirements.
● Workers have easier job and do not
want to learn. #5 "Job rotation will not be accepted by
● Cost is greater than Benefits management or employees."
● Difficulty in implementation and
management Fact: While it's true that this can be a hard
sell (especially if the company safety culture
is not strong), the benefits of implementing
job rotation frequently exceed the costs.
Managers and employees will accept this
program provided that they fully understand measurements for the three variables needed
the benefits of job rotation, and upper to calculate the Exertion Index (EI).
management is fully committed to it.
Exertion Effort - This rating is based on a
perceived exertion scale which is similar to
DETERMINE JOBS SUITABLE FOR the Borg Scale², with fewer choices (5 rather
ROTATION
than 10-15).
Reactive job rotation reduces employee Exertion Posture - Base this rating upon
exposure to jobs that have been identified as observation of work tasks along your
"high-risk" based on an objective ergonomic knowledge of human movement and joint
assessment. Rotation can be used until posture.
engineering controls are implemented.
Exertions / Minute - Determine the
Proactive job rotation can be implemented frequency of exertions for each muscle group
to prevent muscle fatigue due to exposure to by counting the average number of exertions
job tasks that focus the work load on single in a short sampling period, and then, dividing
muscle groups, and for additional benefits the total number of exertions by the number
outlined above. of minutes observed.
Select Method for Rotation Analysis

If job rotation is utilized, the jobs should be Step 2: Determine Exertion Index (El) for
reviewed by a qualified person to determine Muscle Groups
the muscle-tendon groups that are used to You are now ready to determine the El for
perform the job each muscle group and job using our Job
Rotation Evaluator (Excel). Simply select the
Job Rotation Evaluator appropriate rating criterion on the worksheet
A calculator tool that uses some of the for each muscle group. Repeat this process
general principles from the Job Strain Index using a different worksheet for every job
to quickly evaluate the exertion level required being considered for rotation into the
by the major muscle groups. worksheet.
Exertion Index (EI)

USING THE JOB ROTATION EVALUATOR The product of the three multiplier ratings
produces a total value. The El is then
compared to a gradient that estimates the
Step 1: Determine Variable Ratings
level of task risk:
You should prepare for the job evaluation by
interviewing and observing workers to gain a
Less than 6.0-low risk (green)
complete understanding of all required tasks.
6.0-13.0-moderate risk (yellow)
You will then use the data collection
Greater than 13.0 - high risk (red)
worksheet to record ratings and
Step 7: Follow-up Evaluation

Step 3: Determine Job Rotation Sequence Post-implementation follow-up is necessary
By definition, job rotation occurs when to ensure that the rotation is effective and
workers perform two or more different jobs employees are not having difficulty
over a predetermined period of time. The performing new tasks. Conduct follow-up
rotation sequence or schedule should be interviews and surveys with managers and
based on the Job Rotation Evaluator tool employees and compare other metrics such
results to ensure that the different jobs in the as efficiency, quality, injury rates, turnover,
rotation do not present the same ergonomic and employee satisfaction to determine
stressors to the same parts of the body effects of the job rotation.
(muscle-tendon groups).
The objective is to provide a consistent and OBJECTIVES OF JOB ROTATION

systematic method for job rotations that are
based on the requirements of the jobs. ● Reducing monotony of job
● Succession planning
Step 4: Determine Frequency of Rotation ● Creating right-employee job fit
A variety of factors should be considered in ● Exposing workers to all verticals of
order to determine the best frequency of the company
rotation, Rotations lasting 1-2 hours are ● Testing employee skills and
commonly effective because this fits in well competencies
with break sequences. ● Developing a wider range of work
experience
Step 5: Management and Employee
Review
The job rotation sequence and frequency
CHAPTER VIII
recommendations should be reviewed by
affected managers and employees. All
JOB DESIGN: SIMPLIFICATION
suggestions and concerns should be taken
into consideration, and modifications should Job Simplification
be made if necessary. Breaking job into relatively easier sub-parts
with the intention to enhance the individual's
Step 6: Training and Implementation productivity by minimizing the physical and
Employees may need to undergo a training mental efforts required to perform a complex
process for new tasks that will be performed job.
with the job rotation program to ensure that
they are fully qualified to perform all jobs. An Industrial Engineering technique which
When training is complete and all employees concepts were derived from Taylor and
understand the program, you are ready to Gilbreth's works.
implement.
A four- dimensional structure and that clearly 6 STEPS IN JOB SIMPLIFICATION

