KALİTE YÖNETİMİ

These are the steps in doing a job analysis of a job:

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.

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. They should provide brief statements of what employees are expected to do on the job, how they do it, and the conditions under which the duties are performed.

The employment process should be inclusive, fair, relevant, effective, and efficient. Recruitment is the process of generating a pool of qualified applicants for organizational jobs. Strategic decisions about recruitment consider factors such as assigning responsibility for carrying out recruitment, establishing the employment brand, determining the optimal mix of core and flexible employees, and the type of recruitment.

The main disadvantage of only advertising posts internally is that a limited field of candidates is considered. Over the long term, the organization can thus end up being less well served. It is also important to note that the management of internal recruitment practices is difficult to carry out effectively. Serious problems often occur when internal candidates fail to be selected. Internal candidates tend to enter the selection process with higher expectations of being offered the position than external candidates.

Selection is the process concerned with deciding which applicants or candidates should be appointed to jobs. If employment agencies or executive search firms are used, they will deliver their client a shortlist of candidates for selection. If not, the organization should examine the information supplied by applicants, sort them and draw up a shortlist of applicants to be selected.

On-the-job training (OJT) means having a person learn a job by actually doing it. The most well-known OJT is the coaching method, in which an experienced worker or the trainee’s supervisor trains the employee. The method of special assignments gives lower-level executives firsthand experience in working on actual problems. Job rotation is another OJT technique. Finally, many firms use peer training in which several employees or a team who spend several days per week over several months for analyzing training needs, prepare training materials, and train their colleagues back on the job.

It is crucial to evaluate the training program for effectiveness and efficiency. The traditional evaluation of training is based on four criteria: reactions, learning, behavior, and organizational results.

Organizations can use numerous techniques for performance appraisal, either separately or together. 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.

There are two broad categories of compensation in organizations: flat-time rates and performance-based pay. A flat-time rate is linked to the accomplishment of agreed hours of work. The payment may be made at an hourly “rate,” a weekly “wage,” or a monthly “salary.

Work teams refer to groups whose members work intensely on specific common goals using their positive synergy, individual and mutual accountability, and complementary skills. The most common types of work teams are; Problem-solving teams, The self-managed work team, The cross-functional team and The virtual team.