Strategic Job Modeling: Working at the Core of Integrated Human Resour

Description

(USE FOR PRACTITIONER/BUSINESS PIECES) In an increasingly knowledge-based economy, a company's success hinges on the quality of its people. People set strategy, make decisions, build relationships, and drive change. Businesses possess a powerful advantage if their people do their jobs better and faster than the competition. The need for more sophisticated, integrated, and strategically linked... Read more

(USE FOR PRACTITIONER/BUSINESS PIECES)
In an increasingly knowledge-based economy, a company's success hinges on the quality of its people. People set strategy, make decisions, build relationships, and drive change. Businesses possess a powerful advantage if their people do their jobs better and faster than the competition. The need for more sophisticated, integrated, and strategically linked human resource applications (e.g., selection systems, training programs, and performance management interventions) is recasting the very role of HR. One of the critical tools in the HR professionals' toolkit that has been used to create these applications is job analysis. However, much of today's job analysis practice has failed to keep up with the evolutionary pace.

This book is about a "next generation" job analysis method that involves translating business strategies into work performance and competency requirements, and using this information and data to create an architecture that can be used to support the sophisticated HR applications and enterprise resource planning systems that will be a part of high-performance third millennium organizations. Numerous case studies, applied examples, and project management tips contribute to the practice-oriented design of the book to illustrate a personnel research activity that is essentially an ongoing organizational development intervention.

(USE THIS COPY FOR TEXTBOOK PIECES) The business landscape is changing and becoming more complex. Furthermore, human resources is at the vortex of much of what is changing. The need for more sophisticated, integrated, and strategically linked human resource applications (e.g., selection systems, training programs, and performance management interventions) is recasting the very role of HR. One of the critical tools in the HR professionals' toolkit that has been used to create these applications is job analysis. However, much of today's job analysis practice has failed to keep up with the evolutionary pace.

This book is about a "next generation" job analysis method that involves translating business strategies into work performance and competency requirements, and using this information and data to create an architecture that can be used to support the sophisticated HR applications and enterprise resource planning systems that will be a part of high-performance third millennium organizations. Numerous case studies, applied examples, and project management tips contribute to the practice-oriented design of the book to illustrate a personnel research activity that is essentially an ongoing organizational development intervention.
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Contents: Preface. Part I: The Basics of Strategic Job Modeling. Introduction to Strategic Job Modeling. The Language of Strategic Job Modeling. Part II: The Practice of Strategic Job Modeling. What Is the Organization's Vision and Competitive Strategy? What Applications Are Required to Achieve the Desired Outcomes? Who Is the Target Population? Which Questions Are Asked? How Is the Information Analyzed and Displayed? Part III: The Future of Strategic Job Modeling. Final Comments and Prognostications.

Author(s)

Biography

Jeffery S. Schippmann

Critics' Reviews

"...a research-based approach to strategic human resource management using sound research methods....This book is primarily for academics and consultants. Anyone working with job analyses, competencies, or related terms should examine it. The book is also useful for managers, both line and HR, who are seeking to build links among HR components....it can also be a tool for those who seek to move HR into more strategic, value-added directions."
—Personnel Psychology
"A practical 'how to' book for translating business strategies into models of work performance that provide a platform for integrated HR applications. A welcome advance in the way people think about job analysis."
—William H. Mobley, PhD
President, Global Research Consortia Limited, and former Dean of the College of
"Organizations are now measuring their success in people terms. This represents the greatest opportunity the HR field has ever had, but also the greatest challenge. Schippmann's book provides the foundational building blocks for assisting the HR professional to take advantage of this opportunity."
—Chuck Nielson
Vice President, Texas Instruments and World Wide Human Resource Director (retire
"The pace of change in current and future organizations requires greatly increased flexibility in job and organizational design. Schippmann's book presents concepts of organizational design that move beyond the stilted and static job analysis procedures of the past. Accordingly, this book provides indispensable concepts to anyone who is responsible for designing and molding job and organizational structures for the future."
—Marvin Dunnette, PhD
Personnel Decisions International and Personnel Decisions Research Institute

Strategic Job Modeling Working at the Core of Integrated Human Resources

Description

Table of Contents

Author(s)

Biography

Critics' Reviews

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