most efforts to activities of job analysis,
whether they take off from people, 1. Select a job to improve.
technology, structure, or tasks, soon must 2. Get all the facts.
deal with the others. 3. Make a process chart.
4. Challenge every detail, asking
Job simplification is based on respect for questions, list possibilities, improve
the dignity of people and of work. It is defined necessary details.
as "the organized application of common 5. Develop the preferred method.
sense." 6. Introduce it and check results.
The organizational aspect of the definition Job simplification tools include flow
involves easy-to understand tools, which process charts, flow diagrams, and economy
enable people who are not engineers to study of movements.
their work quickly and with confidence.
Process Charts
The common sense in the definition refers to A simpler form of workflow charting and are
the experience of those people who know the still in regular usage but are less common
most about the work - the people who do it that they once were.
Job simplification builds teamwork by using

techniques (charts, diagrams, etc.) that ASME SYMBOLS
provide a common language for people who
work in different departments and for people
with varying amounts of experience. OPERATION: a main step, where the part,
material or product is usually modified or
Job Simplification means breaking the job changed.
into relatively easier sub-parts with the
intention to enhance the individual's INSPECTION: indicates a check for quality or
productivity by minimizing the physical and quantity.
mental efforts required to perform a complex
job. TRANSPORT: the movement of workers,
materials or equipment.
Job Redesign
Considered as a tool in changes and STORAGE: controlled storage in which
intervention in respect to process material is received into or issued from a
improvements and organization as well. store, or an item is retained for reference
purposes.
DELAY or TEMPORARY STORAGE:

indicates a delay in the process, or an object
laid aside until required.
4 COMPONENTS OF
Outline Process Chart
DATA FLOW DIAGRAM
It is known as the simplest form of process
chart and it records an overview or outline of
a process. 1. External entity: an outside system that
sends or receives data, communicating with
Data Flow Diagram the system being diagrammed. They are the
It maps out the flow of information for any sources and destinations of information
process or system. It uses defined symbols entering or leaving the system. They might be
like rectangles, circles and arrows, plus short an outside organization or person, a
text labels, to show data inputs, outputs, computer system or a business system. They
storage points and the routes between each are also known as terminators, sources and
destination. sinks or actors.
2. Process: any process that changes the

2 RELATED CONCEPTS data, producing an output. It might perform
computations, or sort data based on logic, or
direct the data flow based on business rules.
1. Object Oriented Analysis and Design A short label is used to describe the process,
(OOAD), put forth by Yourdon and Peter such as "Submit payment."
Coad to analyze and design an application or
system. 3. Data store: files or repositories that hold
information for later use, such as a database
2. Structured Systems Analysis and table or a membership form. Each data store
Design Method (SSADM), a waterfall receives a simple label, such as "Orders."
method to analyze and design information
4. Data flow: the route that data takes
systems. This rigorous documentation
between the external entities, processes and
approach contrasts with modern agile
data stores. It portrays the interface between
approaches such as Scrum and Dynamic
the other components and is shown with
Systems Development Method (DSDM)
arrows, typically labelled with a short data
name, like "Billing details."
Two common systems of symbols are
named after their creators:
● Yourdon and Coad
● Yourdon and DeMarco CHAPTER IX
● Gane and Sarson JOB DESIGN: JOB ENLARGEMENT
One main difference in their symbols is that Job enlargement is a job design technique
Yourdon-Coad and Yourdon- DeMarco use wherein there is an increase in the number of
circles for processes, while Gane and tasks associated with a certain job.
Sarson use rectangles with rounded corners,
sometimes called lozenges.
The increase in scope is quantitative in Hulin and Blood (1968) define job
nature and not qualitative and at the same enlargement as the process of allowing
level. individual workers to determine their own
pace (within limits), to serve as their own
Job enlargement is a horizontal restructuring inspectors by giving them responsibility for
method that aims at increase in the workforce quality control, to repair their own mistakes,
flexibility and at the same time reducing to be responsible for their own machine
monotony that may creep up over a period of set-up and repair, and to attain choice of
time. method.
It is also known as horizontal loading in that Frederick Herzberg referred to the addition of
the responsibilities increase at the same level interrelated tasks as 'horizontal job loading"
and not vertically.
Job enlargement requires appropriate training ADVANTAGES OF DISADVANTAGES OF

