Average Reviews:
(More customer reviews)A colleague, Tom Stetz, gave me an extra copy of this book ten years ago when it first came out. It was useful then and has continued to be a helpful resource through the years. I recommend picking up a copy if you conduct job analyses in large organizations--or even in large chaotic groups of people, like Federal agencies, that may seem insufficiently structured to qualify as "organizations."
Jeffery Schippmann acknowledges the roots of job analysis in our industrial past and shows how this has lead to a "mass production" mentality in describing jobs. He argues that "Strategic Job Modeling" (SJM) is a necessary evolution for organizations that take a strategic, future-oriented view of the work that will be required of their employees. SJM is less bound by description of existing jobs and more focused on creating new models for jobs under conditions of changing workplace demand.
Shippmann defines the basic concepts of SJM, and then lays out the framework for gathering data using this approach. The first steps involve understanding the organization's strategic plans and the various HR functions that job modeling data will serve. Job modelers must then understand the target population that will be performing newly designed jobs and the existing sources of information about their skills and future jobs. Having thoroughly discussed the organizational context, the author then presents more-or-less standard methods for gathering and analyzing information about the tasks workers perform. This information is well-organized and readable. It is useful to readers conducting traditional job analysis as well as anyone venturing into SJM.
The book closes with enthusiastic predictions about the future of SJM--and two very useful appendices full of sample job models and overviews of common statistical techniques. They are helpful to anyone planning a job analysis. This book presents a good overview of the job modeling process and each chapter is well-referenced to aid further reading.
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(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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