KALİTE YÖNETİMİ

tep 3: Select representative positions: The supervisor generally selects a sample of positions to center. For example, to analyze an assembler’s job, it is usually unnecessary to examine the jobs of all the firm’s assembly workers; instead, a sample of 10 jobs will do.

The job description is a document that provides information about the essential tasks, duties, responsibilities, types of equipment or tools used, and working conditions of the job. Information obtained through job analysis is crucial to the development of job descriptions.

The job design refers to creating balanced jobs in the context of organizational, environmental, technical, and resource demands.

Recruitment is the process of generating a pool of qualified applicants for organizational jobs

Private employment agencies charge employers for providing referrals.

Basic and remedial skills training provides foundation skills that new employees may lack (e.g., MS Excel, foreign language proficiency, and core mathematics).

Informal learning refers to performing employees’ jobs while interacting every day with their colleagues.

Critical incident method contains keeping a record of uncommonly good or undesirable examples of an employee’s work-related behavior and reviewing it with the employee at predetermined times.

In merit rating, the employee’s performance is assessed subjectively by herself and by her supervisor according to agreed criteria. The payment is usually a deferred bonus or increase in wage level.

The cross-functional team is the work team composed of individuals from various specialties.

There are six steps in doing a job analysis of a job, as follows (Dessler, 2017: 98-100):
Step 1: Decide how to gather information.
Step 2: Review relevant background information about the job.
Step 3: Select representative positions
Step 4: Actually analyze the job
Step 5: Verify the job analysis information with the worker performing the job and with his or her immediate supervisor.

Job enrichment attempts to motivate employees by giving them more authority or independence for organizing their work and solving problems.

Internal recruitment has several advantages. First, there is no substitute for knowing a candidate’s strengths and weaknesses, after working with her for some time. Second, morale and engagement mayrise if employees see promotions as rewards for loyalty and competence. Third, inside candidates should require less orientation and (perhaps) training than outsiders. Finally, some apparent “stars” hired from outside may turn out to have excelled more because of the firm they came from than from their skills.

External recruitment orients to the candidates that are not employed by the organization. There are many sources of external candidates (Noe et al.,
2016: 149-155).
1) Direct applicants and referrals
2) Online recruitment 
3) Advertisements in newspapers and magazines
4) Public employment agencies 
5) Private employment agencies  
6) Executive search firms (headhunters) 
7) Universities and vocational schools

The selection process has the following steps (Mondy & Martocchio, 2016: 157-175):
1) Initial screening
2) Using selection tests
3) Interview

4) Pre-employment screening and background
checks
5) Selection decision
6) Medical examination
7) Notification of candidates

There are four types of training: legally required, basic and remedial skills, job and technical, and soft skills training. Legally required training complies with various mandated legal requirements (e.g., safety compliance, driving skills, and industry-specific requirements), and it is given to all employees upon hire along with periodic refreshers. Basic and remedial skills training provides foundation skills that new employees may lack (e.g., MS Excel, foreign language proficiency, and core mathematics). Job and technical training enables employees to perform their jobs better (e.g., customer service, quality procedures, and product details). Finally, soft skills training improves organizational working relationships (e.g., interpersonal communication, team relationships, and problem-solving) and the organization’s culture.

Vestibule training requires trainees to learn on the actual or simulated equipment but are trained off the job.

The recentness effect occurs when managers rate employees based on their most recent encounter with them or their most current knowledge of their performance.

The most common methods of performance-based pay are as follows (Child, 2015: 194-204):
• Output incentive schemes 
• Merit rating
• Gain sharing 
• Under profit sharing

The cross-functional team is the work team composed of individuals from various specialties.