JOB ENLARGEMENT JOB ENLARGEMENT
especially on time and people management.
Task related training is not required much
Variety of skills Increases work
since the person is already aware of the
Improves earning burden
same or doing it for some time.
capacities Increasing
Wide range of frustration of the
Job enlargement means increasing the scope
activities employees
of a job through extending the range of its job
Problem with union
duties and responsibilities generally within
members
the same level and periphery.
It is also called the horizontal expansion of Difference Between Job Enlargement and
job activities. This contradicts the principles Job Enrichment
of specialization and the division of labor
whereby work is divided into small units, each Job enrichment means improvement, or an
of which is performed repetitively by an increase with the help of upgrading and
individual worker and the responsibilities are development
always clear.
Job enlargement means to add more duties,
BENEFITS OF JOB ENLARGEMENT and an increased workload.
● Reduced monotony By job enrichment, an employee finds

● Increased work flexibility satisfaction in respect to their position and
● No skills training required personal growth potential, whereas job
enlargement refers to having additional
Job Creep duties and responsibilities in a current job
The continual enlargement of a job over time description.
which can lead to an unmanageable
workload.
CHAPTER X
HERZBERG’S 7 PRINCIPLES TO REVIEW
JOB DESIGN: JOB ENRICHMENT
Job enrichment 1. Removing some controls while retaining

A fundamental part of attracting, motivating, accountability
and retaining talented people, particularly 2. Increasing the accountability of individuals
where work is repetitive or boring for own work
3. Giving a person a complete, natural unit of
A "vertical" enlargement of job duties, work
providing the employee with tasks and 4. Granting additional authority to employees in
responsibilities normally done by a senior their activity
5. Making periodic reports directly available to
employee or supervisor, and usually comes
the workers themselves rather than to
with more freedom and control over the
supervisors
planning, execution, and evaluation of job
6. Introducing new and more difficult tasks not
tasks.
previously handled
7. Assigning individuals specific or specialized
Job enrichment involves enriching, planning, tasks; enabling them to become experts
organizing, executing and evaluating jobs. (Herzberg, 1968)
PROCESS OF JOB ENRICHMENT ADVANTAGES OF DISADVANTAGES OF

JOB ENRICHMENT JOB ENRICHMENT
1. Combining Tasks
Learn new skills Lack of training
2. Creating Natural Work Units
3. Establishing Relationships Reduce boredom Increase workload
4. Expanding Job Vertically
5. Opening Feedback Channels Receive recognition Conflict with
non-participant
PRINCIPLES OF JOB ENRICHMENT
Employee Poor performance
motivation
Vertical job loading is the terminology used
by Herzberg to describe his principles for
enriching positions and giving employees CHARACTERISTICS OF ENRICHED JOB
more challenging work. It is intended to [Herzberg]
contrast with 'job enlargement,' a.k.a.
'horizontal job loading, which often involves 1. Direct feed back
giving employees more work without 2. Client relationships
3. New learning
changing the challenge level.
4. Scheduling own work
5. Unique experience
6. Control over resources
7. Direct communication authority
8. Personal accountability
This theory of wages holds that wages,

hours, and working conditions are determined
by the relative bargaining strength of the
COMPENSATION AND BENEFITS parties to the agreement.
This theory is appealing to labor

Defined-contribution plan organizations, as it provides an effective
plan's retirement payments are dependent on reason for the existence of unions; the
investment returns bargaining strength of a union is much
greater than that of individuals.
Defined-Benefit Plan
A pension plan where the employer's
contributions are based on how much money
will be needed in the fund when each plan
participant retires
plan's retirement payments are
determined by the employer and specifies 5. Marginal Productivity Theory
what you will receive at retirement age This theory is the idea that a company would
be willing to pay a worker only what they can
THEORIES OF WAGES contribute to the company’s value
1. Classical Wage Theory Marginal productivity theory claims that it

