Managing Hospitality Human Resources Chapter 2: Job Analysis and Job Design 1.Explain the importance of job analysis and how to analyze jobs in the hospitality

Managing Hospitality Human ResourcesChapter 2: Job Analysis and Job Design

1. Explain the importance of job analysis and how to analyze jobs in the hospitality industry. (slide 1–8)

2. Describe how the results of job analysis are used in job descriptions and job specifications. (slide 9)

3. Explain the function of job design, describe how managers apply techniques of job design, and discuss legal issues related to job analysis and design. (slides 10–14)

Competencies


4. Describe the classifications of employees that make up an organization’s labor force. (slides 15–17)

Competencies (con’t)

5. Explain the importance of a staffing guide and identify the steps involved in developing a staffing guide. (slides 18–24)

6. Apply trend line and moving average techniques to forecast business volume and labor needs. (slides 25–29)


• Job analysis is the process of determining what will be done in a job.

Job Analysis

• The process of job analysis requires managers to do the following:• Select jobs for analysis• Determine what information to collect• Determine how to collect the information• Determine who collects the information• Process the information• Write job descriptions and specifications

Slide 1


• Internal factors that affect the frequency of job analysis include:

Select Jobs for Analysis

• Assigning new duties to a job or individual.• New technology in the workplace.• Hiring new employees.

• External factors that affect the frequency of job analysis include:• Increases/decreases in customer demand.• Seasonality.• New competition.

• How often a job is analyzed depends primarily on the degree of change associated with the position.

Slide 2


Determine What Information to Collect

• Actual work activities• Tools, equipment, and other

necessary work aids• Job context• Personal characteristics• Behavior requirements• Performance standards

Breaking a job down to understand what goes on and how it can be improved requires the following information:

Slide 3


Determine How to Collect the Information

• The observation method is the simplest and cheapest, but may not work because employees typically know they are being watched, which can result in the Hawthorne Effect.

• Performing the job allows the analyst to better understand the skills needed to be successful at it.

• Interviewing employees who do the job is a popular method, but most people tend to overstate the importance of their work/skills and are susceptible to the Heisenberg Effect.

• Questionnaires such as the position analysis questionnaire (PAQ) are often used to evaluate jobs and their relationships to each other.

Slide 4


Determine How to Collect the Information (con’t)

• The critical incident method involves observing and recording actual events that occur at work that, when combined, form a picture of the job’s actual requirements.

• Performance evaluations should be used to give employees feedback and get employee suggestions for improvement, which may relate to personal behavior or job performance.

• Asking employees to keep a diary or daily log of their activities is a cost-effective and comprehensive way to gather information, but can be time-consuming for employees, who might also use the diary to create a bias on the part of their employer.

Slide 5


Determine Who Collects the Information

• Outside professionals can often be more objective about the position being analyzed, which can be important to showcase when presenting unusual or narrow job specifications to the EEOC; however, outside consultants may be unfamiliar with the job requirements.

• Current supervisors or employees have the most insight into the job, but the opportunity for bias increases; using former supervisors may allow the company to avoid personal or job-related bias.

• Teams comprising employees who work in the position under analysis and supervisors often provide the best overall view of the position.

Slide 6


Process the Information

• The goal of information processing is to identify data that will be most useful in defining and describing the work and how to do the job.

• The process of identifying topics and arranging information found in collected data is one of the most effective methods of processing data.

Slide 7


Write Job Descriptions and Specifications

• Job descriptions summarize the duties, responsibilities, working conditions, activities of a specific job, and qualifications of the prospective employee, and are generally used for the following:

• Job description content usually includes job identification data, job summary, job duties, job environment, job specifications, minimum qualifications, and the date the job description was last revised.

• Recruiting• Selection

• Training

• Orientation

• Employee evaluations• Promotions and transfers

Slide 8


Job Design

Poorly designed jobs can lead to unnecessary stress and low job satisfaction. Five techniques are commonly used in job redesign:

1. Job simplification2. Job enlargement3. Job enrichment4. Job rotation5. Team building

Slide 9


Job Simplification

• Sometimes called time and motion analysis. • Involves breaking down jobs into their smallest components and

assessing how work is done in each.• Useful when the skills required to perform the tasks are not

extensive and/or do not require a great deal of managerial involvement.

Slide 10


Job Enlargement

• Sometimes called horizontal job expansion. • Is the process of broadening jobs by adding tasks involving

similar skills and abilities together.• Can help to motivate employees who perceive increased

responsibility as a step toward advancing their careers.

Slide 11


Job Enrichment

• Sometimes called vertical job expansion. • Involves responsibilities being added to an employee’s job that

are not extremely similar to the tasks the employee performs.• Differs from job enlargement in that it does not typically give

the employee additional levels of responsibility, but just requires him or her to perform additional tasks.

Slide 12


Job Rotation

• Occurs when an employee responsible for certain tasks performs them only for a specific period before being rotated to another position with different job responsibilities.

• Often used to alleviate some of the boredom employees face when performing the same job repeatedly.

• Requires that employees be cross-trained in several different jobs.

Slide 13


Team Building

• Views employees as members of work groups rather than as individuals.

• Directs goals and rewards toward team efforts rather than toward individual efforts.

• Encourages employees to work well together and to assist one another.

