Why are decisions about job categories and levels so critical to the conduct and

Question

Why are decisions about job categories and levels so critical to the conduct and results of HRP? Within the process of human resource planning (HRP), what part do job categories and levels play? How do they affect the final results? How does the underlying job analysis relate to subsequent planning?

Identify a team-based job situation. What are examples of job-spanning KSAOs required in that situation? In your discussion distinguish between whether you are dealing with an effective (or ineffective) work groups or team. How do job spanning elements relate to effectiveness and outcomes? How would you identify the key KSAOs?

Explanation / Answer

Example: A self-managing work team assembling automobiles

This type of job design assigns complete responsibility for performing all tasks related to the assembly of an automobile to a group of 7-15 individuals. The group itself must determine who will perform which task.

Examples of Job-Spanning KSAOs

1.         Ability to share power and cooperate through joint action

2.         Ability to perform all jobs in the assembly of a car

3.         Knowledge of overall auto assembly process

4.         Interpersonal, conflict resolution, and problem solving skills

5.         Ability to adapt to changes in production methods and technologies

6.         Ability to learn new KSAOs as needed

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