This theory is based on the fundamental makes no economic sense to pay for the
concept that labor is a commodity and we work of an employee if the cost exceeds the
have to pay the price according to supply and share of income that they bring in.
demand
6. Labor Theory of Value
2. Just Wage Theory The labor theory of value (LTV) states that
According to this theory, the workers’ cost of the value of economic goods derives from the
living should be considered first in the cost of amount of labor necessary to produce them.
production. This theory is the basis in the -Investopedia
implementation of the minimum wage laws
7. Standard of Living Theory
3. Wage Fund Theory A theory that means wages should be based
This theory holds the idea that the working on the cost of living. An increase to economic
capital of the nation provides a fund from growth would effect to increase inn wages
which wages can be paid
WAGE AND SALARY SURVEY
[Wages increase only with an increase in
capital or a decrease in the number of
workers. @britannica] procedure in conducting wage & salary
survey
4. Bargaining Theory 1. Defining the Labour Market
2. List of key job positions
3. Detailed Description of Jobs government-mandated benefits and other

4. Collection of Salary data company-initiated benefits on top of a
5. Compilation of Salary data worker’s basic pay
6. Results of Survey
note: These benefits can be provided in
Eye inspection monetary or non-monetary form
This technique is the least and reliable as
this does not require computation
Least Squares
uses the statistical formula
Second Degree Curve

uses the statistical formula
BASIC COMPONENTS OF
COMPENSATION PROGRAM 8 COMPONENTS OF EFFECTIVE
COMPENSATION PLAN
Base Pay
Refers to the cash that an employer pays for 1. Statement of overall objectives
the work performed 2. Relative importance of compensation
3. Performance measure
note: base pay can be computed by hourly, 4. Competitive reference points
daily-paid or monthly 5. Internal equity and consistency
6. Communication and involvement of
Wages employees
Hourly rate of pay regulated by the Dept. of 7. Competitive positioning
Labor and Employment (DOLE) together with 8. Governance
the National Wages and Productivity
Commission (NWPC) Pay Model
Are used to device new methods in the
note: These are the minimium wage earners payment structure within the organization
Salary
this is usually paid to managers and ESSENTIALS OF SOUND WAGE AND
SALARY ADMINISTRATION
professionals, calculated annually or monthly
and usually fixed amount regardless of the
time rendered 1. Rational Job Analysis
2. Proper Job Evaluation
Benefits 3. In Depth Knowledge about
Includes paid time off, health insurance, Organization & Market Factors
profit sharing, company cars, leave benefits,
4. Clarity of Objectives on Purpose of

Salary Administration ● Develop employee performance on a
presently held job.
● Changes in specific, identifiable
METHODS OF WAGE PAYMENT knowledge, skills, or behaviors for use
1. By time worked in their current jobs.
2. By the amount of work produced ● A learning experience, planned
organizational activity, and designed
Compensation Structure in the Philippines in response to identified needs.
➔ Basic Pay
➔ Overtime Pay
TRAINING CATEGORIES
➔ Regular Holiday Pay
➔ Premium Pay
➔ Special Holiday Pay ● Required and Regular Training
➔ Night Shift Differential Pay ● Job/Technical Training
➔ Night Differential OT Pay ● Developmental and Career Training
● Interpersonal and Problem-solving
TRAINING & DEVELOPMENT Training
STEPS IN THE
Objectives of Training & Development:
STEPS IN THE TRAINING PROCESS
● Health and Safety
● Equality and Diversity
● Staff Management 1. Training Needs Analysis
● Soft Skills ➔ This requires data collection in order
to justify the investment for training.
Training ➔ Identify WHO needs training and what
Short-term, specific, task-oriented, and aims KIND of training is needed.
at improving current job performance.
2. Training Design
[Imparting skills for an immediate need] ➔ This relies on the training objectives.
➔ Effective training designs reflect on
Development the learners, instructional strategies,
Long-term, broad, growth-oriented, and aims and how best to transfer the training
at preparing employees for future roles and from class to workplace.
personal growth.
3. Training Delivery
[Long term personal development growth] ➔ A great training plan can be upset by
a poor implementation.
➔ Rely on the training delivery method
THE NATURE OF TRAINING and the choice of trainer.
4. Training Evaluation important basis for its successful execution.

