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9.

0 Coursework
9.1 Explain carefully seven human resource management programs that
require some type of information that is gleaned from job analysis.

Job analysis is such an important activity to HR managers that is has been called the
building block of everything that a personnel does. This statement refers to the fact that
almost every human resource management program requires some type of information that is
gleaned from job analysis: selection, performance appraisal, training and development, job
evaluation, career planning, work redesign, and human resource planning.

Work Redesign. As previously discussed, job analysis and job design are
interrelated. Often a firm will seek to redesign work to make it more efficient or effective.
To redesign the work, detailed information about the existing job(s) must be available. In
addition, redesigning a job will, in fact, be similar to analyzing a job that does not yet exist.

Human Resource Planning. In human resource planning, planners analyze an


organizations human resource needs in a dynamic environment and develop activities that
enable a firm to adapt to change. This planning process requires accurate information about
the levels of skill required in various jobs to ensure that enough individuals are available in
the organization to meet the human resource needs of the strategies plan.
Selection. Human resource selection identifies the most qualified applicants for
employment. To identify which applicants are most qualified, it is first necessary to
determine the tasks that will be performed by the individual hired and the knowledge, skills,

and abilities the individual must have to perform the job effectively. This information is
gained through job analysis.

Training. Almost every employee hired by an organization will require training.


Some training programs may be more extensive than others, but all require the trainer to
have identified the tasks performed in the job to ensure that the training will prepare
individuals to perform their jobs effectively.

Performance Appraisal. Performance appraisal deals with getting information about


how well each employee is performing in order to reward those who are effective, improve
the performance of those who are ineffective, or provide a written justification for why the
poor performer should be disciplined. Through job analysis, the organization can identify the
behavior and results that distinguish effective performance from ineffective performance.

Career Planning. Career planning entails matching an individuals skills and


aspirations with opportunities that are or may become available in the organization. This
matching process requires that those in charge of career planning know the skill
requirements of the various jobs. This allows them to guide individuals into jobs in which
they will succeed and be satisfied.

Job Evaluation. The process of job evaluation involves assessing the relative dollar
value of each job to the organization to set up internally equitable pay structures. If pay
structures are not equitable, employees will be dissatisfied and quit, or they will not see the

benefits of striving for promotions. To put dollar values on jobs, it is necessary to get
information about differences jobs to determine which jobs deserve higher pay than others.

9.2 Please describe the comparison of discrimination theories.

TYPES

OF DISPARATE

DISPARATE

REASONABLE

DISCRIMINATION

TREATMENT

IMPACT

ACCOMMODATION

Show intent?

Yes

No

Yes

Prima facie case

Individual is member Statistical disparity in Individual has a belief


of a protected group, the

effects

of

was qualified for the facially

a or disability, provided

neutral the

employer

with

job, and was turned employment practice

notice(request

to

down for the job

accommodate),

remained open

was adversely affected

and

by a failure to be
accommodated
Employers

Produce a legitimate, Prove

defense

nondiscriminatory
reason

for

that

the Job-relatedness

employment practice business


the bears

manifest undue

and

necessity,
hardship,

or

employment decision /relationship with

direct threat to health

or show bona fide

or safety

occupational

qualification(BFOQ)

Plaintiffs rebuttal

Reason offered was Job performance


merely a pretext for
discrimination

Monetary damages

Compensatory
punitive damages

and Alternative

Compensatory

and

procedures exist that punitive damages (if


meet the employers discrimination
goal without having intentional
disparate

impact employer

Equitable relief

show

(e.g., back pay)

efforts

was
or

failed

good

accommodate)

to
faith
to