¡§Job Analysis¡¨ is the basic constitution of human resource management, and it is also a management activity in an organization. The main purpose is to collect, analyze, and integrate all kinds of information from the job and its correlation. ¡§Job analysis¡¨ also offers objective, sciential, and useful messages in order to organize projects and plans out human resource management and other administrative functions. Two kinds of reading reports that are ¡§Job description¡¨ and ¡§Job specification¡¨ can be the result of job analysis. ¡§Job description¡¨ is the standard description of jobs in human resource. ¡§Routine¡¨ is the main purpose of job description, for example, mission, duty, and responsibility, and etc., ¡§Job description¡¨ can provide overall details and deep-going description in order to set up the foundation in human resource or other administrative work. Besides, every employee and staff can comprehend the aim exactly that their organization wants to succeed. ¡§Job specification¡¨ is the foundation and definition of qualification in hiring employee and staff. Moreover, ¡§people¡¨ is the central point, for example, knowledge, technology, ability, job quality and etc., The main goal is to describe the standard qualification in each position. It can provide the basis in hiring, selecting, training, evaluation, and deploying. This research is to adopt observation, work diary, questionnaires, and interview in processing job analysis. It is an integrated method. The ¡¨Job Description¡¨ and the ¡§Job Specification¡¨ are the consequence of utilizing job analysis. Moreover, this research is to investigate the problems that the case companies will face. In addition, job analysis can provide the analysis of difference altogether. The conclusion is as following: 1.To establish ¡§Job Description¡¨ and ¡§Job Specification,¡¨ and to describe the details for each employee and staff. As a result, it has the standard requirement. Select different persons for different duties; recruit and utilize talented people; be well suited with one¡¦s place; get twofold results with half the effort. 2.To provide the forecast of human resource in case company, to know the work content exactly, and the qualification of talent. The purpose is to be prepared beforehand and supply the internal training for employee and staff in case the insufficient of external talent. 3.It is the foundation to have an efficient educational training, the job description and the job specification can provide the resource of educational training for case company in the future. 4.In the procedure of job analysis, it is obviously that employee and staff¡¦s level of quality are inadequate. Thus, the best way of improving quality is to modify the hiring standard rules and to train internal employee and staff at the same time. Work both ways can strengthen the competitive power of the organization. 5.In case company, the talent of middle managers are insufficient, and the manage talents are not enough. This shortcoming should be improved and let all employee and staff understand the importance of human resource management activity.

Thesis advisor: Rebekah Levine Coley / In recent decades, the average age of the United States workforce has been on the rise, a trend that is expected to continue as the Baby Boomer generation, which constitutes the largest segment in the workforce in this country, reaches older adulthood. The aging of the workforce has raised concerns from researchers, policy-makers, and organizations. As a result, there have been calls for research regarding how experiences at work vary across the life-span, although few studies have addressed this topic. To begin to address this gap in the literature, this dissertation aims to explore the association between job demands and well-being and how the processes employees use to cope with job demands vary with age. Using data from two waves of Midlife in the United States: A National Study of Health and Well-Being, with a sample of over 7,000 working adults ranging from ages 20 to 83, I attempt to integrate the Job Demands-Control-Support Model with the Life-Span Theory of Control in order to examine how multiple factors influence the relationship between job demands and well-being outcomes across the life-span. Results of random effects linear regression models show that job demands were negatively related to job satisfaction and mental health and that the relationship between job demands and job satisfaction was weakest at younger ages and remained constant after midlife. With regard to the factors that moderate the relationships with job demands, findings indicated that job control and job support buffered the relationship with job satisfaction, while job support buffered the relationship with mental health. The buffering roles of job control and job support were found to vary based on levels of primary and secondary control for workers of different ages. Findings are discussed in terms of their implications for both workplace theory and developmental theories, which help to provide a better understanding of how work experiences vary across the life-span. / Thesis (PhD) — Boston College, 2013. / Submitted to: Boston College. Lynch School of Education. / Discipline: Counseling, Developmental, and Educational Psychology.

Abstract also in Chinese. / Thesis (MBA)--Chinese University of Hong Kong. / Bibliography: l. 67-69.

Förändringar på arbetsmarknaden har medfört att anställda i allt större utsträckning upplever anställningsotrygghet. Syftet med föreliggande studie är att undersöka huruvida autonomi, deltagande i beslutsfattande och arbetsrelaterat socialt stöd kan moderera sambandet mellan anställningsotrygghet och framtida psykisk ohälsa samt bristande arbetstrivsel. En enkät besvarades av 181 anställda på en revisionsfirma vid två tillfällen. Resultatet av hierarkiska regressionsanalyser indikerar att kvantitativ och kvalitativ anställningsotrygghet predicerar bristande arbetstrivsel och att kvalitativ anställningsotrygghet även predicerar psykisk ohälsa. Varken autonomi över arbetsuppgifterna, deltagande i beslutsfattande, socialt stöd från kollegor eller från chefer dämpande dessa samband. Möjligen har tidigare tvärsnittsstudier överskattat den modererande effekten av arbetsrelaterad kontroll och socialt stöd.