Determination of the effectiveness of the Which factor should you prioritize to ensure
Training Program. Addresses how one the training program’s effectiveness?
determines whether the goals or objectives
were met and what impact the training had on A. Clear Objectives
the actual performance on the job. B. Engaging Content
C. Qualified Trainers
D. Follow-Up and Support
Training is the most important cost for
most employers.
ASSESSMENT 3. Your company is introducing a new

process for managing customer feedback,
1. Your company is planning to implement a and you need to train your customer service
new software system that will be used by all team to effectively adopt this process. To
employees across various departments. To ensure the training is delivered effectively
ensure a smooth transition and effective use and results in the desired behavioral
of the new system, you need to design a changes, which approach should you
training program that addresses the specific prioritize?
needs and skill levels of your employees.
Which method would be most effective in A. Interactive Training Sessions
gathering information about the current skill B. Pre-Training Assessments
levels and training needs of your employees? C. Real-World Examples
D. Post-Training Evaluation
A. Observation
B. Survey 4. After implementing a new training program
C. Interview aimed at improving project management
D. HR Records skills among your team, you notice that
project deadlines are still being missed and
2. Your company is rolling out a team members seem unclear about their
comprehensive customer service training roles. When reviewing the training evaluation
program to improve the quality of interactions process, you realize a key step was missed,
between your support team and clients. To which likely contributed to these issues.
ensure the training program is effectively Which mistake most likely led to the
implemented and achieves its intended ineffective training outcome?
outcomes, you need to determine the most
A. Lack of Pre-Training Assessments

B. Insufficient Trainer Feedback
C. No Post-Training Follow-Up
D. Ignoring Participant Feedback
RECRUITMENT & SELECTION Management Consultants

They maintain a data bank of persons with
Recruitment different qualifications and skills and even
Means search of the prospective employee to advertise the jobs on behalf of their clients to
suit the job requirements as represented by recruit the right type of personnel.
job specification- a technique of job analysis.
It is the first stage in selection, which makes Educational Institutions/Campus Recruitment
the vacancies known to a large number of Big organizations maintain a close liaison
people and the opportunities that the with the universities, vocational institutes and
organization offers. In response to this management institutes for recruitment to
knowledge, potential applicants would write various jobs
to the organization. The process of attracting
people to apply in called recruitment Recommendation
Applicants introduced by friends and relatives
Internal Sources may prove to be a good source of
Refers to the recruitment from within the recruitment.
company. The various internal sources are
promotion; transfer, past employees and Labor Contractors
internal advertisements. Workers are recruited through labor
contractors who are employees of the
External Sources organization.
Refers to the practice of getting suitable
persons from outside Telecasting
The detailed requirements of the job and the
Casual Caller or Unsolicited Applications qualities required to do it are publicized along
Can be claimed when the organizations, with the profile of the organization where
which are regarded as good employers, draw vacancy exists. The use of T.V. as a source of
a steady stream of unsolicited applications in recruitment is less as compared to other
their offices sources.
Media Advertisement Interview

When advertisement in newspapers or trade Is an oral examination of candidates for
and professional journals is generally used employment. No selection process is
when qualified and experienced personnel complete without one or more interviews.
are not available from other sources Interview is the most common and core
method of both obtaining information from
Employment Agencies job-seekers, and decision-making on their
Employment exchanges run by the suitability or otherwise.
Government are regarded as a good source
of recruitment for unskilled, semi-skilled and
skilled operative jobs.
EFFECTIVENESS OF INTERVIEW AS A EXAMPLES OF DIFFERENT STAGES IN A