• Often requires several training sessions to get started and can sometimes lead to counterproductive competition among groups.

Slide 14


Legal Issues

• To prevent intentional discrimination, managers should be aware of the issues addressed in Title VII of the Civil Rights Act of 1964, especially the concept of bona fide occupational qualifications (BFQQ).

• Under the Americans with Disabilities Act (ADA), people with disabilities are considered qualified for a job if they can perform the essential functions of the job with or without reasonable accommodations; this requires firms to consider the essential functions of each job.

• The Occupational Safety and Health Act requires that job descriptions explain any dangerous, unsatisfactory, or distasteful aspects of the job.

• The U.S. Department of Labor oversees wages, discrimination, and working conditions, among other employment issues.

Slide 15


Classification of Employees

Various issues must be considered when deciding what type of employee best fits the organization’s needs, including:• What size is the organization?• What is the corporate culture of the organization?• What type of image does the organization wish to project?• What is the labor market like?

Slide 16


Permanent vs. Alternative Employees

• Permanent employees work at least 30–40 hours per week, are on the regular company payroll, and often receive benefits.

• Alternative employees comprise:• Temporary employees, who are not actually employed by the

organization but work only for a designated time period..• Part-time employees, who generally work 20 hours or less per

week but do not receive benefits or work regular shifts.• Outsourced employees, who work for a separate entity that the

company pays for the services the outsourced employees provide.

Slide 17


Staffing Guide Terminology

• Productivity: The amount of work output by an employee during a specific period of time.

• Productivity standards: The criteria that define the acceptable quantity of work to be completed by employees.

• Performance standards: The criteria that establish the required levels of quality in the work performed.

• Labor forecasting: Any method used to anticipate the amount of work required in a specified period of time.

• Fixed labor expenses: Costs associated with the minimum number of employees required to operate a business.

• Variable labor expenses: Costs that vary according to business.

Slide 18


Staffing Guide Steps

• Staffing guides are scheduling and control tools that enable management to determine the number of labor hours and employees required to operate smoothly.

• The development of staffing guides involves the following steps:• Set productivity standards• Determine the total anticipated sales and guest count• Determine the number of employees required• Determine the total labor hours• Estimate the labor expense

Slide 19


Set Productivity Standards

• If productivity standards have not yet been established, the manager can do so by creating and evaluating a historical profile of labor acquired over a period of time.

• The first step in determining these standards is to complete a productivity needs assessment form.

• The manager should use the data from the productivity needs assessment form to establish productivity standards for each position in the operation.

• The final step is to compare the estimated needs to actual labor hours worked.

Slide 20


Determine the Total Anticipated Sales and Guest Volume

• To make accurate labor use predictions, managers must anticipate business volume for each day of an upcoming period using previous sales data for similar periods.

• If a manager maintains records of the sales for each previous meal period, he or she can determine the number of guests that the restaurant will serve by dividing the sales volume by the average per-person guest check.

• While this method is acceptable in many circumstances, more complex forecasting methods can better predict business volume.

Slide 21


Determine the Number of Employees Required

• After forecasting potential sales, a manager must use productivity standards to determine how many employees are required to serve the estimated number of customers.

• Factors such as variation from hour to hour in demand, employee availability, and labor laws can cause overlaps or gaps in the actual number of employees scheduled compared to the desired number.

Slide 22


Determine the Total Labor Hours

Total labor hours can be determined by multiplying the number of hours each server is scheduled by the number of servers scheduled.

Slide 23


Estimate the Labor Expense

• Labor expense can be determined by multiplying the average wage paid to each server by the total number of labor hours scheduled.

• Many computer programs can automatically calculate the anticipated labor hours and labor costs with minimal use effort.

Slide 24


Forecasting Sales Volume

• Most hospitality organizations develop monthly, ten-day, and three-day forecasts of business volume.

• Monthly forecasts are typically developed first, which are revised for ten-day and three-day periods.

Slide 25


Trend Line Forecasting

• Trend line forecasting involves graphing sales from similar periods and fitting a line to the average sales projected for past periods.

• Fitting a line is similar to connecting dots, although the objective is to establish a straight line through the dots rather than a jagged one from dot to dot.

• Statistically, the “fitted line” is created by determining the midpoint between jagged points.

• Trend line forecasting does not account for any unusual events that may have taken place during a given period, but moving average forecasting helps avoid this problem.

Slide 26


Moving Average Forecasting

• Moving average forecasting “smooths out” the data collected from a specific time period.

• This method is known as a “moving” average since it involves continually adding new results and dropping the oldest week off the model.

Moving average =Activity in previous n periods

nwhere n is the number of periods in the moving average.

Slide 27


Seasonality

• Seasonality needs to be taken into consideration when forecasting anticipated business.

• The simplest method of anticipating seasonal business variations is to use historical data from similar seasonal periods.

• Seasonality forecasts can also be used to prepare weekly business volume estimates.

Slide 28


Other Methods of Forecasting

• Business levels determine personnel levels. • Yield management, for example, attempts to manage the supply of

rooms in a hotel over time by lowering and raising rates to maximize revenue.

Slide 29

Documents

Managing Hospitality Human Resources Chapter 2: Job Analysis and Job Design 1.Explain the importance of job analysis and how to analyze jobs in the hospitality