SAbstract tudies have shown that person-organization (PO) fit and person-job (PJ) fit will affect an individual¡¦s work attitude. In addition, person-group (PG) fit has commonly been reported as a determinant to job performance and satisfaction. PO, PG or PJ fit can explain work variability separately, however, identification of their relationship will add to our understanding of why job performance, job satisfaction or job change intention differs in different levels of fit. This work will assist in the development of job congruence strategies to improve productivity and reduce turnover rates. This study examined if a directional relation exists among PO, PG and PJ fit and their impacts on job satisfaction, job performance and job change intention. The participants in this study are food & beverage employees in the hotel industry in Taiwan. This study asked 21 cooperating hotels to choose one restaurant. Questionnaires were sent to all employees in the restaurant. The valid returned questionnaire sample was 340. The Spearman Correlation was used to analyze the fitness between the person and each level of environment. Multiple Regression was used to analyze the impact of each level of fit on job attitude. The findings showed that the higher the PO, PG and PJ fit, the higher the job satisfaction and performance and the lower the job change intention. Moreover, employees tradeoff different levels of fit in determining their job attitude. That is to say, PO, PG and PJ fit have independent and interactive impacts on job satisfaction, job performance and job change intention.

The main purpose of this thesis is to study the cause and the consequence of job change. It seeks to explore why some people change job more frequently than others. It also examines the effects of job change such as salary and job satisfaction.. The sample of this study comes from Social Change of Taiwan 1996-1997. The main findings can be summarized as follows : 1. As for the times of job change : Someone who don¡¦t have any child and who haven¡¦t married yet or later and the with longer working experience have the tendency of changing his job more frequently than the others . Education, professional skills and the company¡¦s size of the first job is negatively correlated to the frequency of job change . 2. The frequency of job change is positive correlated to salary. 3. The correlation between the frequency of job change and job satisfaction is not proved.

Abstract In the best of Worlds, Covey (1995) writes, corporate revolutions will yield invigorated employees who can ¡§interdependently in cross-functional teams¡¨ and who are ¡§able to generate creativity, performance and innovation beyond the total of their individual capacities.¡¨ Cross-functional mobility (i.e., job rotation) can help to ¡§program in ¡§ an organization-wide perspective and integration of corporate goals (Hall, 1984). Therefore, in order to get successful career-related outcomes (especially in promotion rate and salary growth) in the future, an employee has to have different multi-capacities in the organization. One of the most progressive career development strategies, known as job rotation, is used to proactively enhance the breadth of work experiences (Campion et al., 1994). The objective of job rotation is to provide managers assignments in different areas at company to gain an overall appreciation of organizational goals, to create a broad knowledge base of different areas in business, to develop a network of organizational contacts, and to increase problem-solving and decision-making skills (Noe & Ford, 1992). Therefore, the purpose of this study was to develop and test a conceptual framework for the relationship between job rotation and potential career outcomes. I set up a framework and hypotheses through a review of related literatures and then empirically tested the hypotheses in the motor companies in Taiwan. In this framework, I tried to find out that organizational factors of job rotation (i.e., degree of emphasis, developing and training support on rotation in the organization) directly or indirectly through personal factors of job rotation (i.e., preference of rotation and rotation rate) improved their acquirement of the individual knowledge and skill for employees, and finally through the effect of the interaction between acquirement of the individual knowledge and skill and interfered with the personal career backgrounds (i.e., age, tenure, education, department, and position) to affect their career-related outcomes (i.e., promotion rate and salary growth). After the statistic analysis, the results are summarized as following¡G To begin with, the organizational factors of job rotation including the degree of emphasis, developing and training support on rotation in the organization are all directly related with acquirement of the individual knowledge and skill. However, there is only a directly positive relationship and effect between the degree of development on rotation in the organization and acquirement of the individual knowledge and skill. Second, the degree of developing on rotation in the organization also can be indirectly through preference of rotation, which is one of the personal factors to affect acquirement of the individual knowledge and skill. Third, there is a positive relationship and effect between acquirement of the individual knowledge and skill and career-related outcomes, which include promotion rate and salary growth. At last, the effect of the interaction between acquirement of the individual knowledge and skill and interfered with the personal career backgrounds affects the promotion rate and salary growth. There are some outcomes as following: 1. The lower is the tenure and the higher is the acquirement of the individual knowledge and skill, the higher is the promotion rate and salary growth. 2. The higher is the degree of education and the acquirement of the individual knowledge and skill, the higher is the promotion rate and salary growth. 3. The higher is the position and the acquirement of the individual knowledge and skill, the higher is the salary growth. Key words: Job rotation, the acquirement of the individual knowledge and skill, career-related outcomes.

Texte remanié de: Dissertation--Marburg--Philipps-Universität, 2004. / Bibliogr. p. 229-247.

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2001. / Includes bibliographical references.

Thesis--Ohio State University. / Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.