SCREENING DEVICE CAN BE IMPROVED MULTISTAGE SELECTION STRATEGY
BY TAKING CARE OF CERTAIN ASPECTS
LIKE THE FOLLOWING
Multistage Selection Strategy
This combines a number of assessment tools
● The interview should be based on a as part of the process. The human resources
checklist of what to look for in a candidate. department is responsible for validating each
Such a checklist could be based on proper assessment tool and ensuring that it is
job analysis. Each critical attribute which the legitimately related to the requirements of the
interview seeks to evaluate may be assigned open position.
specific weights.
● It is desirable to prepare a specific set of a. Personality tests
guidelines for the interview. b. Skills tests
● The interviewers need to train to evaluate c. Interview and sample work
performance in the interview objectively. Also, performance
all interviewers need to develop common
understanding about the criteria measures, This strategy is paired with either a
their purposes and weights. conjunctive or compensatory strategy.
● The interviewers may use past behavior to
predict future behaviors and obtain additional Compensatory Selection Strategy
information to attempt such linkages more This method administers all assessment tools
meaningfully. to applicants at the same time, or at least all
● There should be proper coordination of them are administered before a candidate
between the initial and succeeding is eliminated or selected
interviews.
● The interview (even stress interview) Reference
should be conducted in a related physical Check As a selecting official, you are
setting. responsible for conducting reference checks
prior to making a final selection. Checking
references before making a final decision can
Screening save time, money, and effort, since it reduces
Is the process of choosing a qualified person the likelihood of making an inappropriate
for specific role who can successfully deliver selection. Some applicants provide false or
valuable contributions to the organization. exaggerated information. Prepare a reference
check form in advance and write notes on it
while completing a reference check.
Human Resource Management (HRM) concerned with the obtaining of the proper
A relatively new approach to managing kind and number of personnel necessary to
people in any organization. accomplish organizational goals.
Development of Personnel
this has to do with the increasing skills of the
4 MAIN ACTIVITIES OF HRM employees necessary for proper job
performance through training.
1. Acquisition
2. Development Compensation to Personnel
3. Motivation determination of adequate and equitable
4. Maintenance of Human Resources remuneration of personnel for their
contribution to organization's objectives.
Directing
concerned with initiation of organized action Maintaining Good Industrial Relation
and stimulating the people to work. The intended to reduce strife, promote industrial
personnel manager directs the activities of peace, provide fair deal to workers and
people of the organization to get its function establish industrial democracy.
performed properly.
Record Keeping
Organizing personnel manager collects and maintains
organizing the operative functions by information concerned with the staff of the
designing structure of relationship among organization
jobs, personnel and physical factors.
Human Resource Planning
Personnel manager performs can be defined as the process of determining
(a) preparation of task force manpower requirements and the means for
(b) allocation of work to individuals meeting those requirements in order to carry
(c) integration of the efforts of the task force, out the integrated plan of the organization
(d) coordination of work of individuals with
that of the department. Forecasting
projecting future manpower requirements
Controlling
provides basic data for establishing
standards, makes job analysis and
STEPS IN HR PLANNING
performance appraisal.
Analysis of Organizational Plans and

Objectives
Human resource planning is a part of the
overall plan of an organization. Plans
concerning technology, production,
Procurement of Personnel marketing, finance, expansion and
diversification give an idea about the volume terms of knowledge, skills and aptitudes.
of future work activity. Each plan can further Employees deficient in qualifications can be
be analyzed into sub-plans and detailed trained whereas employees with higher skills
programs. It is also necessary to decide the may be given more enriched jobs.
time horizon for which human resource plans
are to be prepared. The future organization Matching Demand and Supply
structure and job design should be made It is one of the objectives of human resource
clear and changes in the organization planning to assess the demand for and
structure should be examined so as to supply of human resources and match both
anticipate its manpower requirements to know shortages and surpluses on both the
side in kind and in number. This will enable
the human resource department to know
about overstaffing or understaffing.
Forecasting Demand for Human HR Information System

Resources HRIS is a system that maintains, collect, and
Human resource planning starts with the analyzes data relating to human resources of
estimation of the number and type of the organization. HRIS includes the
personnel required at different levels and in information relating to employees, their
different departments. abilities, qualifications, potentialities, creative
instincts, age, pay scales, various jobs in the
Forecasting Supply of Human Resources organization, their required skills and
to deal with allocation of persons to different qualifications to do them, the number of
departments depending upon the work-load employees and executives manning various
and requirements of the departments. While positions, organizational objectives, policies
allocating manpower to different and procedures, etc.
departments, care has to be taken to
consider appointments based on promotions
and transfers. Allocation of human resources
should be so planned that available
manpower is put to full use to ensure smooth PERFORMANCE MANAGEMENT &
functioning of all departments. APPRAISAL
Estimating Manpower Gaps

Net human resource requirements or Performance Management
manpower gaps can be identified by A holistic and ongoing process that focuses
comparing demand and supply forecasts. on improving overall organizational
Such a comparison will reveal either deficit or performance through effective management
surplus of human resources in future. Deficits of individual and team performance
suggest the number of persons to be
recruited from outside whereas surplus
implies redundant to be redeployed or
terminated. Similarly, gaps may occur in
COMPONENTS OF PERFORMANCE 7. Documentation

MANAGEMENT
Maintaining records of performance-related
discussions, goals, achievements, and areas
1. Goal Setting for improvement to support decision-making
● Establishing clear and specific and future performance assessment
performance objectives and targets
that align with the organization’s goals Performance Appraisal
and mission A specific component of the performance
● These goal should be measurable management process. It typically refers to the
and attainable formal evaluation of an employee’s
performance over a specific period, often
2. Performance Monitoring annually or semi-annually.
● Continuously tracking and measuring
employee performance against the
established goals and expectations
COMPONENTS OF PERFORMANCE
● This often involves regular check-ins,
APPRAISAL
feedback, and performance reviews
3. Feedback and Coaching 1. Evaluation Criteria

● Providing employees with constructive Defining the criteria and metrics against
feedback on their performance, which an employee’s performance will be
identifying areas for improvement, assessed. These criteria often include
and offering guidance and support to job-specific skills, competencies, and
help them succeed behaviors.
4. Development and Training 2. Data Collection

Offering opportunities for skill development Gathering information about an employee’s
and training to enhance employee performance, which may include self
capabilities and address performance gaps assessments, peer reviews, customer
feedback, and manager assessment.
5. Recognition and Rewards
Acknowledging and rewarding exceptional 3. Performance Ratings
performance to motivate employees and Assigning score or ratings to different aspects
reinforce desired behaviors of the employee’s performance based on the
established criteria
6. Performance Improvement Plan
When employees are not meeting 4. Feedback Sessions
performance expectations, a formal Conduction a formal performance review
performance improvement plan (PIP) may be meeting where the employee and manager
created to outline specific steps and timelines discuss the results of the appraisal, provide
for improvement. feedback, and set goals for the future.
5. Documentation opportunities, organization can enhance

Recording the outcomes of the appraisal, employee skills, which benefits both the
including ratings, comments, and individual and the company
agreed-upon development plans.
5. Motivation and Engagement
● Recognition and rewards for
outstanding performance can
IMPORTANCE OF PERFORMANCE motivate employees to perform at
MANAGEMENT & APPRAISAL
their best
● Employees who feel appreciated are
more likely to be engaged and
1. Enhancing Employee Performance committed to their work
Performance management and appraisal
provide a structure framework for employees 6. Identification of High Performers
to understand their roles and responsibilities, ● Performance appraisals help
set clear goals, and receive feedback on their organizations identify high-performing
performance. employees who can be considered
This process helps employees improve their for promotions, leadership roles, or
skills and competencies, leading to increased special projects
productivity and efficiency ● This aids in succession planning and
talent management
2. Goal Alignment
These processes ensure that individual and 7. Accountability
team goal are aligned with the organization’s Performance management holds employees
strategic objectives accountable for their performance and results
This alignment helps in achieving When expectations are clearly defined,
organizational goals by ensuring that employees are more likely to take ownership
everyone is working towards the same of their works and strive to meet exceed
outcomes goals.
3. Feedback and Communication 8. Legal and Ethical Compliance

Regular performance discussions and ● In some industries and regions,
appraisals facilitate open communication performance management and
between employees and their managers. appraisals can be important for legal
Constructive feedback allows employees to and ethical compliance.
understand their strength and weaknesses ● They provide a record of
and make necessary improvements performance-related decisions, which
can be crucial in case of disputes or
4. Employee Development legal issues
Performance management emphasizes
employee development and growth. 9. Improving Team Dynamics
By identifyingareas for improvement and ● Performance management also
offering training and development extends to team performance.
● By assessing how well teams work

together and identifying areas of
improvement, organizations can
enhance overall team dynamics and
collaboration
10. Decision Making

● Performance appraisals play a role in
various HR decisions, including salary
adjustments, promotions, transfers,
and terminations.
● Having a documented performance
history aids in making fair and
informed decisions.
11. Data For Strategic Planning

● Performance management and
appraisals data can be valuable for
strategic planning and
decision–making at the organizational
level.
● It helps leaders identify trends, gaps
in skills, and areas where additional
resources or training may be needed.
12. Employee Satisfaction

● When done effectively, performance
management and appraisal processes
can contribute to overall employee
satisfaction
● Employees appreciate clear
expectations, regular feedback, and
opportunities for growth, which can
enhance their job satisfaction and
reduce turnover
Per

Qualifying Exam Reviewer 2024

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Qualifying Exam Reviewer 2024

Uploaded by

Copyright:

Available Formats

QUALIFYING EXAM 2024 FOR INCOMING 2ND YEAR

BSBA Maj. in Human Resource Management

Job Analysis and Design

Job JOB ANALYSIS INFORMATION

Human Requirements 1. Environmental

c. Task identity Job Analysis is used for classifying both

2. Communicate Responsibilities, 8. Fit Into Their Goals.

The expected result, product, or CHAPTER III

In most companies, it's necessary to Another task in the identification phase is to

6. Show the Budget Structured interviews follow a systematic

Observation MOST IMPORTANT CONDITIONS

● Dividing and distributing the general

Requirements - Knowledge, Skills, and

Role and Responsibility Charting

Environment - Have a significant impact on THE RESPONSIBILITY CHARTING

Tools and Equipment - Some duties and Role Expectation

Relationships - Supervision given and Role Behavior

Diagnosing the Need Suggested Activities after Gathering Job

ROLES AND RESPONSIBILITIES

INFORM "I" (Keep in the Picture) -

Job Duties APPEALS

The Performance Standards Section GUIDELINES FOR REVIEWING/WRITING

● Describe jobs as they exist now, not

These should be completed by the ● Avoid abbreviations and acronyms.

REVIEW DRAFTS WITH MANAGERS

WAYS TO SUPPLEMENT THE RESISTANCE TO CHANGE

CHAPTER VI: MAINTAINING AND

KEY REASONS WHY MAINTAINING

Managing organizational change is the

It is a pre-planned approach with an objective

● Reducing Monotony of the Jobs #3 "Job rotation is hard to manage."

Fact: Effective design is one of the most

Select Method for Rotation Analysis

Exertion Index (EI)

Step 7: Follow-up Evaluation

The objective is to provide a consistent and OBJECTIVES OF JOB ROTATION

A four- dimensional structure and that clearly 6 STEPS IN JOB SIMPLIFICATION

Job simplification builds teamwork by using

DELAY or TEMPORARY STORAGE:

2. Process: any process that changes the

Job enlargement requires appropriate training ADVANTAGES OF DISADVANTAGES OF

● Reduced monotony By job enrichment, an employee finds

Job enrichment 1. Removing some controls while retaining

PROCESS OF JOB ENRICHMENT ADVANTAGES OF DISADVANTAGES OF

This theory of wages holds that wages,

This theory is appealing to labor

1. Classical Wage Theory Marginal productivity theory claims that it

3. Detailed Description of Jobs government-mandated benefits and other

Second Degree Curve

4. Clarity of Objectives on Purpose of

4. Training Evaluation important basis for its successful execution.

ASSESSMENT 3. Your company is introducing a new

A. Lack of Pre-Training Assessments

RECRUITMENT & SELECTION Management Consultants

Media Advertisement Interview

EFFECTIVENESS OF INTERVIEW AS A EXAMPLES OF DIFFERENT STAGES IN A

Analysis of Organizational Plans and

Forecasting Demand for Human HR Information System

Estimating Manpower Gaps

COMPONENTS OF PERFORMANCE 7. Documentation

3. Feedback and Coaching 1. Evaluation Criteria

4. Development and Training 2. Data Collection

5. Documentation opportunities, organization can enhance

3. Feedback and Communication 8. Legal and Ethical Compliance